Matthew Ruple co-authored this post with Parijat Sharma. A version of this blog post was originally published on The Active Ingredient.
A confluence of factors is driving a dramatic shift in healthcare delivery from traditional sites of care such as hospitals and clinics to outpatient and retail care sites such as urgent care clinics and ambulatory surgical centers. Of course, this shift doesn’t just change things for patients and providers. It also greatly affects the go-to-market strategies for pharmaceutical and medical device manufacturers. As the care setting evolves and diversifies, stakeholders throughout the healthcare ecosystem have to evolve in kind.
ambulatory surgery centers,
sites of care,
skilled nursing facilities,
For shame! How could the FDA approve a silly touch screen watch to do the job of serious cardiologists—and rush it through the approval process, too? How could a high-end stereo-equipment-maker suddenly become a supplier of medical devices? And then there’s the notion that this device could be fitted without the help of a qualified professional!
The digital health industry has had its share of hype over the years. Remember when fitness trackers were the next greatest thing, and billions of dollars were flooding through venture capitalists into new digital health startups that were going to make us all eat better and exercise more? Well, we know how that turned out: Fitbit recently announced its seventh consecutive quarter of year-over-year revenue declines as well as several new partnerships designed to bake their wearables into more comprehensive health management programs. It turns out that it takes a lot more than a clever device to change behavior.
medtech commercial model,
digital health solutions,
During my time with ZS, I’ve had the opportunity to live and work both in Europe and the U.S. Once I returned to Europe last year after spending two years in our San Francisco office, I reflected a bit on the differences between the two markets and the typical challenges that our clients encounter when entering them.
medtech commercial model,
Pavan Anne co-wrote this blog post with Jim Adelizzi.
In this new era of personalized medicine, matching the right patient with the right targeted therapy requires pharmaceutical and diagnostic companies to reach across industry lines and collaborate long before launch. Together, they need to create a strategy that enables the companion diagnostic to differentiate and accelerate the therapy rather than impede its growth. I’ve witnessed a few ways that these entities can create a go-to-market strategy in unison and carry that tight-knit collaboration all the way to market. To illustrate the inherent challenges, let’s consider the case of two fictional oncology companies that have entered into a research and commercialization agreement: Pharma Depot Co. and Diagnostics “R” Us Inc.