December 2008  -  Jill E. Sackman, DVM, Ph.D., Senior Consultant, moderated a session at the 2008 Annual Meeting of the Licensing Executives Society, October 22, 2008 in Orlando, Florida.

Entitled "A Global Approach to Licensing Strategy and Valuation for Devices," the session examined evolving methods for assessing economic and clinical value offered by new technologies, products and procedures in global medical device L&A. Panel members included business development executives from Ethicon Endo-Surgery and Biomet, who shared their personal insights and strategies for success in global licensing and acquisition.

August 2008  -  Bill Ott, M.B.A., NAI Senior Consultant, presented to an audience of hospital and healthcare executives at the 2008 American Hospital Association’s Health Forum Leadership Summit, July 24-26, 2008 in San Diego, California.

Entitled "Transforming Patient Care...and Reducing Costs in the Process," the presentation reviewed the methodology and results of a project in a top-10 academic medical center to recapture revenues lost to excessive length of stay (LOS). Going beyond LEAN and unit-based problem solving, NAI identified critical systemic issues that contributed to LOS variances, and worked with the organization to realign key roles and develop a new model for physician/caregiver/hospital collaboration that have significantly enhanced revenues. The challenges and keys to success in the change management process were highlighted.

August 2008  -  As pharmaceutical companies increasingly invest in China and other emerging markets, the question of how to take full advantage of these investments remains. In their article Strategic Positioning In China and Other Emerging Markets, published August 28, 2008 in Eye for Pharma, authors Rita Numerof, President, and Jack Nightingale, Consultant, discuss the challenges companies face in China and other emerging markets and the approach needed to develop a successful long-term strategy.

The authors discuss the unique challenges of entering emerging markets that often do not lend themselves to classic product-driven strategies. By examining China’s market, the authors illustrate the steps necessary for companies to develop long-term sustainable franchises there and other emerging markets.

July 2008  -  During the past few years leading pharmaceutical companies have moved to implement new commercial models (NCMs) in their sales and marketing infrastructures in response to changing market realities. Despite their efforts, true innovation has been limited, and much of what was conceived in the design phase has not translated into effective implementation. In their article Deploying New Commercial Models: Lessons from the Field, published July 28, 2008 in Eye for Pharma, authors Michael Abrams, Managing Partner, and Jack Nightingale, Consultant, offer guidance on effective implementation through a case study approach.

Effectively implementing a NCM represents a major undertaking for any company with a large, established commercial organization in which it is inherently difficult to implement any significant change, but it can (and must) be accomplished. Drawing on broad consultative experience, the authors detail five guidelines for creating effective and comprehensive change that will help ensure the successful implementation of a NCM.

July 2008  -  Patients with high deductible health plans (HDHPs) represent an important new focus for healthcare systems. In their article HDHPs: Serving a Demanding Patient Demographic published in the July 2008 edition of HFM magazine, authors Jack Nightingale, Consultant, Michael Abrams, Managing Partner, and Rita Numerof, President, point out that learning how to serve these patients effectively, systems will not only gain the loyalty of a valuable set of customers, they will also learn how to better meet the expectations of consumers more generally.

The authors note that the initial response of many healthcare systems to the growth of HDHPs has been to focus on increasing pricing transparency and ensuring timely payment for services. In addition to these moves, the authors suggest that system CFOs should become champions for a more comprehensive approach to identifying and meeting the particular needs of these patients. The article provides guidance in three areas: conducting research to identify key value drivers from the perspective of patients with HDHPs; translating those insights into operational solutions; and marketing the differentiated capabilities to these patients and their physicians. The authors argue that the investments required to implement their recommendations will deliver a high ROI for the systems that embrace them.