...Implementing Successful Transitional Care: A structured move from Acute to Sub-Acute or Ambulatory Care Introduction Transitional care is defined as a set of actions designed to ensure the coordination and conti- nuity of health care as patients transfer between different locations or different levels of care. Representative locations include (but are not limited to) hospitals, sub-acute and post-acute nursing homes, the patient’s home, primary and specialty care offices, and long-term care fa- cilities. Transitional care is based on a comprehensive plan of care and the availability of health care practitioners who are well-trained in chronic care and have current information about the patient’s goals, preferences, and clinical status. It includes logistical arrangements, education of the patient and family, and coordination among the health professionals involved in the transition. Transitional care, which encompasses both the sending and the receiving aspects of the transfer, is essential for persons with complex care needs.1 Contents 1 Introduction 1 Historical Problems 2 Attempted Solutions 3 AmerisourceBergen Solution 3 Benefits 5 Outcomes 5 Summary Historical Problems with Transitional Care Despite considerable attention focused on improving 30-day readmission rates to hospitals, only modest change has been achieved according to the Centers for Medicare & Medicaid Services (CMS). Medicare Readmission Penalties Max Penalty 278 Hospitals ...
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...Business Plan Of Summit Rx Inc Table of Contents 1.0 Executive Summary 3 1.1 The Products 4 1.3 Mission Statement 5 1.4 Management Team 5 1.5 Sales Forecasts 6 1.6 Expansion Plan 7 2.0 Company and Financing Summary 8 2.1 Registered Name and Corporate Structure 8 2.2 Financial Position 8 2.3 Investment 10 2.4 Management Equity 10 3.0 Products and Services 11 3.1 Online Sales of Products. 11 Baby Care 11 Grocery 11 Personal Care 11 OTC Medicines 11 Cosmetic 12 Fitness Centre 12 3.4 Shipping and Handling Fees 12 4.0 Strategic and Market Analysis 13 4.1 Economic Outlook 13 4.3 Customer Profile 13 4.4 Competition 14 5.0 Marketing Plan 17 5.1 Marketing Objectives 17 5.2 Marketing Strategies 17 5.3 Pricing 18 The Company believes in healthy Competition, so we will offer our Products at competitive Price. The Company will offer discounts on the large order or at wholesale Quantity. 18 6.0 Organizational Plan and Personnel Summary 18 6.1 Corporate Organization 18 6.2 Organizational Budget 19 6.3 Management NOTE: 20 7.0 Financial Plan 23 7.1 Underlying Assumptions 23 7.2 Sensitivity Analysis 23 7.3 Source of Funds 24 7.4 General Assumptions 24 Monthly Sales Revenue (PROJECTED) 25 Yearly Sales Forecast 26 7.5 Profit and Loss Statements 27 Executive Summary The Summit, RX Inc. (hereafter, “The Company”) business plan provides the structure and focus against which we can measure future financial...
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...Metabical, which was a new drug that had been clinically proven to be effective at achieving weight-loss in moderately overweight individuals, had just received FDA approval as the first prescriptive drug of its kind. At the time of Metabical’s FDA approval, the only other prescription drug approved by the FDA for treating overweight individuals was Orlistat, which blocks the body’s absorption of fat; however, Orlistat has many undesirable side effects which may lead to serious medical conditions. Metabical, on the other hand, has a less dangerous, dual layer, controlled-release formulation which acts as an appetite suppressant and also contains a fat blocker as well as a calorie absorption agent. During its clinical trials, Metabical did not exhibit many of negative side effects that Orlistat has, leading to judgments that it is a superior treatment for achieving weight-loss and resulting in strong endorsements from the medical community. Weight-loss supplements can be classified as either prescriptive drugs or over-the-counter (OTC) remedies, and in general, OTC remedies are not as popular with consumers as prescription drugs for stimulating weight-loss in overweight individuals. This tendency to favor prescription drugs over OTC remedies is due in part to a lack of government regulation and possible safety concerns. Additionally, in recent years OTC remedies have become less popular with consumers than diet plans, exercise plans and meal replacement/weight management plans which...
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...2014 Rx for Improvement Assessment By identifying immediate problem areas that affected the employees and customers in the pharmacy area they were able to break down the problems and come to agreeable solutions. A few on the main problems that the analysis team identified was: long wait times, patient complaints, satisfaction scores, employee satisfaction, registration issues and reducing attrition. The main route problem of the study was how to reduce the wait time by in processing and out-processing patients. By finding a new solution to help these areas they were able to reduce the wait time and assist the actual flow of the pharmacy as a whole. One of the main problems that the analysis team was able to identify was the long wait times that customers were experiencing. This also caused problem with the staff because longer wait times meant irritated customers. By implementing new in and out processing procedures they were able to reduce the wait times by around 44 minutes instead of the almost 80 minute wait time. The way they were able to accomplish this was to decide the best approach for the beginning, middle and end of the experience as a whole. The beginning process included the initial contact with the patient, proper consulting windows and the waiting room area. The middle included everything that occurred in the actual pharmacy and the end included the checkout procedures. The beginning consisted of entering patient’s information, the prescription information...
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...CVS Web Strategy Case Analysis Brandon Matthews 9/30/2009 1 Overview Introduction Consumer Value Stores, better known as CVS opened its doors in 1963 as a health and beauty supply store in Massachusetts. Since then it has evolved to one of the largest retail pharmacy chains in North America. In 1999, CVS was faced with a new business strategy. It appeared that there was a lot of traffic on Wall Street involving online pharmacies. The consumer and stakeholder demand for a strategic web presence for companies, with no exception of pharmacy giants like CVS, pressured the executives to implement a business strategy of incorporating its pharmaceutical retail services with the web. Helena Foulkes, Vice President of Marketing at CVS, was charged with ensuring that this new business strategy succeeded. CVS acquired a web company, Soma.com whose entire business strategy was similar to what CVS was attempting to achieve. Foulkes was faced with critical strategic challenges in transforming their new Information Technology (IT) initiative, Soma.com, to CVS.com. In this paper, we will introduce the retail pharmacy industry and its protagonists, achieve a bird’s eye view of CVS’s organizational structure, understand who CVS’s customers and competitors are, introduce the term Alignment Link in terms of overall strategy, implement the SWOT analysis tool to gauge CVS...
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...competencies that I have chosen are the Critical Thinking (CT) and Technology/Information Management (TIM). According to the syllabus, critical thinking (CT) is defined as, “To demonstrate skills necessary for analysis, synthesis, and evaluation” (Day 2). Critical thinking is a component of our everyday lives, whether we are aware of it or not. This type of mindset is crucial to the impact of to both my academic and career success. In the academic setting, critical thinking allows you to process information in a way that is logical and can be applied to a task. For example, when given...
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...seasonal items, as well as over-the-counter and prescription medication. In addition to their well-known retail pharmacies, both companies also operate a health services health and wellness division. Within the retail pharmacy industry CVS/Caremark and Walgreens continually battle for the retail position. This document will offer an overview and basic competitive analysis of the two companies. Background Location & Type of presence (brick and mortar, or internet) According to the CVS/Caremark 2011Annaul Report, page 23; as of December 31, 2011, the CVS/Caremark Retail Pharmacy segment operated 7,327 retail drugstores with 7,271of these retail stores operating a full service pharmacy. Their stores are located in 41 states and the District of Columbia and Puerto Rico. Additionally, within these retail stores operate 657 health care clinics conducting business under the Minute Clinic name. The retail pharmacy stores operate primarily under the CVS/pharmacy or Longs Drugs names. In addition, the Pharmacy Services segment operates under the names CVS Caremark Pharmacy Services, Caremark, CVS Caremark, Care Plus CVS/pharmacy, Care Plus, and Rx America to providing pharmacy benefit management services to employers, insurance companies, and other organizations. Their online retail sales operate under the name CVS.com offering most of the same products as the retail stores. CVS/Caremark also offers customers the ability to refill prescriptions online.1 According to the Walgreens 2011Annaul...
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...Project EXECUTIVE SUMMARY In an attempt to meet the patient demand for compounding services within the Memphis metropolitan population, we will establish the Apothecary Compounding Center on the campus of Baptist Memorial Hospital. Our goal is to cater to patients in this area that need individualized medication regimens and want a close relationship with their pharmacist. As we develop our business, we want to focus on maximizing the safety and efficacy of our compounded products. We will utilize the Professional Compounding Centers of America, or PCCA, in order to help accomplish this goal. This organization offers many important benefits to compounding pharmacies in all stages of their development. Our employees will be trained by PCCA, which will hone their working knowledge of USP <797>, crucial guidelines that every compounding pharmacy must follow. In addition to training, PCCA will serve as our supplier, which will ensure quality products with which to compound. Furthermore, we will have access to numerous formulas that are specific to PCCA, which will greatly benefit our operation. The number of patients needing compounded prescriptions has risen in recent years, and we aim to capitalize on this growing demand. Our patient population will largely consist of patients from the clinics of Baptist, but we hope to expand our patient base to include anyone that could benefit from our unique approach to compounding; we are willing to expand our supply...
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...Diabetes patients overview in India *source: http://mdrf-eprints.in/90/1/Epidemiology_of_type_2.pdf Top Companies in the Anti-Diabetics Segment value viz.(Rs.) RANK COMPANY MAT 02/2012 VALUE (Cr.) 3,703 492 304 224 183 MKT SHARE% 100 17.9 11.1 8.2 6.7 VALUE GROWTH% 23.2 18 22 24 15 Anti-Diabetic 1. 2. 3. 4. ABBOTT USV SANOFI-AVENTIS SUN 5. ELI LILLY 114 4.2 11 Top Selling Brands in the Anti-Diabetics Segment value viz. (Rs.) RANK BRAND COMPANY THERAPEUTIC CLASS Insulin MAT 02/2012 VALUE(Cr.) 1. 2. 3. 4. 5. HUMAN MIXTARD 30/70 LANTUS GLYCOMET-GP NOVOMIX 30 GALVUS MET ABBOTT S.A. USV ABBOTT NOVARTIS 226 105 101 96 72 Insulin Glimep.+met. Insulin Vildagliptin+met. Top performing brands of IPM in antidiabetics category (Unit Viz.) RANK BRAND COMPANY THERAPEUTIC CLASS Glimep.+met. MAT 02/2012 units (Lac.) 460 1. GLYNASE-MF USV USV 2. 3. 4. 5. GLYCOMET DAONIL GLYCIPHAGE GLUCORED Glimep.+met Glibenclamide Metformine Glibenclamide+met. 408 311 281 268 S.A. F-I SUN Top performing combinations in oral antidiabetics category (Value Viz.in Rs.Cr.) RANK DRUGS & COMBINATION 1. 2. 3. 4. 5. GLIM.+MET. DPP4 INHI. & COMB. PIOGLI.+MET.+GLIM. GLIMEPRIDE METFORMIN MAT02/2008 157.62 0.00 80.04 135.89 102.25 MATMATMATMAT02/2009 02/2010 02/2011 02/2012 217.80 15.40 115.61 153.87 122.42 307.46 103.23 167.95 176.78 149.63 417.66 210.31 232.90 203.39 177.54 567.43 373.58 324.22 226.03 211...
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...Ethical Responsibility in Pharmacy Practice Robert A. Buerki, Ph.D. Professor Division of Pharmacy Practice and Administration The Ohio State University Louis D. Vottero, M.S. Professor of Pharmacy Emeritus Ohio Northern University American Institute of the History of Pharmacy Madison, Wisconsin 2002 Acknowledgments: Pages 208-10: "Principles of Medical Ethics" and "Fundamental Elements of the Patient-Physician Relationship," reprinted with permission from the Code of Medical Ethics, American Medical Association, © 1994 and © 2000. AMA logo reprinted with the permission of the American Medical Association. © 2002 American Medical Association. Usage of the AMA logo does not imply an endorsement of the non-AMA material found in this book. Page 211: "Code of Ethics for Nurses with Interpretive Statements," reprinted with permission from the American Nurses Association, © 2001 American Nurses Publishing, American Nurses Foundation/American Nurses Association, Washington, D.C. Pages 212-15: "A Patient's Bill of Rights," reprinted with permission of the American Hospital Association, © 1992. Pages 216-17: "Pharmacy Patient's Bill of Rights," reprinted with permission of the National Association of Boards of Pharmacy. On the cover: The "triad of medical care" has been the basis for the ethical relationship between the pharmacist, the physician, and the patient for centuries. In the background, an early depiction of the triad from Book 7 of the encyclopedia...
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...even I didn’t know the whole story.” “So what do we do about it?” “Well, we can’t have 67 solutions for the 67 problems we identified,” Roberts said. “Definitely not,” Grossi agreed. “But do you have an idea what we should do? If you erased that whiteboard and grabbed a pen, could you draw the ‘right’ flow chart for pharmacy operations?” “Actually, I think I could come pretty close. And I think my flow chart would look a lot like both of yours. I’m just not sure which parts of it would be easy to implement and which would be tricky. Mitch, you know these places better than anyone—what kinds of changes would make them really unhappy?” “Anything affecting safety. Everyone—not just the pharmacists—is a fanatic about making sure we fill prescriptions accurately and watch out for the health of our customers. So for example if we said, ‘In the interests of efficiency we want to have the system spit out fewer alerts about drug-drug interactions,’ we would get killed. The pharmacists would march us right out the front door of their stores and tell us never to come back. And I wouldn’t blame them.” Do “Got it. What else?” ________________________________________________________________________________________________________________ Professor Andrew F. McAfee prepared this case. HBS cases are developed solely as the basis for class discussion. Cases are not intended to serve as endorsements, sources of primary data, or illustrations of effective or ineffective management. ...
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...Key Issues & Economic Pressures Impacting the Pharmaceutical Industry in 2015 Presented to: Dr. Siamack Shojai Economic Analysis 6090, William Paterson University December 15th, 2015 The pharmaceutical industry has experienced tremendous growth over the past few decades, with a substantial change in the market dynamic from a provider, healthcare plan & patient perspective. Medical advancements coupled with research & development efforts have expanded the product base in terms of a variety of new treatments across numerous therapeutic classes. As depicted in the illustration below, the total global pharmaceutical sales reached $1,057,000,000 in 2014; based on the past 10 years we can expect the forecast to show a similar increase over the next few years. IMS Health Market Prognosis, May 2015 Of all the changes visible within the pharmaceutical market, there are a few that are truly revolutionizing the market: US healthcare reform, emergence of specialty product markets, price strategy & mergers & acquisitions. The healthcare market has changed under Obama, opening healthcare coverage to more patients & bringing forth treatment & medication to a larger population. The emergence of specialty products pose an entirely new challenge to the market in terms of the doctor’s prescribing habits, healthcare plan coverage & out-of-pocket cost to the patient. This along with other economic pressures brings an entirely new perspective to pharmaceutical...
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...Introduction...…………………………….……………………...............…………..4 Mission Statement…………………………….....………………………..………………………6 Walgreens Corporate Culture……………………………………………….………...…….…..7 Walgreens Stakeholders……………………………………………………………………….…8 Executive officer of Walgreens……………………………………….………………………….8 Walgreens Development Process………………………………………………………………...9 SWOT Analysis……………………………………….………………………………………….10 Goals ……………………………………………………………………………………………...15 Walgreens’s Implementation plan ………………………………………………………..........19 Walgreens’s Approval Strategies Plan:……………..………………………………….............20 References…………………………………………………………….…………………………..21 Appendices:……………………………………………………….…….….……………….…….23 An Executive Summary: With a variety of 70,000 health care service providers, Walgreen offers consumers and patients the support that reliefs them live a “well” life. Walgreen has more of 26,000 pharmacists at more than 7,500 stores across the country (Walgreen, 2011). The patients trust in Walgreen’s pharmacist in the moment, to take decisions. They provide information about health and wellness needs, and ensure they get their medication and immunizations in a timely and caring environment. At the same time, Walgreen is transforming and enhancing the role of community pharmacy. The Company has the largest retail network of pharmacists certified. The Company expands the role of pharmacists to provide quality, accessible care. In addition to pharmacists and pharmacy technicians, the Company’s...
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...Business Strategy of Sandoz Bangladesh Term Paper on Business Strategy of Sandoz Bangladesh Submitted to Professor A K M Saiful Majid Course Instructor, Business Strategy (W650) Submitted by M Nakibur Rahman, Batch: 43D, Roll# 55 Wazedur Rahman, Batch: 46D, Roll# 143 Institute of Business Administration University of Dhaka 13 June 2013 Dr. A K M Saiful Majid Professor Institute of Business Administration University of Dhaka Dear Sir: We are pleased to submit our term paper on “Business Strategy of Sandoz Bangladesh” as per your kind guidance and instructions to fulfill the course requirements. Working for the paper had been of great learning experience for us. This project gave us the opportunity to analyze a real life sector that we could relate with the theoretical issues studied in the Business Strategy course. We are open to your queries and feedback regarding this report. Yours truly, Mohammad Nakibur Rahman Roll: 55, Batch: 43D Wazedur Rahman Roll: 143, Batch: 46D i Table of Contents Executive Summary ....................................................................... iii 1. Introduction ............................................................................. 1 1.1 1.2 Objective ................................................................................................................................. 1 Scope .............................................................................................................
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...9 -6 0 3 -0 6 0 REV: FEBRUARY 20, 2003 ANDR E W P. MCAFEE S A R A H M. MA CG R E G O R MICH A E L BE NA R I Mount Auburn Hospital: Physician Order Entry Introduction In September of 2002, Robert Todd, the head of information systems (IS) for Mount Auburn Hospital in Cambridge, Massachusetts, reviewed progress toward the launch of the hospital’s new computerized physician order entry (POE) system. The committee overseeing the project consisted of an across-the-board selection of hospital representation, including physicians, pharmacy staff, nurses, administrators, and IS operations staff. The POE system was scheduled to ‚go live‛ on a pilot basis in the middle of October in the hospital’s labor and delivery unit. It had not been difficult to mount support for the project. POE systems had been demonstrated to reduce error rates, and medical errors were widely recognized as a large and serious problem in health care. A landmark study published in 19911 estimated that 1.3 million injuries occurred annually in U.S. hospitals, 69% of which were at last partially due to errors in patient management. The study found that 13% of injuries resulted in patient death, ‚a rate that if extrapolated to the United States as a whole suggested that approximately 180,000 deaths a year were, at least partly, the result of injuries received during the course of care.‛2 This study also found that adverse drug events (ADEs) accounted for nearly 20% of total injuries (making them the largest...
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