These seem to be reasonable requests from customers when considering purchase of a new technology: provide objective, third party evidence of efficacy, show where and for how long a product has been beta-tested prior to launch, and give the customer some form of financial assurance that failed adoption won’t be 100% their risk.
Of course, given demands in most companies to realize a quick (and large) return on their investment, corners can be cut in all of these areas. My recommendation is that you build these sorts of customer-focused features, programs, and initiatives into your launch/product development plan and defend them as vigorously as possible during the commercialization process. You customers will thank you and your market share will reflect the goodwill.
Medical device VP: What healthcare customers ask us for before buying a new technology | MedCity News.
This is a still-evolving story but a great read and a valuable lesson to novice medical device marketers and entrepreneurs: ignore the FDA at your peril. As the author points out, FDA regulations are laws. People do go to jail and companies can be shut down for violating them.
The company developed a mobile app that “reads” urinalysis test strips. In what seems to be an ill-considered decision, the company apparently decided to ignore FDA regulations regarding classification of mobile apps and diagnostic software. It also did not react well to an initial warning letter advising that the app was a Class II device. I wonder what will happen next?
UChek’s Bizarre Response to an FDA Letter: An Unfolding Saga | MDDI Medical Device and Diagnostic Industry News Products and Suppliers.
A “Freakonomics” style look at how economic incentives can drive healthy behavior. Next step is to conduct some outcomes analyses. That should get the attention of top management!
The Salad Bar That Turned Around a Fortune 500 Company
By VIK KHANNA
“The Effect of Price Reduction on Salad Bar Purchases at a Corporate Cafeteria.” An excellent peek at the kind of steps that employers ought to take to improve eating habits in their work forces: subsidize the purchase of healthy foods. In this CDC study, reducing the price of salads drove up consumption by 300%. If this was a stock, we would all rush out to buy it.
Influencing behavior through both choice architecture and pricing differentials challenges many employers, however. There is a fear factor in play (“some of my people will be unhappy”), as well as financial issues, because the corporate managers responsible for food services often have their compensation linked to the division’s profitability. You make a lot more money selling soda than you do selling romaine. The same perverse financial conundrum appears when corporate food service companies run cafeterias. The on-site chef and managers typically operate on a tightly managed budget that leaves them little flexibility to seek out and provide healthier options.
A chef employed by one of the largest corporate food service providers in the country told me last year that he could not substitute higher protein Greek yogurt for the sugar-soaked, low-protein yogurt in his breakfast bar. When I asked why, he told me that Greek yogurt was not on his ordering guide, and he was not allowed to buy it from a local club warehouse and bring it in. In this same company, beverage coolers were stuffed to overflowing with sugar-sweetened drinks, all of which were front and center (and cheap), while waters and low-fat milk were shunted to the side coolers. In another scenario, health system leaders I met with last year all raised their hands when I asked if they had wellness programs and kept them up when I asked if they also sold sugar-sweetened beverages in their cafeterias at highly profitable prices. The irony was completely lost on them. They had to be walked through the inconsistency of telling their employees to take (worthless) HRAs and biometrics, but then facilitating access to $0.69 22 oz fountain sodas.
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An interesting glimpse into the front lines of healthcare at the primary care clinic. I know that primary care physicians are the lowest paid and most overworked of all doctors. Looks like they are squeezing further down the line just to stay financially viable in these times of meager reimbursements and high operating costs. Will Obamacare make a difference? Check back in a few years…
The Extinction of the Primary Care Clinic Nurse
By JAAN SIDOROV, MD
The Passenger Pigeon. The Dodo bird. The primary care clinic nurse. All are extinct, driven out existence by a changing habitat, competition and over-hunting. Ask the average person when they’ve last seen these species and you’re likely to get the same baffled look that your columnist’s spouse gives when she’s asked about her compliant husband who does what he’s told.
Yet, this columnist wasn’t aware of the primary care nurses’ total absence until a recent conversation with a nurse-colleague who has been helping smaller physician-owned outpatient offices develop local care management programs. “There are no ‘nurses’” she said. “They’ve all been replaced by office assistants and the docs are trying to get them to do the patient education.”
Which makes sense. While articles like this have been lauding health care “teams” made up of physicians and non-physician professionals for years, the fact is that poor reimbursement, the allure of other specialties and lifestyle has long-hollowed out these clinics, often leaving a skeleton crew of part-time medical assistants shuttling patients in and out of the patient rooms. True, some of the larger health systems with a stake in primary care have kept nurses in the mix, your columnist thinks that’s merely part of a market-preserving loss-leader strategy.
This columnist looked for medical literature on the topic. He can’t find any surveys or other descriptions on how nurses have largely disappeared from the primary care landscape. If he’s wrong, he wants to hear from his readers.
If true, what are the implications?
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Care Clinic Nurse”
via The Health Care Blog | The Health Care Blog.