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What you need to know about product sourcing: Part 2 of our 2019 update on the hospital purchasing process

by Jessie Goldman and Raj Thrarakan November 19, 2018

Editor's note: This post is the second in a three-part series about shifts in hospitals' service, product, and IT sourcing processes.

Last week's blog dug into the non-clinical purchased service market. For the second installment of our purchasing Q&A series, I sat down with Raj Tharakan, a director within Optum Advisory Services who helps hospitals improve clinical product sourcing processes. While we haven't seen any dramatic shifts, Raj confirmed a continued movement towards centralization and standardization and explained how those trends impact hospital value-analysis, GPO contracting, and more.

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What you need to know about service sourcing: Part 1 of our 2019 update on the hospital purchasing process

by Jessie Goldman and Brett Warner November 12, 2018

Editor's note: This post is the first in a three-part series about shifts in hospitals' service, product, and IT sourcing processes.

I'll start with some good news for service firms: Over the next three years, more providers plan to outsource a range of non-clinical functions—and that means more potential business opportunities. But purchased services has also become a rapidly growing expense for a majority of the largest nonprofit hospitals.

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How decreased length of stay impacts your post-acute care customers' strategy. A sneak peek at our upcoming webconference series.

by Miriam Sznycer-Taub and Shobhita Narain October 29, 2018

A key component of many value-based care strategies is to improve post-acute care (PAC) efficiency, typically by reducing patient length of stay. And these efforts have paid off. For skilled-nursing facilities alone, length of stay declined 5.5% between 2013 and 2016.

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4 big trends that raised some eyebrows at our recent meeting of health system CEOs

by Jessie Goldman and Yulan Egan October 1, 2018

Every year, Advisory Board Research convenes a series of meetings for hospital and health system CEOs. This year's meetings feature a wide-ranging discussion including providers' role in addressing the opioid crisis, the impact of vertical integration on health system strategy, and the importance of cost discipline in ensuring continued strategic flexibility.

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How to uncover and target your CV provider customers' most critical needs

by Miriam Sznycer-Taub and Shobhita Narain September 17, 2018

In segmenting your provider customer base, you may be tempted to rely on commonly available data, such as revenue and bed size. But is there a better, more nuanced way? Our recent presentation, CV Customer Archetypes and Segmentation Strategy, discussed new opportunities to define your cardiovascular (CV) customers, understand their metrics of success, and identify what they might look for in a vendor. Here are three highlights from the discussion.

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Providers have new facility planning priorities—and cost isn't the top concern. Here's what is.

by Viggy Parr Hampton, MPH and Lindsay Conway September 4, 2018

We all know provider margins are shrinking and that hospitals are looking to cut costs wherever possible. So it would seem that cost would be the number one factor driving hospital capital purchasing decisions, from equipment purchasing to facility planning.

Except in the case of facility planning … it isn't.

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The provider-pharma relationship is 'broken.' Here's how pharmacy executives say it can be fixed.

by Jessica Liu and Brandi Greenberg August 6, 2018

Brandi Greenberg, Managing Director, recently sat down with eight leading health system pharmacy executives. Her objective? Understand the shifting focus and needs of pharmacy executives. However, their conversation took a turn. In this Q&A with Advisory Board's Jessica Liu, Brandi explains why the conversation detoured and recaps the need-to-know insights for pharmaceutical companies.

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Working with co-owned hospitals: 3 things you need to know

by Jessica Liu and Viggy Hampton, MPH June 25, 2018

Working with just one hospital can be difficult—and working with a hospital co-owned and managed by two independent entities could be an even bigger headache.

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