DAY ONE | THURSDAY, OCTOBER 5
7:45 REGISTRATION & WELCOME COFFEE
8:30 CHAIRPERSON’S OPENING REMARKS
8:45 CREATING A SUCCESSFUL COMMERCIAL STRATEGY BRIDGING PRICING & STRATEGIC ACCOUNTS
In the highly dynamic medical device industry, successful companies are creating cohesive pricing and strategic account platforms that are not only adaptable, but enable data-driven decision making through high-level analytics and system visibility. Armed with the knowledge required to streamline negotiation and contracting, supply, demand and pricing decisions align, creating synergy and efficiency, benefiting customers and manufacturers alike.
9:30 THINK-TANK: HOSPITAL, HEALTHCARE FACILITY & IDN PERSPECTIVES
In an increasingly cost-constrained environment, the acquisition of medical products and technologies has inherently changed, where the decision maker has evolved from individual surgeons to purchasing and value analysis committees, requiring medical device manufacturers to take a redefined approach to working with new and existing clients. At the same time, hospital systems, physician groups and integrated delivery networks are under increased pressure to perform and meet high level quality standards in order to secure payment for services, and are also responding to evolving healthcare payment reform. Sharing common challenges as well as forecasting trends for the future of interaction between hospital systems and the medical device industry will provide an opportunity for manufacturers to hear directly from customers on expectations and strategies for developing the best possible relationships.
- Current challenges in healthcare delivery
- Uncertainty surrounding payment reform
- Emphasis on quality and value performance
- Purchasing & contracting of medical equipment
- Risk-sharing agreements
- Unique contracting experiencesA
- Expectations surrounding data & transparency
- Pricing transparency considerations
- Outcomes data & evidence for devices
- Evolving models in working with group purchasing organizations
Heidi Krantz, Director, Value Analysis, JOHNS HOPKINS BAYVIEW MEDICAL CENTER
Hasan Bailey, Senior Sourcing & Value Analysis Manager, BOSTON CHILDREN’S HOSPITAL
Jessica West, Clinical Resource Management Coordinator, Supply Chain, ERLANGER HEALTH SYSTEM
10:45 COFFEE & NETWORKING BREAK
11:15 THINK-TANK: GROUP PURCHASING ORGANIZATIONS
*45 minute panel followed by 30 minute small group discussion
The role of the Group Purchasing Organization (GPO) is continually evolving alongside the healthcare industry, increasingly providing services in addition to driving efficiencies in purchasing and contracting of medical technology for member groups. In a period of fluctuation and cost-containment, forward thinking GPOs are redefining the services provided to members, driving the value of partnerships, considering data-driven services that support supply chains, and even moving into areas such as ambulatory care. Focusing on innovation and strategic partnerships, GPOs bring great value to health systems and hospitals, and are revolutionizing service models in order to remain competitive and at the forefront of importance in the value-driven, cost-contained care models of today’s healthcare marketplace.
- Evolution of the GPO model: Now & in the future
- Value of GPO model for health systems & manufacturers
- Impact of price transparency on GPO contracting models
- Perspectives on healthcare reform & cost containment
Lori Pilla, Vice President, Supply Chain Consulting Solutions, Strategic Alliances & Custom Contracting, INTALERE
Robert DeVol, Director, Healthcare Innovator’s Collaborative, PREMIER, INC
Greg Corban, Chief Operating Officer, BROADJUMP, LLC
Cheryl Weatherford, Executive Vice President, Client Management, BROADJUMP, LLC
12:30 LUNCHEON FOR ALL SPEAKER, SPONSORS, & DELEGATES
PRICING LEADERSHIP TRACK
1:45 PANEL + ROUNDTABLE DISCUSSIONS: PRICING PRIORITIES BASED ON CORPORATE POSITION & HIERARCHY
Within the medical device industry, pricing executives and responsibilities are often structured within one of three departments: Finance, Sales Operations, or Marketing, which has a considerable impact on the primary objectives of the pricing team. While no one solution or strategy is best for all corporations, the placement of the function does have an impact on prioritization of aspects such as discounting, rebating and maintaining alignment with corporate financial expectations. Panelists will briefly share positive and negative aspects of the pricing departments’ position within individual corporations, followed by small group breakouts allowing for interaction with audience members placed in differing areas of the corporation.
MODERATOR: Prakash Bhatia, CAPSUGEL (now a Lonza company)
Richard Lonneman, Global Pricing Manager, COLOPLAST
Laura Wamsley, Sr. Manager, Contract, Strategy & Pricing Operations
2:45 CASE STUDY: FORMALIZING COMPETITIVE INTELLIGENCE AS A PARTNER IN MEDICAL DEVICE PRICING
As levels of competition within the medical device industry steadily increase, with numerous product choices within each category, pricing executives are increasingly utilizing competitive pricing information when structuring product prices, leveraging data to ensure a competitive position within the market. Innovative medical device manufacturers are creating a formal relationship between pricing and competitive intelligence functions in order to support the collection and aggregate use of pricing data collected and verified from multiple channels and sources to ensure product prices are as viable as possible.
Prakash Bhatia, Head of Global Strategic
Pricing & Competitive Intelligence, CAPSUGEL (now a Lonza Company)
3:30 COFFEE & NETWORKING BREAK
4:00 LINKING PRICING STRUCTURES TO EVOLVING REIMBURSEMENT MODELS
As health policy and priorities continue to change and gravitate towards quality, outcomes-based payment and reimbursement structures, pricing executives must align models against appropriate procedural codes and reimbursement rates in order to ensure product coverage and utilization. While direct communication of CPT codes to healthcare facilities is not permitted, pricing and reimbursement teams must work within coding frameworks and ensure users are aware of correct medical coding.
- Revisions to the Affordable Care Act
- Emphasis on population health models
- MACRA reporting & total cost of care
Kenneth Thorpe, Robert W. Woodruff Professor & Chair, Health Policy & Management, EMORY UNIVERSITY
STRATEGIC ACCOUNT MANAGEMENT TRACK
1:45 PANEL DISCUSSION: STRATEGIC ACCOUNT MANAGEMENT TAILORED TO A NEW DECISION MAKER
The transition from the surgeon or healthcare professional decision maker to value-analysis committee, strategic purchasing executive or financial executive within hospitals, health systems and integrated delivery networks has forever changed the sales dynamic for medical device strategic account executives, and requires a new set of selling and presentation skills. In order to keep pace with corporate growth objectives, account management teams must consider the perspective of a new decision maker, aligning materials and presentations with the objectives of value analysis and financial executives that may have limited understanding of procedural efficacy.
Dan Gallik, LIVANOVA
Jeff Smith, ANGIODYNAMICS
Jay Noble, MEDSOURCE INTERNATIONAL
2:45 INNOVATIVE APPROACHES TO DELIVERING CUSTOMER VALUE: CHANGING THE PARADIGM OF TRANSACTIONAL RELATIONSHIPS
- Expanding customer offerings with applicable solutions
- Considerations for proving ‘value beyond the transaction’
- The role of “Product Agnosticism”
- Sunshine Act Concerns
- Contracting options & solutions for evolving needs of providers
- Sharing risk, revenues, and or expenses
- Legal, regulatory, & compliance considerations
Douglas Grimm, Partner, ARENT FOX
3:30 COFFEE & NETWORKING BREAK
4:00 CASE STUDY: ALIGNING PRIORITIES OF SALES & STRATEGIC ACCOUNT TEAMS
Highly effective organizations work to prioritize corporate strategic goals, and align organizational teams accordingly, in order to meet priority objectives and to create a seamless working environment with a common, shared vision and strategy. Within the medical device commercial function, aligning goals of strategic account executives alongside field sales teams ensures all efforts are driving towards a common purpose, improving not only client interaction through a cohesive, one voice style, but also in providing direction for commercial teams. As organizations continue to strive towards providing the highest level of customer support and service, crafting a unified approach to commercial activities will lead toward success.
- Translating vision into commercial strategy
- Playbook for successful client interaction
Jay Noble, MEDSOURCE INTERNATIONAL
Clint Semmann, MEDSOURCE INTERNATIONAL
STRATEGY SESSION DISCUSSION GROUPS
Attendees can register for strategy sessions at their preference, with seating limited to 20 participants to provide dynamic discussion.
1:45 NOVEL CONTRACTING WITH HOSPITALS, IDNS & GPOS
A wide variety of factors, from large scale consolidation of health systems to increased transparency of medical equipment prices and the change in contract administrator, are altering the conversation between manufacturers and partners when contracting to purchase medical technologies. Forward thinking manufacturers are initiating in novel contracting models with partners in order to drive value, utilization and ultimately drive growth for both product lines as well as the corporation as a whole. With brevity and conciseness in mind, case studies will highlight recent successes the medical device industry has achieved in integrating new contracting models with partners, focused on quality, risk-sharing and value-based agreements.
2:45 COMPLIANT COMMUNICATION OF REIMBURSEMENT & CODING FOR MEDICAL PRODUCT ACCOUNT MANAGERS
In order to ensure payment for medical products utilized in the healthcare setting, purchasing executives within hospital systems must have a robust grasp of payment models, but often look to medical device manufacturers for clues on appropriate coding and coverage, which is difficult to relay in a compliant manner. Medical devices with either national or local coverage determinations will have been provided a correlating CPT code that healthcare providers will use to bill payers, a key component of the overall process, but one where guidance is unclear. Various industry executives will share procedures for communicating this information, based on the risk tolerance of the corporation, as well as the use of key opinion leaders and surgeons in effective communication of this information.
- CPT coding information shared with hospitals
- Working with reimbursement teams on coding
- Recent healthcare fraud claims tied to codes
3:30 COFFEE & NETWORKING BREAK
4:00 EVOLUTION OF THE GPO MODEL, CONSOLIDATION & IMPACT ON PRICING
Continued consolidation across the GPO marketplace has caused a number of follow-on effects, from a reduced number of partners available, to increased price transparency as combined GPO organizations share vast amounts of data regarding prices achieved and contractual arrangements with medical device manufacturers. At the same time, consolidation in the healthcare provider system has resulted in larger negotiating forces in the form of large-scale integrated delivery networks, leveraging purchasing power that can at times equal, or rival, that of an existing GPO. In this era of transformative change, the GPO model is evolving and forward thinking GPOs are considering the additional value- add services and solutions that can be provided in order to retain the valued partner position that has been gained over the years.
- Current position of GPO consolidation
- Impact of transparency on pricing
- Additional services & evolution of GPOs
4:45 REMODELING LEGACY PRODUCT PRICE STRUCTURES TO MEET MODERN PRICING DEMANDS
Although many pricing discussions are focused on developing pricing models for new medical devices and technologies, corporations have dozens of legacy products in widespread use and must consider restructuring the pricing models of these legacy products to ensure continued revenue generation and profitability. Designed and developed with a much different set of pricing parameters and payer decision making criteria, legacy products often face a level of commoditization and obsolescence when compared to recent portfolio additions. Redesigning pricing models for legacy products will provide such products with a modernized value-story, supporting the continued growth and utilization of classic, safe and highly effective technologies.
Laura Wamsley, Sr. Manager, Contract
Strategy & Pricing Operations, BIOVENTUS
5:30 CLOSING REMARKS & DAY ONE CONCLUSION