June 3, 2024- The beauty and challenge of the healthcare supply industry is that it’s built almost entirely off of relationships. The upside to this is that by building these relationships between suppliers, manufacturers, distributors, and IDNs, you can partner together to facilitate better business arrangements and, most importantly, create better outcomes for patients. The challenge is that it can be hard to build these relationships without an “in”, especially when you’re trying to connect with IDNs.
Last fall, The Journal of Healthcare Contracting hosted IDN Insights West in Marina Del Rey, California, highlighting some of the most progressive, largest healthcare systems in the West region of the United State. Sponsored by Allergan Aesthetics, speakers at this event covered how large health systems measure successful contracts, the challenges these health systems are dealing with, what successful supplier/provider relationships look like, and how to best partner with a GPO. These are some of the highlights from the sessions at IDN Insights West.
Driving value
In the United States, there are approximately 1,100 Integrated Delivery Networks (IDNs), 6,100 hospitals, 8,500 ambulatory surgery centers, 15,000 skilled nursing facilities, 123,000 physician groups and 1,000,000 physicians. How can you make it so that your value proposition captures the attention of just a fraction of these entities? It’s all about driving value.
Igor Uman, Associate Principal, Sg2, Consulting, Vizient, held a workshop where he walked all the attendees through the value of segmenting and prioritizing your distinct customer base. Additionally, the Vizient team walked through various demonstrations for how you can better deliver value propositions and manage these relationships.
Segmentation is a critical component to driving value within your distinct customer base by helping you to prioritize and group customers based on similar attributes. From there, you can develop segment-specific messaging and value propositions for your solutions that will be tailored to what those customer segments are looking for. It’s important to remember that segmentation shouldn’t be based on sales or the total patient size – segmentation should only be informed by really specific parameters related to the business of your customers.
Learn More in the latest issue of JHC.