strategic relationships that can be made with companies
who offer complementary products to your portfolio.
We have seen beneficial alliances create new opportuni-ties;and;contracting;leverage;at;the;IDN;level.;As;long
as both entities are benefitting and not out-leveraging
one another, this is a model that can work.
more important in healthcare today, even in physician
preference product categories. As mentioned earlier,
GPOs,;IDNs,;and;industry;competitors;are;consolidat-ing to gain scale. Scale creates both buying and selling
power. As providers look to improve quality of care, improve the patient experience, and cut costs, only those
companies that are willing to come to the negotiating
table will be left standing. We’ve seen many market
share leaders lose contract status, and consequently
market share, because they weren’t willing to change
with the times, realize that there is a financial crisis in
healthcare today, and renegotiate their existing agreements.
The companies that will ultimately win in the long run
are the ones that acknowledge the changing healthcare
environment and are proactive in creating new partner-ship;opportunities;with;GPOs,;IDNs,;and;the;key;eco-nomic buying influencers that reside in each. Successful
companies will change their value proposition to ensure
they’re meeting the goals of not only the clinician, but
also supply chain, procurement, and the C-suite alike.
an internal point of view. They know how good their
product is, and they’re determined to convince clinicians that it’s better than what they’re using today. But it
isn’t about products anymore, or even clinician relation-ships.;It’s;about;understanding;the;organizational;needs
of the hospital provider and the motivations of their key
stakeholders. What’s important to the CEO? The procurement and supply chain people? The OR director?
patient experience and lowering costs, you’ve given
them the gift they want. And that’s the gift that gives in
Vice President and
RTI Surgical. Mike
has built, developed,
and led successful sales, marketing,
and business development teams in the
medical device industry for over 20 years
at companies such as Gambro/Baxter,
Boston Scientific, and Tyco Healthcare/
Covidien. His experience includes a broad
range of commercialization activities, such
as developing and implementing corporate
strategy, pioneering new corporate
functions, building start-up business
divisions, leading C-suite negotiations, and
closing multi-million dollar deals.
RTI Surgical is a leading global surgical
implant company providing surgeons
with safe biologic, metal and synthetic
implants. Committed to delivering a
higher standard, RTI’s implants are used
in sports medicine, general surgery, spine,
orthopedic, trauma and cardiothoracic
procedures, and are distributed in nearly
50 countries. RTI is headquartered in
Alachua, Fla., and has four manufacturing
facilities throughout the U.S. and Europe.
RTI is accredited in the U.S. by the
American Association of Tissue Banks and
is a member of Advamed.