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Take Care Health Employer Solutions, a wholly owned subsidiary of Walgreen Co. is the largest provider of worksite health solutions in the United States, currently operating 398 health centers in 36 states, Washington D.C., and Guam.
The current organization has evolved through a series of mergers and acquisitions, including the most pivotal which occurred in 2003 and 2008 (Wojcik, 2009), between I-Trax, Inc., Whole Health Management, Inc. and Walgreen Co. (Walgreens, 2014).
CHD Meridian, founded in 1995, was the successor company from the merger between Comprehensive Health Dimensions and Meridian Occupational Healthcare Associates, Inc. Healthcare.
CHD Meridian, based in Nashville, Tennessee, operated 200 clinics for clients across the United States, providing on-site primary care, occupational health services and management of worksite pharmacies. The company also designed and implemented disease management and wellness programs (Smerd, 2007) for customers including BMW and Toyota. CHD Meridian achieved AAAHC (Accreditation Association for Ambulatory Health Care) certification and provided a cost savings to its clients on pharmaceuticals as compared to a traditional pharmacy benefits management vendor (Serwer, 2005).
In December of 2003, I-Trax, Inc. of Chadds Ford, Pennsylvania purchased CHD Meridian for $35 million dollars. At the time of the merger, the combined company was valued at $80 million dollars, (The Free Library, 2003).
Whole Health Management, Inc., based in Cleveland, Ohio was founded in 1981 and directly competed in the worksite healthcare segment with I-Trax and CHD Meridian (The Free Library, 2008). At the time of merger, Whole Health managed ...
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Walgreen Co. (2014). About Employer Worksite Health Centers. Retrieved from Take Care Health Systems: http://takecarejobs.com/articles/esg
The Free Library. (2008). Whole Health Management Grows Client Base by 26.32 Percent in 2007 (2008, January 28). Retrieved April 13, 2014 from http://www.thefreelibrary.com/Whole Health Management Grows Client Base by 26.32 Percent in 2007.-a0173934832
Walgreen Co. (2013). Well at Walgreens. Retrieved from Walgreens Annual Report : http://files.shareholder.com/downloads/WAG/3060443573x0x709191/5F506D54-9148-47D1-9494-D4E4A4CB95B1/WAG_2013_AR_lo.pdf
Elswick, J. (2002). Employers warm to on-site medical clinics. Employee Benefit News, 16(4), 29
I-trax to be bought by Walgreen - Philadelphia Business Journal. (2008). Retrieved from http://www.bizjournals.com/philadelphia/stories/2008/03/17/daily8.html
LifePoint Hospitals, Inc., through its subsidiaries, operates general acute care hospitals in non-urban communities in the United States. The company’s hospitals provide a range of medical and surgical services comprising general surgery, internal medicine, obstetrics, emergency room care, radiology, oncology, diagnostic care, coronary care, rehabilitation services, and pediatric services, as well as specialized services, such as open-heart surgery, skilled nursing, psychiatric care, and neurosurgery. Its hospitals also offer outpatient services, including same-day surgery, laboratory, x-ray, respiratory therapy, imaging, sports medicine, and lithotripsy. The company also owns and operates a school of health professions with a nursing program and a radiologic technology program. As of December 31, 2010, it operated 52 hospital campuses with a total of approximately 5,915 licensed beds in 17 states. The company was founded in 1997 and is headquartered in Brentwood, Tennessee. Lifepoint Hospitals Inc. (NasdaqNM:LPNT) operates independently of HCA Inc. as of May 11, 1999.
The current health care landscape has been characterized by large scale consolidation and vertical integration of payers and providers. This has led to a handful of dominate players with substantial influence, and an increasing overlap in responsibilities between payers and providers. Although payers and providers have traditionally been on opposing sides, battling each other about quality of care versus cost-effective care, they are shifting to working together to achieve better value.
The main characters in this article include the merging PBM companies Express Scripts Inc. and Medco Health Solutions Inc. Their PBM competitor companies include UnitedHealth Group Inc. with its OptumRx pharmacy unit, Walgreen Co., and CVS Caremark Corp. These PBM companies compete against each other for contracts with employers and health plans.
Banner Health is a non-profit organization in the health sector based in Arizona. The health system operates twenty-three hospitals and specialized facilities. Banner Health is ranked the second largest in Arizona because it has employed more than thirty five thousand workers, which the highest number in the region. Banner Heath provides hospital care, emergency care, hospice, laboratory, outpatient, surgery, rehabilitation, pharmacies and home care. Recently, the organization has been operating physician clinics in primary care that include Banner Medical Group and Banner Arizona Medical clinic (Banner Health, 2015). The organization has a medical insurance plan called Medicare Advantage. It is looking forward to implement key organizational
Henry Ford Hospital segments the markets it serves by different population demographics, including gender, race, age, and location. According to the article, “Using Targeted Marketing Strategies to Optimize Health Care Plans”, employing marketing techniques that segment the member audience geographically, then determining their proximity to care and support services are important (Pitney, 2010). The article (2010) also states that demographic segmentation can uncover new approaches to reaching patients in traditional and nontraditional ways. Based on the organizations’ target demographics, organizations can uncover demographic insights to align communications with segment attributes and drive significant improvements (Pitney, 2010). Engaging the target demographics is important, and members who are more involved in their healthcare program tend to make better decisions about their consumption of benefits (Pitney, 2010). The article (2010) states that this in turn can help them become healthier and more productive. Henry Ford Hospital segments the market primarily by
Centura Health is the largest hospital based not-for-profit healthcare system in their region. This includes 15 hospitals, Fight for Life, Centura Health at Home, and over 100 physician practices (Centura Health, 2014a). Due to the size and reach of the Centura Health network change should be a normal occurrence. Each one of the Centura Health neighborhoods is going to require different specialties. Also, some of the neighborhoods are growing and changing requiring new specialties and a larger amount of providers. Because of this changing environment, including the new laws and regulations, Centura Health must continually monitor their competition, consumers, and environment using a SWAT analysis. The information
Investor's, B. D. (2014, Janurary 8). Health Reform Wal-Mart's Way. Investors Business Daiky, p. A14.
Centura Health is a hospital system located throughout Colorado and western Kansas. This organization consists of hospitals, emergency and urgent care facilities, home and long-term care facilities, Flight For Life, primary care offices, and surgery centers. The competitors are HealthOne, University of Colorado Hospital, and Exempla. The healthcare system overall is creating changes by understanding the needs and wants of the community, the competition, and becoming compliant with the new laws and regulations. This allows the healthcare system to identify market needs to create and implement ideation plans for healthcare organizations.
Based on the case study provided: Hospital A, Porter Regional Medical Centre (Hosp. A) & Hospital B Banner Regional Medical Centre and Turner Geriatric Centre (Hosp. B) merged to form a consolidated entity named “Portsmith Regional Medical Centre” (PRMC). Both Hospital A and B were fully accredited hospital, with “state-of- art diagnostic technology” which included MRI and CAT scanners, 24-hour physician staffed emergency centers. Both Hospital A and Hospital B are located in a small community of 60,000 people in southeastern part of Idaho.
Around 595,800 establishments make up the healthcare industry. The healthcare industry varies significantly in staffing partners, size, and organizational structures. Even though hospitals make up only 1 percent of healthcare organizations they provide work for 35 percent of all workers in the industry. 76 percent of the healthcare organizations are formed by offices of dentists, physicians, and other health practitioners. The healthcare industry is designed to administer care 24 hours, respond to needs of patients, diagnose, and treat. The purpose of this industry is to combine the human touch with medical technology (U.S. Bureau of Labor Statistics, 2010).
Blum,J.,(2011). Improving quality, lowering cost: The role of health care delivery system: U. S Department of health and human services.
HealthSouth is one of the nation’s largest healthcare providers specializing in rehabilitation. HealthSouth was founded by Richard M. Scrushy in 1984 and went public in 1986. Scrushy served as its Chairman of the Board from 1994 to 2002. The company was incorporated in January 1984 as Amcare Inc. before its name was changed to HealthSouth Rehabilitation Corporation in May 1985. In January of 2003, Mr. Scrushy reassumed the position of CEO.
...nt. Wellness programs in workplaces have also become increasingly popular. These programs have not only demonstrated to be clinically effective but also cost effective. Companies are willing to invest to improve their productivity and decrease insurance cost. These programs will continue to grow in all fields and will require the need for more ND’s to participate. Promoting these programs can only lead to positive improvements from a patient to a corporate perspective.
An employee may find that their healthcare plan is provided by their employer and as such may find that even though their payment sums may be hefty, their employer may be paying even more. In a recent survey conducted by the Kaiser Family Foundation, only 30% of the cost for a doctor’s visit or family plan will be covered by the worker; therefore, the other 70% is then covered by the employer’s finances. With the average family health plan cost on the rise at $18,142, it may be a bit clearer as to why companies are searching for any means to lower this expense (Kaiser 2016). A corporate wellness program pitch loaded with quality statistics on the importance of preventative measures to effectively dodge physician bills then commodifies wellness as the straightforward answer to the issue of hefty expenditures. However, a substantial payment is not the only deterrent from seeking standardized
Carpenter, D. (2007). Visions of health care’s future: Bigger, more patient-focused systems?. Hospitals & Health Networks, 81(5), 4-7.