A large medical device client was considering entering a new segment of the cardiovascular (CV) space via several product/company acquisitions. The client was still evaluating several products, which utilized novel technological approaches and spanned different applications and diverse customer bases. At the same time, the U.S. reimbursement environment generally, and for several of the product types specifically, was evolving significantly.
BMI was brought on as a partner to help the company identify areas of unmet need and potential value that it could offer in the CV disease segment and to assess the impact of the current and emerging reimbursement landscape on the new product portfolio being evaluated.
BMI Approach
BMI brought its deep understanding of the U.S. reimbursement and health economics landscape, as well as cardiovascular therapeutic expertise, to this project. We performed a comprehensive assessment of the company’s potential position in the disease segment through secondary and primary research. We conducted over two dozen interviews with physicians, hospital/clinic administrators, commercial and Medicare Advantage plans, integrated delivery systems (IDNs)/accountable care organizations (ACOs), and others. The research spanned a wide range of topics, including: disease segment treatment pathways; opinions of current/emerging technologies seeking to improve disease management; details around disease segment economics, including insurer coverage criteria, hospital inpatient and outpatient pathways/guidelines, and quality metrics used by hospitals and payers to track success; value assessment committee evaluation criteria for relevant technologies; and numerous other issues.
Deliverables
The engagement spanned several years, during which we prepared multiple deliverables. These included a comprehensive assessment of the disease segment’s reimbursement landscape and opportunities for the company to address unmet needs with the products under consideration. We also prepared a condensed deck for our direct client to use for presentations internally. We visited the company midway through the engagement to lead a planning workshop that helped advance several related internal strategic initiatives. Finally, at the end of the initial engagement, we were retained to monitor the reimbursement environment for the new product portfolio, the findings of which were reported monthly.