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Modern hospitals depend heavily on medical technology to identify, treat and prevent diseases. A normal mid-sized hospital has hundreds of items of medical equipment, from simple stethoscopes and blood pressure level monitors to highly sophisticated MRI machines and linear accelerators. Hospitals are complex enterprises with entire departments dedicated to technology planning, assessment, acquisition, maintenance, upgrade and replacement by the end of the product life cycle. They have elaborate systems, programs, policies, procedures and protocols in place for purchasing new medical equipment.<br> <br> <br> <br> To sell successfully to healthcare providers, marketing and sales professionals have to be amply trained in the buying processes that healthcare providers use. Medical device marketing is very not the same as every other marketing. Normally, hospitals have a review process to qualitatively and quantitatively evaluate their medical technology needs. The review's scope will depend on the expense of the technology, and may involve many departments. For expensive equipment, the review almost certainly will be elaborate. For less expensive and disposable items, the review may simply study the department's current needs, as well as the proposed purchase's operational and financial impacts. In either case, a market survey and literature search happen to some extent, and this is supplemented with extensive information collection and analysis when needed. This is why white papers and case studies published by medical device manufacturers are certainly useful through the review process - the decision-makers look for every bit of information also they can find. Hence, white papers and case studies can significantly influence the decision making process.<br> <br> A standard review process includes the following phases:<br> <br> <br> <br> Strategic - Assessment - Acquisition - Utilization - Repair and maintenance - Replacement and disposal<br> <br> <br> <br> The process starts with strategic planning. In this top-level phase, the relevant stakeholders (e.g., Directors, Professors, Managers, Doctors, Engineers, Purchasing, etc.) review key issues, success factors and resource allocation, and assign responsibilities for sustained improvement in technological performance. They identify the services their facility provides, as well as the technologies that might complement their existing services. The common questions to reply to are: Where are we? Where do we want to be? How are we going to get there?<br> <br> <br> <br> Because medical technology considerably impacts the cost and structure of healthcare consultant ( just click the next site - http://gachp.com/community/profile/ronaldrmeras ) delivery, hospitals include technology assessment within their planning process, which typically includes cost-benefit and cost-effectiveness analyses.<br> <br> <br> <br> Cost-benefit analysis calculates the costs of applying the technology and compares them to the benefits resulting from its application. It provides criteria upon which to base decisions of whether to adopt or reject a proposed device. The device is adopted if its benefits exceed its costs. On the other hand, one limitation of this analysis is that it expresses all benefits, including therapeutic effects, in monetary terms. Hence, hospitals also conduct cost-effectiveness analyses to quantify therapeutic effects in terms of reduced patient hospital stays, and compare these to the expenses of the technology's implementation. Although at first glance the chosen technology may appear to have limited influence on other facility operations, stakeholders also examine the likely effect of the new equipment on existing services.<br> <br> <br> <br> Other facets of cost-effectiveness analysis include assessment of long-term replacement strategies and identification of emerging technologies. Since medical devices have finite longevity, hospitals have replacement plans to minimize the effects of unforeseen capital replacement. By identifying emerging technologies that fit in to the projected plans of the hospital's service area, a healthcare facility tries in order to avoid investing in nearly obsolete technologies.