Optimi Systems Overview

© Optimi Systems Limited 2010

The Optimi product and its uses


What Optimi does

•  Optimi enables life science companies to improve the efficiency of their planning processes and the effectiveness of their plans for sales and marketing

•  Optimi provides the tools to assemble and analyse the data, development programmes to improve the skills of the staff writing the plans, and an environment for team coordination and effective management review

•  Optimi is built round a scalable data model and process that enables a consistent view from global forecast down to activity plans for major accounts

•  Optimi draws data from the underlying transactions systems (Financial, CRM, clinical, market audit) and provides outputs into the corporate financial and business intelligence systems


The Optimi tools enable companies to:

•  Map the incidence and progress of disease and the impact of alternative treatments so that they can identify where demand may be available to them

•  Map the complex treatment delivery and funding processes, match them to the disease and treatment information, and to identify where they need to take action to enable their products to be purchased and used.

•  Understand the connections, motivations and procedures of the people taking and influencing key decisions and where they can take action to get decisions favourable to their products.

•  Provide a common framework for actions, a consistent repository for market information, analysis and decisions, and planned actions, enhancing teamwork and effective management review.


The Optimi products

CRM / closed loop selling systems

How Optimi fits with other systems

Doctor profile

Webs / blogs

E-detailing

Call centre

Sample tracking

Call report

Doctor prescribing status

Call plans

Sales rep diary management

Product sales by hospital / brick

Hospital / brick

Cycle plans Performance dashboards and KPI’s

Financial and market audit systems

Sales by product / customer

Selling costs

Marketing investment

Market audits

Market research data

Clinical management systems

Investigator relationships

New product tracking

Indications / registrations tracking

Clinical differentiation

Health economics indicators

Averts Events

Major account planning

Competitive situation, account decision making process, account strategy and implementation plan

Account selection and strategy

Account opportunity analysis, strategy

selections, target setting

Marketing planning

Market analysis, strategy selection, positioning, actions plans, financial forecasts

at a product / country or region level

Product portfolio for country

Optimise investment by product

Country portfolio for product

Optimise investment by country

Skill development processes

Corporate financial management Corporate business intelligence / reporting


Optimi processes and components


The Optimi planning process flow Market data (various sources)

including market audits, research studies competitor analysis and informal sources

Financial data (ERP / Data warehouse)

Including sales, costs and profitability by product, market segment, geography and

customer

Customer data (CRM/ data warehouse)

Including size, capabilities, organisation and procedures, company’s contacts and

relationships

Transform and group into standard definitions for product, units, customer, and market

Integrate into models of markets and segments, customers and channels. Quantify market dynamics of segment, customer and channel

Market situation Quantified competitive situation and profitability In each market segment

Customer and channel Attractiveness and business strengths with

customer / in channel

Investment and results Alignment of sales and marketing effort to level of potential and results in relation to

effort

Input

Transform

Analyse

Market strategy By segment, channel, customer

Positioning Proposition and benefits

Messaging Content and medium

Country plan Aggregate and optimise product portfolio in

country

Global product plan Aggregate and optimise product for group of

geographies

Customer plan Aggregate and optimise product portfolio for

a customer

Integrate and optimise mix and timing of possible actions Quantify Product P&L and ROI for 3-5 years projection

Action plan What when and who

Investment Resources required, costs and timing

Impact on sales Impact of investment on market share,

persistence and decay

Plan

Forecast


Account planning

Global marketing management

Country marketing management

Marketing planning and account strategy

Optimi modules to integrating the total process

Global product situation

(Therapy maintenance) Country situation

(Country maintenance)

Country portfolio for each product

Product portfolio for each country

Plan for product in country

(Marketing planning)

Account plans for strategic accounts

(Account plans)

Account strategy for each country (Account management)

All components are available in English Account strategy and account planning tools and account planning e-learning are also available in French, German, Spanish, Italian and Russian


The benefits of Optimi


How much time do you spend setting-up, modifying, and aggregating spreadsheets and presentation slides? How often do you lose control over where the numbers come from, or on what assumptions they are based?

Focus on business choices not plan mechanics

Optimi provides you with • Clear connection between assumptions, choices, and outcomes • Visible accountability for decisions • Version control and traceability • Simple update for forecast revisions and new year • Accessible from any secure intranet location • Integrated skill development

Can you describe clearly where your opportunities are and what they could be worth? Do you understand how your resources are aligned to these opportunities and how productive your investments have been?

Align resource and incentives to opportunity

Optimi enables you to • Identify market opportunity by location • Analyse current business compared to the market by location and product • Analyse current business compared to amounts invested • Analyse allocation of sales resource compared to opportunity • Analyse resource mix in relation to market opportunity • Focus investment on opportunities with best growth

Can all of your functions and every level of management see the same picture? Can they all contribute their insights to improve the plan?

Develop and deliver better products and services

Optimi delivers • Shared process between marketing and sales • Product marking plans linked to sales plans • Data shared consistently across the organisation • Local market insights captured in a consistent way • Linkage of product features, customer types, sales effort and results • Identification of what works and what needs improvement

Optimi planning delivers process and profit improvement


Examples of the use of Optimi


Responding to changes in management of purchasing by major hospitals - Diagnostics in Europe

Hospitals are merging and developing purchasing processes that give them greater control of supplier and product selection. For example in Germany 8 major national chains now run over 120 hospitals, in France public hospitals have merged by city so Paris now has 34 hospitals under common administration, in UK hospitals over 500 hospitals have been merged into 179 trusts. The sales force, used to selling on clinical performance to doctors, must now also sell on economic performance to administrators.

Understand the development of the new organisations and their relative importance in the market. Understand the new decision making processes and the key decision makers involved. Provide national and regional sales management with the tools to plan strategy and allocate resource in the new situation including realigning the sales force to reflect the new customer organisation. Provide a mechanism to co-ordinate activities with customers that have a wide geographical spread of hospital locations. Increase the skill level of sales staff in managing larger and more complex sales on an economic as well as a clinical platform.

For 18 counties in Europe. Identified major hospitals groups (accounts) and buying groups used by independent hospitals to gain purchasing leverage on suppliers. Assessed the relative buying power of each major account. Aggregated sales and call activity by hospital management group to establish the relationship between potential, effort invested and results achieved for each account. Worked with sales management to develop new strategies. Worked with sales forces to develop account plans for major accounts and to change selling processes.

Tools Data integration for sales data, call data, and market data Account portfolio analysis tools to develop strategy Account DMU analysis to understand buying process and relationships with key decision makers Account planning tool to develop implementation plan

Skills E-learning and case study - Introduce concepts and test understanding Sales management workshops – Develop strategy by country Account manager workshops – Embed planning and new selling skills

Greater clarity as to the relative importance of accounts and the competitive situation within them Clear account level strategy for each country and the allocation of resource in line with that strategy Fuller understanding of the decision making process in each account, and of the product proposition and relationships required Clear action plan for each account for the implementation of the national strategy Improved coordination between sales management and all of the people interacting with any part of each major account

Situation

Business solution

Project scope

Key Optimi capabilities used

Business benefits


Structure for account management project

Market & sales data

Account data Financial data Data collection & analysis •  Facilitated by Miol

Sales force data

Signed off by senior team

Senior manager sponsorship •  Facilitated by Miol

Regular overall review process

Set-up workshop in each region

Planners’ programme •  In local language •  Facilitated by coaches •  Coaches facilitated by Miol

E-learning for planners

Planners’ workshop to

develop first plan

Implementation and further plans

Managers’ programme •  In English •  Facilitated by Miol

E-learning on overall process

Managers’ workshop Coaches’

workshop

Account screening, selection


Consistency in product marketing plans – Pharmaceuticals in emerging markets

Following a merger the client wanted its major products managed on a global basis for greater consistency. The product and business plan process needed to deliver global consistency to the maximum extent possible, but have flexibility to accommodate local conditions where necessary. The project needed to be roll out with considerable speed and at low cost. Excel spreadsheets and Powerpoint slide had been the tools used historically.

Define a consistent process that provides the output necessary for corporate consolidation and the management review processes while accommodating the diversity of the countries involved. Provide the tools to facilitate the process. Provide a skill enhancement process so that product managers and the country and regional marketing management understand how to analyse their market, select suitable strategies, develop implementation plans and make financial forecasts based on those plans.

75 countries in Asia, Eastern Europe, Middle East, Africa and Latin America with over 1,000 product managers. Many had medical qualifications but limited commercial experience. E-learning course on marketing planning integrated with a detailed case study using the planning tool to test understanding for product managers and marketing managers. Workshops building on the case study and transferring the learning into real business situations. A web based planning tool enabled central definition of the market and assumptions to be merged with local market information to provide a product / market specific analysis, development of strategy and implementation plan and financial forecast.

Tools Definition of market, products and global strategy Definition of country treatment delivery and funding Market analysis for product in country Strategy and action plan development Sales and marketing investment plans, financial forecasts Remote management review and approval of plans

Skills E-learning and case study - Introduce marketing and planning concepts and test understanding for product and marketing managers Strategy development, creative implementation and team building workshops based on case study material and real business situations.

Provided a consistent methodology and process across products and geographies Common definitions and process promoted sharing and team building Plan development and review could continue when staff were working out of the office Identified widespread shortage of skills in market research and use of financial information Increased the transparency of business operations to senior management, although this caused significant resistance at country from country management

Situation

Business solution

Project scope


Business benefits


Improving the effectiveness of new products introductions – Pharmaceuticals global

The development of a globally consistent commercialisation plan for a new product from phase 3 trials. The plan needs to be solidly based on evidence and to develop a strong long term position for the product that will work in all of the major countries. Outside of a small central group no resource can be dedicated to the product until it is closer to launch. Marketing time available from managing current products is limited and has to be used to maximum effectiveness.

Use a central group with medical, marketing, market research and health economic skills. The core group to develop initial positioning. They then test this positioning and expand the market data in several rounds adding at each stage more major countries with disparate healthcare systems. Use the results to improve the positioning and prioritise countries for launch time and investment. Using the structured process to share with each new group to be involved the work done to that point and to be clear about the additional information and analysis required thus minimising the time required at a country level. Using the information and analysis done in the development phase to provide the platform for detailed launch plans.

Management of the pre-launch phase for a product. See the flow diagram for the process followed

Tools Clinical and treatment delivery and funding maps Market sizing and dynamics. Market life cycle analysis Needs analysis and needs based segmentation Product positioning and pricing Global and country level strategy

Skills Market data analysis Workshop facilitation E-learning on marketing planning and market research

It is expected that this process will develop a more sustainable positioning for the product. It will also enable management to make better choices as to the order in which countries should introduce the product, and the most effective way to allocate the marketing investment. The sales and marketing organisations that have to launch the product are better informed and able to target the marketing investment more effectively. The process minimises disruption to current operations.

Situation

Business solution

Project scope


Business benefits


New product process Activity Output Process

3-4 months

3-6 months

6-12 months

Annual from 2 years pre-

launch

Pre-work Core definitions Preliminary definition of market, competitors, patients

Workshop 1 Key needs by customer, provisional product positioning

Outline total process. Understand current clinical process / clinical map. Identify unmet needs. Provisional product profile. Possible positions

Data Collection 1 country Quantification of opportunity and test of position in one market

Quantified patient flows. Treatment delivery and funding map. Market size and dynamics. Quantification of needs

Workshop 2 Identification of major information gaps. Update of provisional positioning

How robust is the provisional positioning. Should it be modified. Identify major gaps in information

Data Collection 4 countries Quantified opportunity and test of position in range of key countries

Quantified patient flows. Treatment delivery and funding map. Market size and dynamics. Quantification of needs.

Workshop 3 Refined product positioning. Clinical and

economic data required to support position identified. Top level OL cascade

How positioning works in different healthcare systems. Significant differences and their impact. Identify key decision makers and

evidence required to support positioning.

E-learn / workshops for other major countries

Country marketing management introduced to the process and product

E-learning, case study and workshop to introduce country and marketing management to process and results to date

Data collection other major countries

Quantification of opportunity and provisional investment requirements by market

Use of MP tool to quantify market. Needs based segmentation. Map buying processes. Initial investment plan

Global roll-out plan (workshop) Roll-out priorities and levels of investment by country. Major implementation issues identified

Aggregation of market opportunity and investment needs. Preferred launch sequence and allocation of

investment funds between countries

Country marketing plan Launch plan, critical issues, forecast investment and results by country

Use MP tool for market analysis, strategy selection and development of implementation plan.

Account selection Priority accounts identified and resource allocated Use AS tool to assess relative attractiveness of

accounts and current connections. Prioritise and allocate resource

Major account plans Detailed implementation plan by account to deliver the country plan

Use AP tool to map decision making. Prepare detailed implementation plan

LAUNCH


Integrating sales of multiple products to a hospital – Medical equipment in the UK

A large medical equipment company that has built its business by acquisition and has six business units and over 40 major product lines most of which are being sold to common customers. Each of the Business units, and many of the product lines have retained their own sales forces so that in some cases more than 40 sales people were involved on the same account. Despite the number of salesmen involved the relationships with the senior managers in most hospitals are weak. The company wanted to provide better integrated offerings that used the breadth of the product range to differentiate themselves from competitors They also wanted to reduce selling costs.

The appointment of strategic account managers each covering 3 or 4 major customers with a remit to improve overall medium term sales performance in the selected accounts. They assembled and analysed information on the business and relationships with each of these key accounts. They understood and documented the hospital’s business situation and future plans and its decision making processes. They identified the senior management relationships that needed to be strengthened and activities that could raise the company’s profile in a positive way. Sharing this analysis with the Business Unit heads they identified major projects that would be more profitably tackled on a cross business basis and set-up cross product line teams to deliver them.

Work with the new strategic account managers as a group and individually to understand their needs and guide their activities. Work with the project analyst to extract and organise data on the selected accounts from multiple systems. Validated the selection of accounts for strategic management. Collated public data on the hospitals and worked with the strategic account managers to identify critical issues for the selected hospitals and the business opportunities that could flow from those issues. Facilitated account team meetings to investigate opportunities and plan suitable responses.

Tools Data integration for sales and market data Account portfolio analyser Account DMU and relationship mapping Account situation analysis

Skills Workshops on strategic account management Complex data analysis Facilitation and coaching

Started to move from responding to requests for tenders and current quarter closings to identifying probable opportunities far enough in advance to be able to build the necessary relationships, influence the tender content, and put together more complex and imaginative proposals. Identified many organisational and system issues that will need to be addressed to enable fully integrates sales and service delivery to major customers.

Situation

Business solution

Project scope


Business benefits


Selling to diverse customers with many products over a complex geography – Vaccines in Russia

Company sells a varied product range to several different types of customers including federal and state healthcare organisations, government agencies and companies, private health insurers, private companies and individuals. The states and many of the government agencies and private companies are spread across a massive geography and many of the wealthiest areas are in locations that are hard to access. Demand is growing fast and the market is moving from serious supply shortages to a more normal balance. The company has a geographically based sales force with regional sales managers based at HQ. These Regional Sales Managers also managed directly the major accounts. The sales operation needed to be reconfigured an skilled to take advantage of the developing opportunities.

Understand the customers and their needs. Prioritise the possible customers and develop a portfolio strategy. Determine the sales force organisation required to manage such a portfolio and the skills and support infrastructure necessary to effectively deliver this strategy.

Assess 100 potential major customers over 7 product lines. Integrate the market, sales and sale force activity data available on these potential customers. Train the sales managers on account management processes. Facilitate workshops with sales managers to develop an overall portfolio strategy for customers. Train sales manager on the development of account plans and facilitated the construction of plans for selected major customers. Considered the overall performance of the sales force and made recommendations for the development of the organisation, skill levels and procedures.

Tools Data integration for sales calls and market data Account portfolio analysis and strategy selection Account DMU and relationship mapping Account situation analysis

Skills E-learning on account management and account planning (in Russian) Data analysis Workshop facilitation

The client understood the need for substantial change in the way in which major accounts are managed including the recruitment of dedicated account managers for major accounts. The project led to a reconsideration of the relationships between regional sales managers, the new account managers and the territory sales representatives. The project identified major growth points and the realignment of resource required to deliver from them.

Situation

Business solution

Project scope


Business benefits


New product introduction – New hospital product in UK

A VC backed US pharmaceutical company making is first ever product launch. They wanted to run a substantially virtual operation and had contracted a sales force for the launch phase. The product had many uses within a hospital setting particularly in post operative care. In order to sell the product in most hospitals the company required to get the product onto each hospital’s treatment protocols and formularies. The sales force was too small to address more than 30% of the available hospitals in the launch phase, and had two months pre-launch time for investigative work.

Identify the group of hospitals into the trusts that controlled protocols and purchasing. Quantified the surgical throughput of each trust (in-patient and day case), and its capacity in terms of OR’s and consultants. Ranked hospitals in terms of potential to select the initial target list. Sales reps use account planning tool to record each account’s decision making process and key people, and to assess the time required to get the necessary approvals. Every 2 weeks the findings were summarised and accounts ranked in terms of potential and time to get access. At the end of the pre-launch phase management were able to review the quality of the implementation plans, and to make sales estimates based on a clear understanding of customer’s key decision points.

One product, 10 sales representatives selecting 70 hospital trusts out of a possible 220.

Tools Accounts management Account planning

Skills Data set-up and analysis Facilitation and coaching

Clarity as to target accounts Clarity as to the key processes and events that customers had to do to allow them to purchase Action plans for the sales teams with clear objectives, timing and responsibilities Management knew what specific actions they had to do in support of the sales team

Situation

Business solution

Project scope


Business benefits


Developing marketing skills in emerging markets

Following the introduction of a product planning process and development of planning skills it became apparent that in many emerging market countries the level of skill in market research and financial analysis was very low. In many of these markets there were relatively few high quality market research agencies to whom the work could be contracted, and even where contracting was possible a higher standard of briefing and interpretation was needed. The managers concerned were widely spread geographically, and cost of delivery precluded extensive workshop based training.

E-leaning modules on market research and financial analysis for pharmaceutical markets was developed using case studies and market analysis tools. The tutoring for the workshops was provided by an experienced market research for the country or local group of countries. The tutors were trained in a series of regional workshop. Using local tutors also made it possible to address issues of local language and issues relating to local sources of data.

Product managers from 45 countries in Asia, Eastern Europe and the Middle East covering seven different therapy areas.

Tools Market analysis tool including market sizing, market dynamics, segmentation and forecasting

Skills E-learning modules on market research and financial analysis techniques for the pharmaceutical industry. Case study examples. Workshop for course tutors

Improved use of the data that was available in each country. Better identification of situations in which additional research was required Better briefing of agencies and improved design of internally conducted work Better interpretation and use of the results of research A low cost but high impact programme

Situation

Business solution

Project scope


Business benefits


The life science market model in Optimi


The healthcare market

The Optimi process enables sales and marketing teams to understand the issues in their markets and choices that they can make. The Optimi tools put data into a context and structure that gives an accurate understanding of their market. This model is built around the features that are unique to life science companies and the healthcare market. These unique features are:

•  The involuntary nature of demand •  The complex and regulated purchasing process •  Influence chains outside of the control of the industry determine product usage

To accommodate these special features Optimi organises data around four major themes:

•  The clinical pathway

•  Treatment delivery and funding

•  Opinion formation and communication

•  Company organisation, planning, investment and implementation processes


Healthcare decision processes

The demand for healthcare is driven by the incidence of illness or actions to avoid illness

The amount and location of total demand is largely outside the control of life science companies

Optimi provides the skills and tools to analyse

•  The disease, diagnosis, severity, incidence by demographics, and patient numbers by disease state.

•  The needs of patients for relief from disease and symptoms and the tolerability of treatment

•  The needs of prescribers and healthcare providers for efficacy of treatment and the management of patients

•  The classes of treatment and products available, and the extent to which they meet the needs of patients, prescribers and providers

•  The regulatory processes over the provision of clinical services and the licensing of medical products

Optimi map’s the incidence and impact of disease and alternative treatments so that planners can identify where demand may be available to them

Clinical pathways Buying decision


The clinical pathway

Define key characteristics

and build clinical map

• Disease definitions and stages

• Patient types • Classes of treatment • Treatment outcomes • Disease progression

Select the characteristics and choices specific to therapy area

Map the combinations that best describe the clinical processes

Quantify patent numbers

How many patients are there in each branch of the clinical map.

What proportion of patients get each type of treatment

What are the cure rates, remission and relapse rates

Identify key clinical needs

What are the needs of • Prescribers • Patients • Healthcare providers • Funders

How important is each need, where are there similarity of needs, and where do needs conflict. How are such conflicts resolved.

Identify product performance against needs

How does each class of treatment perform against each need

How does the product under consideration perform against each need.

In what areas does the product meet needs not currently met by other treatments.

What non-product (service) features can meet needs.



Life science companies rarely sell directly to the person requiring the treatment

The organisation and funding of the delivery of treatment is complex, and varies from country to country

Optimi provides the skills and tools to analyse

•  The organisation for diagnosis and the delivery of treatment and the people and organisations involved in the clinical decision making process

•  The organisation for funding treatment and facilities and the economic decision making process

•  The regulatory processes over the pricing and reimbursement of healthcare costs

•  The financial and service requirements of prescribers, treatment providers and funders, and the extent to which they are met by life science companies and their products

Optimi map’s complex treatment delivery and funding processes and matches them to the disease and treatment information to identify how products are purchased and used.

Treatment delivery and funding Managed care

Hospitals Prescribing doctors

Buying decision


Treatment delivery and funding pathways

Point of initial diagnosis

Specialist out-patient treatment

Community treatment

Hospital inpatient treatment

Specialist centre treatment

Step-down treatment centre

Community based support services

Provision of funds

•  Patient self-pay •  Patient co-payment •  Risk base insurance •  Income based insurance •  General taxation

Disbursement of funds

•  Patient self-pay •  Patient co-payment •  Reimbursement of patient paid fees •  Health maintenance capitation fee •  Block budget (hospital or community) •  Fee for service (full cost based) •  Fee for service (fixed tariff) •  Fee for service (tariff plus selected costs)

Where is treatment delivered

How is treatment paid for



Life science products require a large number of clinical and commercial approvals before they can be used

Much of the information used in these processes is generated by or communicated outside of the direct control of the companies

Optimi provides the skills and tools to understand

•  Key organisations that control or influence clinical and economic regulatory access to markets, medical education, and treatment and purchasing processes

•  The approval and decision making processes required to enable the product to be purchased and used

•  The individuals within these organisations that have a significant role in the decision making process

•  The relationships between the people in the decision making processes

•  The strength and nature of all the relationships that the company has with decision makers

Optimi shows the connections, motivations and procedures of the people taking and influencing key decisions

Managed care

Hospitals Prescribing doctors

Opinion formation and communication

Clinical Economic Patients

Buying decision


Influencing opinion and actions

Research science and clinicians

Medical professional

bodies

Healthcare funders

Healthcare policymakers

Patient organisations

Prescribing doctor Patient

Pharmacist

Medical journals

Medical meetings

Medical Schools

Political processes

Hospital management

Senior doctors

Clinical protocols

Formularies and buying practices

Community medicine

management

Health economic

assessments

Public Internet

Medical professional

internet

“This can be done”

“This is best practice”

“This is what we can afford” “This is what we want”

“This is what its worth”

“This is what you can do”



Life science companies need to coordinate activities for 10-20 products in 100+ countries across numerous business functions

Actions taken can have long term impacts and be hard to reverse

Actions taken in one country have impacts in many others

Optimi tools provide the facilities to

•  Record assumptions, decisions and action plans

•  Track plan development, reviews and approvals

•  Provide controlled access on a global basis

•  To provide action plans by team / individual

•  Forecast the financial consequences of actions

•  Enable the aggregation of plans and forecasts

•  Retain the history of plans for future reference

•  Enable updates and revisions as new information is available

Optimi provides a consistent repository for market information, and record of analysis, decisions, and planned actions to enhance teamwork and effective management review.

Product performance

Service and pricing

Communications

Relationships

Product and

account plans

+/- 10 products 100 countries 100,000 institutions 2,000,000 doctors



Opinion formation and communication Clinical Economic Patients

Treatment delivery and funding Managed care Hospitals Prescribing

doctors

Clinical pathways Buying decision

Product performance

Service and pricing

Communications

Relationships

Product and

account plans

+/- 10 products 100 countries 100,000 institutions 2,000,000 doctors


Clinical and funding interaction – 6 basic models

Individual

Prescriber is a relatively independent agent paid on a fee for service or capitation basis that excludes drug costs. Drugs funded by patient self pay, full cost of drug reimbursement insurance, or relatively unconstrained block budget for drugs. Prescriber typically works in community medicine or as an independent specialist. Drugs are supplied through the retail chain.

Managed care Prescriber is normally contracted to funder. Prescriber is paid on a fee for service or capitation basis that either includes drug costs or drug costs are funded when prescribing is compliant with funder protocols and formulary. Drugs are supplied through the retail chain.

Institutional

Prescriber is either an employee of, or contracted to, the institution and works within the medical protocols and formulary established by the institution and / or its funders. Funding is typically through a fee for treatment or procedure or block budget basis. Drugs are usually purchased directly by the institution.

Consumer Generic

Self selected and paid for by patient with little or no medical inputs

Operates within the individual, managed care and institutional areas mainly through influencing the protocols and formularies of funders and institutions, or through the supply chain.

Capital Purchase or leasing of capital equipment and related supplies and services by institutions and individual prescribers. Funding is either by way of direct capital budget, allocation of block budgets, or built into fee for treatment pricing.

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Optimi Systems Overview

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