首頁 產業/市場分類 出版商一覽 Email 通知 GII媒體代理會議 公司簡介 聯絡我們
首頁 > 市場調查報告書 > 製藥 > 製藥企業 > 醫療資源分配的課題:需要的不是限制醫療供應,而是管理需求
產業/市場分類
製藥 (4495)
肥胖症治療 (48)
非專利藥 (117)
疫苗 (168)
神經疾病 (175)
骨頭疾病治療 (41)
動物用醫藥 (18)
處方藥 (89)
規章 (107)
感染疾病 (318)
精神病 (80)
製藥企業 (506)
糖尿病 (157)
癌症 (838)
藥物開發 (1275)
DDS (173)
OTC 非處方藥 (147)
市場調查報告書

醫療資源分配的課題:需要的不是限制醫療供應,而是管理需求

How to Avoid Health Care Rationing: Don't Restrict Supply, Manage Demand

出版商 Decision Resources, Inc.
出版日期 2007年10月 商品編碼 56474
內容資訊 英文 34 Pages
價格
本報告書已不再販售

本報告已在2011年12月21日停止出版。

簡介

本報告書內容包括:醫療需求增加及醫療改革的必要性、醫療資源分配對策、分配醫療資源時的各種問題、管理醫療需求方的各項重點調查分析等。內容綱要摘記如下:

實施概要

  • 策略評析
  • 對利害關係人的影響

不透明的醫療體系

醫療資源分配

  • 醫療人口
  • 疾病類型轉變
  • 來自社會的期望水準提高
  • 高價的新興醫療技術

醫療改革的必要性

醫療領域生態101

醫療改革失敗的理由

  • 用金錢來解決問題
  • 高效率化
  • 市場的幕後推手

難以掌握的醫療資源分配實際情況

  • 只有健康的人才能投保的保險
  • 針對高齡人口・初診患者的利用限制
  • 踐踏人的價值及無意義的醫療供應

醫療資源分配:DNR(安樂死)

  • 高齡患者的優勢
  • 慢性疾病治療的必要條件
  • 加重可預防疾病的負擔

醫療需求的改變

  • 需求刺激因素
  • 上游預防
  • 行為教育計畫
  • 行為改善動機
  • 集體免疫
  • 環境疾病負擔
  • 因應醫療品質的行為變化
  • 講求證據的醫療及金錢價値
  • 醫療概念:生活型態選擇及疾病

底限

目錄

Abstract

Introduction

Is health care the only business where companies and institutions are actively turning away customers rather than fi nding innovative ways to serve them? Health care reform that is aimed at managing demand-as opposed to rationing supply-is a much more compelling answer to today' s seemingly intractable problem of fi nding the necessary resources to meet the growing demands of health care.

Get the Answers You Need to Shape Your Strategy

Nothing about health care rationing is straightforward, transparent, or even rational. How is health care rationing perceived by various stakeholders? What problems does it present? The percentage of the population that is aged 65+ ranges from 12% to 19% and will grow even larger. How will this inverted population pyramid affect health care economics? What demands will this constituency make? Expectations for health care delivery have changed. How does this relate to the rise of "lifestyle drugs," and how does that trend in health care perpetuate the problem? How do changing expectations clash with the original design of health care funding systems? What impact do technology improvements have? The concept of managing demand might appear to limit commercial opportunities for pharmaceutical companies. Is that the case? Or are there remaining, or new, areas of opportunities for these stakeholders?

Scope

  • The critical need for health care reform and why efforts to date have failed: We explain how four trends have widened the gap between the demand for health care and the ability to fund and provide it, and we plumb the inadequacies of health care reform efforts to date (e.g., effi ciency improvements, limited coverage, covert rationing, distributed justice).
  • Health care economics 101: Understand the overarching trends at work that feed the demand and supply problem.
  • Modifying health care demand: We discuss eight opportunities to effect demand-side change.
  • Expert Commentary: A Decision Resources analyst explains how results of a survey point to the impact of rationing on the quality of health care.

Table of Contents

  • Executive Summary
    • Strategic Considerations
    • Stakeholder Implications
  • A Conundrum Wrapped in an Enigma
  • Health Care Rationing by Any Other Name
  • Why Health Care Reform Is Necessary
    • Staggering Impacts of Health Care Demographics
    • Shifting Disease Patterns
    • Society' s Expanding Expectations
    • Expensive New Medical Technologies
  • Health Care Economics 101
  • Why Health Care Reform Has Failed
    • Buying Your Way Out of Trouble
    • Increasing Effi ciencies
    • Invisible Hand of the Market
  • Rationing by Stealth, Not by Fiat
    • Insuring Only Healthy Patients
    • Limiting Access Among the Elderly and to New Treatments
    • Determining a Person' s Worth and Adopting Futile Care Approaches
  • Rationing: Do Not Resuscitate
    • Ascendancy of the Gray Panthers
    • Requisites for Chronic Disease Care
    • Added Strains from Preventable Illnesses
      • Iatrogenic Illnesses in the United States
      • Iatrogenic Illnesses in the United Kingdom
      • Nosocomial Infections
  • Modifying Health Care Demand
    • Factors Driving Demand
    • Upstream Prevention
    • Educational Programs Aimed at Behavior
    • Incentives for Changing Behavior
    • Herd Immunization
    • Environmental Disease Burden
    • Behavioral Changes to Address Quality of Care
    • Evidence-Based Medicine and Value for Money
      • Technology Assessments to Determine Value
      • Problems with Quality-of-Life-Adjusted-Year Thresholds
      • Real and Assumed Value of New Medical Technologies
    • The Concept of Care: Lifestyle Choice or Illness?
  • The Bottom Line

Tables:

  • 1. The Accelerating Aging of the Population and the Decline in the Rate of Population Replacement
  • 2. Current Vaccine-Preventable Diseases
  • 3. Select Infectious Disease and Cancer Vaccines in Late-Stage Development or in Registration, August 2007
  • 4. High-Mortality Diseases with Environmentally Modifi able Factors
  • 5. The 90% Solution: Saving 100,000 Additional Lives Annually in the United States by Increasing the Use of Preventive Services
  • 6. Select Lifestyle Drugs That Do Not Treat or Prevent Illness
  • A. Tyrosine Kinase Inhibitor Treatment Costs and Medicare Prescription Drug Plan Coinsurance Requirements

Figures:

  • 1. A Growing Rift Between the Ability to Fund and the Capability to Provide Health Care: Four Trends from the Late 1980s
  • 2. Waste and Overconsumption in Both Private and Public Systems Due to a Silo Approach to Health Care as Opposed to Holistic Health Care Management
  • 3. A World Pharma Market Dominated by Annuity Drugs Offering Symptomatic Treatment for Chronic Diseases
  • 4. Preventable or Modifi able Health Care Risk Factors
  • 5. Proactive, Not Reactive, Health Care
  • A. Tyrosine Kinase Inhibitor Cost Controls Used by Private Health Care Plans

Expert Commentary:

  • U.S. Health Care Rationing and Cost Containment of Targeted Therapy Drugs Used for Cancer Treatment

Expert Featured:

  • Marcus Hoyle, analyst, Onkos, Decision Resources, Inc.
Back to Top