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The New Face of Competition

The New Face of Competition . UniPath’s Experience. Rocky Mountain challenges are likely similar to yours. Strong interest in histology By GU, GI, Derm Exclusive managed care agreements Some national; some local Highly competitive market Lots of excellent laboratory choices.

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The New Face of Competition

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  1. The New Face of Competition UniPath’s Experience

  2. Rocky Mountain challengesare likely similar to yours . . . • Strong interest in histology • By GU, GI, Derm • Exclusive managed care agreements • Some national; some local • Highly competitive market • Lots of excellent laboratory choices

  3. What happens when clients become competitors? Determine corporate position and political flexibilities. Redefine boundaries to maintain connection. Identify models that warrant your cooperation. Coordinate new services within current protocols. Deliver customer-focused solutions in a way you would not have predicted.

  4. Corporate Cannabalism “The best course of action to avoid losing your market may be to carry out the creative destruction yourself. Matthew Bishop, Harvard Business Review, February 2007

  5. A model that worked • GU group approaches with plan to insource histology and hire one or more pathologists. • Unipath’s alternative offer: • Set up histology at GU site, utilizing expertise of Unipath staff on build out, equipment, supplies, policies/procedures, staff recruitment/training paid at an hourly fee. • UniPath provides professional pathology services, billing payors directly. • UniPath provides Medical Directorship, paid by stipend. • UniPath lab provides some testing (e.g. IHC), billing payors directly. • UniPath provides transcription and LIS, paid by case.

  6. Result • Specialty group is 20+ providers. • UniPath received less than half of the referrals prior to their merger. • Now receive 100% of PC revenue, global IHC and non-gyn cyto referrals, and a profit margin on transcription. • Volumes equate to a moderate-size hospital.

  7. Same Model – Lesser Scale • Smaller GU group approaches with same request. • Worked through objectives, volumes, space, etc., with them. • Guided them into making their own decision not to invest in and operate histology. • UniPath kept current global referrals and strong professional relationships.

  8. Another Idea • Three GI groups (nearly 50 physicians) notify us they have already begun building cooperative histology and have hired a pathologist. They request a bid for back-up professional coverage, per slide basis. • Alternative offer: UniPath operation is still open to them for tissue referral on a global basis, processed, interpreted and reported by UniPath. • UniPath won’t provide PC back-up other than consultations, and certainly not on a per-slide basis.

  9. Result • Unipath received about half of the referrals from the collective groups prior to this initiative. • Continue to receive payer-designated referrals from those physicians. • Occasionally receive all referrals due to operational issues within their own histology lab.

  10. No-win situations • Small dermatology group approaches with same desires; however, already hired pathologist. • Assisted them in determination that volumes don’t support technical operation • Derm group then chose non-pathologist directed lab on price point. • They now purchase TC and bill globally. • Another, small GU group chose to go with pod lab arrangement in Florida. • Referrals from above groups lost.

  11. Collateral Issues • Some negative: • Fragmentation of local technical staff • Volume reduction impact on lab overhead • Loss of TC revenue • Some positive: • Creation of virtual “partnerships” with our clients • Improved access to payers for consultative discussions • Increase in PC revenue • Increase in TC referrals (e.g. IHC, non-gyns)

  12. Hard lesson: In some situations, a shift from offering global pathology to selling specific services and expertise was good business. Determine corporate position and political flexibilities. Redefine business boundaries to maintain connection. Identify which offered models warrant your cooperation. Coordinate desired services within current protocols. Deliver customer-focused solutions in a new way.

  13. Final thoughts • Histology will continue to be identified as a revenue focus by many subspecialists • There are some situations that are legally and financially sound. • New value can be found through flexible and innovative business ventures • Learning new ways of doing business is not compulsory . . . . , neither is survival.

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