Six Keys to Achieving Your Margin
Improvement Goals

The Reality

There are a number of marketplace realities challenging health systems. This includes increased workforce and drug costs, and a constantly moving needle for expected performance. On top of these realities, changing payment models and new competitors are entering healthcare and disrupting the roles of providers and hospitals in the communities they serve.

Threats to Your Margin

Rising Drug Costs

Increased uncompensated care

Labor shortages

Reimbursement cuts

Employers narrowing networks

Competing physician-led alternative

Payment models

Payers moving into care delivery

Increase in retail presence

The Reality

There are a number of marketplace realities challenging health systems. This includes increased workforce and drug costs, and a constantly moving needle for expected performance. On top of these realities, changing payment models and new competitors are entering healthcare and disrupting the roles of providers and hospitals in the communities they serve.

Threats to Your Margin

Rising drug costs

Increased uncompensated care

Workforce shortages

Reimbursement cuts

Employers narrowing networks

Competing physician-led alternative payment models

Payers moving into care delivery

Increase in retail presence

The Reality

There are a number of marketplace realities challenging health systems. This includes increased workforce and drug costs, and a constantly moving needle for expected performance. On top of these realities, changing payment models and new competitors are entering healthcare and disrupting the roles of providers and hospitals in the communities they serve.

Threats to Your Margin

Rising drug costs

Increased uncompensated care

Labor shortages

Reimbursement cuts

Employers narrowing networks

Competing physician-led alternative

Payment models

Payers moving into care delivery

Increase in retail presence

The Reality

There are a number of marketplace realities challenging health systems. This includes increased workforce and drug costs, and a constantly moving needle for expected performance. On top of these realities, changing payment models and new competitors are entering healthcare and disrupting the roles of providers and hospitals in the communities they serve.

Threats to Your Margin

Rising drug costs

Increased uncompensated care

Workforce shortages

Reimbursement cuts

Employers narrowing networks

Competing physician-led alternative payment models

Payers moving into care delivery

Increase in retail presence

Success in the future means creating a deliberate strategic direction and executing on a supporting operational plan that maximizes all potential sources of new revenue, while continuing to pursue cost reduction efforts.
Six Keys to Achieving Your Margin Improvement Goals

“Premier has been a strategic partner in our effort to deliver high-value care while achieving our long-term financial goals. We have built a healthcare system that puts the patient front-and-center with regard to every decision we make and every strategic initiative we deploy.”

- Thomas F. Zenty III, CEO of University Hospitals

Leaders who act now can be winners.

The key is to have a comprehensive margin improvement strategy that is focused on reducing variation and costs, while also uncovering new revenue lines to offset diminishing reimbursement. Premier’s five keys to maximizing value are essential to achieve systemic and strategic transformations; alleviate margin pressures; improve efficiency and productivity; and maintain high-quality care.

“Premier has been a strategic partner in our effort to deliver high-value care while achieving our long-term financial goals. We have built a healthcare system that puts the patient front-and-center with regard to every decision we make and every strategic initiative we deploy.”

- Thomas F. Zenty III, CEO of University Hospitals

Organizations that act now can be winners.

The key is to have a comprehensive margin improvement strategy that is focused on reducing variation and costs, while also uncovering new revenue lines to offset diminishing reimbursement. Premier’s six keys to maximizing value are essential to achieve systemic and strategic transformations; alleviate margin pressures; improve efficiency and productivity; and maintain high-quality care.

“Premier has been a strategic partner in our effort to deliver high-value care while achieving our long-term financial goals. We have built a healthcare system that puts the patient front-and-center with regard to every decision we make and every strategic initiative we deploy.”

- Thomas F. Zenty III, CEO of University Hospitals

Organizations that act now can be winners.

The key is to have a comprehensive margin improvement strategy that is focused on reducing variation and costs, while also uncovering new revenue lines to offset diminishing reimbursement. Premier’s six keys to maximizing value are essential to achieve systemic and strategic transformations; alleviate margin pressures; improve efficiency and productivity; and maintain high-quality care.

“Premier has been a strategic partner in our effort to deliver high-value care while achieving our long-term financial goals. We have built a healthcare system that puts the patient front-and-center with regard to every decision we make and every strategic initiative we deploy.”

- Thomas F. Zenty III, CEO of University Hospitals

Leaders who act now can be winners.

The key is to have a comprehensive margin improvement strategy that is focused on reducing variation and costs, while also uncovering new revenue lines to offset diminishing reimbursement. Premier’s five keys to maximizing value are essential to achieve systemic and strategic transformations; alleviate margin pressures; improve efficiency and productivity; and maintain high-quality care.

“Premier has been a strategic partner in our effort to deliver high-value care while achieving our long-term financial goals. We have built a healthcare system that puts the patient front-and-center with regard to every decision we make and every strategic initiative we deploy.”

- Thomas F. Zenty III, CEO of University Hospitals

Organizations who act now can be winners.

The key is to have a comprehensive margin improvement strategy that is focused on reducing variation and costs, while also uncovering new revenue lines to offset diminishing reimbursement. Premier’s five keys to maximizing value are essential to achieve systemic and strategic transformations; alleviate margin pressures; improve efficiency and productivity; and maintain high-quality care.
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“Premier has been a strategic partner in our effort to deliver high-value care while achieving our long-term financial goals. We have built a healthcare system that puts the patient front-and-center with regard to every decision we make and every strategic initiative we deploy.”

- Thomas F. Zenty III, CEO of University Hospitals

Leaders who act now can be winners.

The key is to have a comprehensive margin improvement strategy that is focused on reducing variation and costs, while also uncovering new revenue lines to offset diminishing reimbursement. Premier’s five keys to maximizing value are essential to achieve systemic and strategic transformations; alleviate margin pressures; improve efficiency and productivity; and maintain high-quality care.

“Premier has been a strategic partner in our effort to deliver high-value care while achieving our long-term financial goals. We have built a healthcare system that puts the patient front-and-center with regard to every decision we make and every strategic initiative we deploy.”

- Thomas F. Zenty III, CEO of University Hospitals

Leaders who act now can be winners.

The key is to have a comprehensive margin improvement strategy that is focused on reducing variation and costs, while also uncovering new revenue lines to offset diminishing reimbursement. Premier’s five keys to maximizing value are essential to achieve systemic and strategic transformations; alleviate margin pressures; improve efficiency and productivity; and maintain high-quality care.