product line management


Summary: Management control systems for structuring health care delivery strategies around case types, as in DRGs, or specific clinical services.

Top Publications

  1. Carter T. Pfizer and its competitive marketing challenges. J Hosp Mark Public Relations. 2003;14:85-97 pubmed
    ..Pfizer is committed to patients, the community and quality product development. As a model in marketing effectiveness they also show how to lead internal resources efficiently to maximize market place opportunities. ..
  2. Anand B, Galetovic A. How market smarts can protect property rights. Harv Bus Rev. 2004;82:72-9, 148 pubmed
    ..Such strategies are behind the economics of successful companies like Intel and NBC, say the authors. ..
  3. Liedtka J, Whitten E. Enhancing care delivery through cross-disciplinary collaboration: a case study. J Healthc Manag. 1998;43:185-203; discussion 203-5 pubmed
    ..In addition, individual professional groups were found to have differing views of the collaborative environment, raising important issues for the management of collaborative efforts in the hospital setting. ..
  4. Dunlop D, Herman S. Making connections. UNC Health Care discovers that branding and service-line marketing are not mutually exclusive. Mark Health Serv. 2007;27:38-41 pubmed
  5. Lowery S. Internet marketing strategies. Part I. J Biocommun. 2003;29:13-5 pubmed
  6. Arlotto P. Transforming IT--aligning to healthcare business drivers. J Healthc Inf Manag. 2006;20:13-5 pubmed
  7. Hlavacka S, Bacharova L, Rusnakova V, Wagner R. Performance implications of Porter's generic strategies in Slovak hospitals. J Manag Med. 2001;15:44-66 pubmed
  8. Dhar R, Glazer R. Hedging customers. Harv Bus Rev. 2003;81:86-92, 129 pubmed
    ..Once adjusted for risk, those P&Ls will become the firm's key performance and operational metric. ..
  9. Goldenberg J, Horowitz R, Levav A, Mazursky D. Finding your innovation sweet spot. Harv Bus Rev. 2003;81:120-9, 142 pubmed
    ..For example, by creating a dependent relationship between lens color and external lighting conditions, eyeglass developers came up with a lens that changes color when exposed to sunlight. ..

More Information


  1. Worrell B. Prostate cancer treatment offers growth opportunities. Health Care Strateg Manage. 2003;21:1, 18-9 pubmed
  2. McGrath R, Keil T. The value captor's process: getting the most out of your new business ventures. Harv Bus Rev. 2007;85:128-36, 146 pubmed
  3. Rosenblum D, Tomlinson D, Scott L. Bottom-feeding for blockbuster businesses. Harv Bus Rev. 2003;81:52-9, 139 pubmed
    ..And they offer lessons other executives can use to do the same. ..
  4. Ronning P. The product line manager of the future, Part I: The winds of change. J Cardiovasc Manag. 2004;15:7-9 pubmed
  5. Sans P. bioMérieux's Philippe Sans translates challenges into delivery. Interview by Dottie Dunham. MLO Med Lab Obs. 2004;36:28-9 pubmed
  6. Andre T, Hartson H, Williges R. Determining the effectiveness of the usability problem inspector: a theory-based model and tool for finding usability problems. Hum Factors. 2003;45:455-82 pubmed
    ..Potential applications of this work include a cost-effective alternative or supplement to lab-based formative usability evaluation during any stage of development. ..
  7. Haugh R. Competition keeps getting hotter for ambulatory surgery. Hosp Health Netw. 2006;80:68-70, 72, 2 pubmed
    ..Hospitals are exploring a variety of strategies to hold on to--and even expand--their share of the few profitable areas of health care today. ..
  8. Gourville J, Soman D. Pricing and the psychology of consumption. Harv Bus Rev. 2002;80:90-6, 126 pubmed
    ..This article offers some new approaches to pricing--how and when to charge for goods and services--that may boost consumption. ..
  9. Shah N, Tullis E. What's involved in a program transfer between hospitals?. Leadersh Health Serv. 1992;1:37-42 pubmed
    ..This article deals with the knowledge gained from the recent successful transfer of the Adult Cystic Fibrosis Program and its associated operating funds from one Toronto hospital to another. ..
  10. Karvonen S, Korvenranta H, Paatela M, Seppälä T. Production flow analysis: a tool for designing a lean hospital. World Hosp Health Serv. 2007;43:28-31 pubmed
    ..Thus, a modern decentralized layout model for medical imaging was planned. Furthermore, PFA enables optimizing transfer routes for patients and also, e.g., lift capacity in the hospital. ..
  11. Rees T. New names add vitality to Florida, Pennsylvania healthcare providers. University Community Health, Guthrie Health unveil new logos. Profiles Healthc Mark. 2002;18:7-13, 3 pubmed
    ..Petersburg, Fla. Guthrie Health, Sayre, Pa., is the new not-for-profit corporation formed by Guthrie Healthcare System and Guthrie Clinic, Sayre, Pa. Denver-based Monigle Associates spearheaded both branding campaigns. ..
  12. McGovern T, Keledjian L. The latest innovation in cardiovascular product line development: pocket EKG benefiting patients, physicians and payors. J Cardiovasc Manag. 2002;13:21-3 pubmed
  13. Levy M, Eskew M, Bernotat W, Barner M. Who owns the long term? Perspectives from global business leaders. Harv Bus Rev. 2007;85:54-60, 191 pubmed
    ..IKEA's goals include using renewable sources for 100% of its energy needs and cutting its overall energy consumption by 25%. ..
  14. Emery J. The defined-contribution plan: the next generation of healthcare financing. Healthc Financ Manage. 2001;55:37-9 pubmed
  15. Fox S. Improving quality and cost. Health Estate. 2002;56:27-9 pubmed
    ..Dr Fox carries out research and consultancy with Sheffield Hallam University's School of Engineering. His focuses on the formulation and application of design methodologies. ..
  16. Chakravorti B. The new rules for bringing innovations to market. Harv Bus Rev. 2004;82:58-67, 126 pubmed
    ..Chakravorti uses Adobe's introduction of its Acrobat software as an example of an innovator that took into account other players in the network--and succeeded because of it. ..
  17. Gill H, Walter D. Subacute care: an overview for acute care hospitals and systems. Hosp Technol Ser. 1994;13:1-27 pubmed
    ..Therefore, development of subacute care within a hospital or health system may be viewed as a strategy for moving the organization into the future as well as offering a prudent financial strategy today. ..
  18. Armstrong J, Boardman A, Vining A. Key steps in the strategic analysis of a dental practice. Health Mark Q. 1999;16:33-51 pubmed
    ..The paper also contains a brief overview of the role of differentiation and cost-control in determining key success factors for dental practices. ..
  19. Romano M. A piece of the action. Service-line joint ventures between hospitals and medical groups are taking partnerships to a whole new level. Mod Healthc. 2003;33:32-6, 38, 44 pubmed
  20. Simons R. Designing high-performance jobs. Harv Bus Rev. 2005;83:54-62, 190 pubmed
    ..Finally, you must adjust the span of support to ensure that the job or unit will get the informal help it needs. ..
  21. Aquino R. Small community hospital turnaround requires niche marketing. Physician Exec. 2003;29:16-7 pubmed
  22. Farrell D. The real new economy. Harv Bus Rev. 2003;81:104-12, 138 pubmed
  23. Zuckerman A, Markham C. Why oncology business development?. Healthc Financ Manage. 2006;60:126, 128, 130 pubmed
  24. Cone C, Feldman M, DaSilva A. Causes and effects. Harv Bus Rev. 2003;81:95-101, 118 pubmed
    ..When the cause is well chosen, the commitment genuine, and the program well executed, the cause helps the company, and the company helps the cause. ..
  25. Larson L. Complementary and alternative medicine--a consumer CAM-paign. Trustee. 2006;59:12-4, 19-20, 1 pubmed
    ..Complementary and alternative medicine (CAM) isn't just for the "New Age" set anymore-increasingly, patients are voting with their feet, choosing those institutions that offer CAM therapies. ..
  26. Town R. The welfare impact of HMO mergers. J Health Econ. 2001;20:967-90 pubmed
    ..However, these welfare losses can be offset by large efficiency gains. The welfare consequences of HMO mergers turn less upon demand-side considerations than on the health plan's ability to realize efficiencies. ..
  27. Thomke S. R&D comes to services. Bank of America's pathbreaking experiments. Harv Bus Rev. 2003;81:70-9, 122 pubmed
    ..The author describes the program's workings, its successes, and the obstacles the bank faced. The effort reveals what a true R&D operation might look like inside a service business, he concludes. ..
  28. Clancy K, Krieg P. Hooked on a feeling. Inspire consumers to choose your brand, with a compelling positioning strategy. Mark Health Serv. 2006;26:20-3 pubmed
  29. Tesch T, Levy A. Measuring service line success: the new model for benchmarking. Healthc Financ Manage. 2008;62:68-74 pubmed
    ..Important issues in service line management and performance include: Defining a service line. Understanding the benefits. Measuring performance. Communicating with key audiences. ..
  30. Wong P, Dornan J, Ip R. The key to successful program planning. Leadersh Health Serv. 1993;2:25-8 pubmed
    ..This article describes research into the traumatic brain-injured population at Toronto's Queen Elizabeth Hospital and discusses how this information can be used by health care administrators. ..
  31. Tarantino D. Is it time to stop using budgets to measure performance?. Physician Exec. 2007;33:65-7 pubmed
  32. O Dell S, LeGrow G, Little A. The next-generation health plan: customer responsiveness. Last of a series on health plans' evolution. Healthplan. 2003;44:63-6 pubmed
  33. Pine B, Gilmore J. Welcome to the experience economy. Harv Bus Rev. 1998;76:97-105 pubmed
    ..Fourth, offer memorabilia that commemorate the experience for the user. Finally, engage all five senses--through sights, sounds, and so on--to heighten the experience and thus make it more memorable. ..
  34. Mitchell C. Selling the brand inside. Harv Bus Rev. 2002;80:99-101, 103-5, 126 pubmed
    ..It is a fact of business, writes Mitchell, that if employees do not care about or understand their company's brands, they will ultimately weaken their organizations. It's up to top executives, he says, to give them a reason to care. ..
  35. Miller J, Galloway M, Coughlin C, Brennan E. Care-centered organizations: Part 1: Nursing governance. J Nurs Adm. 2001;31:67-73 pubmed
  36. Olson S. Success is in the details. Twenty real-world tips for managing your brand online. Mark Health Serv. 2003;23:20-5 pubmed
  37. Turnipseed W, Lund D, Sollenberger D. Product line development: a strategy for clinical success in academic centers. Ann Surg. 2007;246:585-90; discussion 590-2 pubmed
    ..The key to successful implementation of the product line concept is a close working relationship between the hospital administration and service line medical leadership. ..
  38. Krentz S, Camp T. Taking a good look at the competition. Healthc Financ Manage. 2008;62:64-70 pubmed
    ..Determine how important your core service area is to your competitors. Tap intelligence networks within your own organization. ..
  39. Murphy R. Built brand tough. A strong internal rollout takes just five steps. Mark Health Serv. 2007;27:29-31 pubmed
  40. Selden L, Colvin G. M&A needn't be a loser's game. Harv Bus Rev. 2003;81:70-9, 137 pubmed
  41. Stichler J. Healthcare hits its mark. Mark Health Serv. 2003;23:12-3 pubmed
  42. Larkin H. Capital & candor. To meet the needs of obese patients, hospitals change processes, equipment and attitudes. Hosp Health Netw. 2004;78:58-62, 2 pubmed
    ..Innovative hospitals are even developing new service lines. ..
  43. Lambert C, Bunker S, Garrison L, Means M, Pepine C, Conti C, et al. An academic-community cardiovascular service line affiliation: design, implementation, and performance. Am Heart Hosp J. 2006;4:86-94 pubmed
  44. Hogan J. Look to the future and embrace the changes. Med Device Technol. 2006;17:30-1 pubmed
    ..The positive aspects of change can be found using scenario-planning techniques. This article explores how these techniques can be a useful tool for establishing and testing a company's product development pipeline. ..
  45. Page A, Butler C, Bozic K. Factors driving physician-hospital alignment in orthopaedic surgery. Clin Orthop Relat Res. 2013;471:1809-17 pubmed publisher
    ..Physicians and hospitals view each other as critical to achieving lower-cost, higher-quality health care. ..
  46. Eastaugh S. Hospital specialization: product-line planning during the market reformation. J Health Care Finance. 2011;38:71-82 pubmed
    ..Such hospitals spread resources so thinly that many good departments suffer. Unit cost per case (DRG-adjusted) is higher in the less specialized hospitals. ..
  47. Beith C, Vaughan J. Capitalizing hidden values from hospital assets. Healthc Financ Manage. 2010;64:56-60 pubmed
    ..A hospital that engages in such a transaction needs to ensure that the purchaser or joint venture partner will maintain the hospital's high standards of care and ethical principles. ..
  48. Ceronsky C. Creative models of spiritual care. As healthcare delivery changes, pastoral care departments must explore alternative staffing approaches. Health Prog. 1993;74:58-61 pubmed
    ..As parishes' role in the healing ministry takes on new meaning, healthcare institutions' pastoral care staff can help initiate and develop new parish services or provide assistance that complements existing parish efforts. ..
  49. Dietz L. Opportunities lie beyond traditional value analysis. Mater Manag Health Care. 2008;17:28-32 pubmed
  50. Hallick J. Bringing cardiology services to a new market. A predictive index helps hospitals get to the heart of their customer base. Mark Health Serv. 2002;22:33-4 pubmed
  51. Scalise D. All pumped up over cardiology. Hosp Health Netw. 2002;76:50-3, 2 pubmed
    ..However, the pressures to expand and the cost of swiftly changing technology put hospitals that are trying to keep up in a tight squeeze, which raises the question: is the pulse of change in cardiology too rapid? ..
  52. Schmidt R. Heart center implementation and start-up: the Parma Community General Hospital experience. J Invasive Cardiol. 2003;15:151-4 pubmed
  53. Matta N, Ashkenas R. Why good projects fail anyway. Harv Bus Rev. 2003;81:109-14, 134 pubmed
    ..In taking an in-depth look at this project, and others, the authors show why this approach is so effective and how the initiatives are managed in conjunction with more traditional project activities. ..