Methodology for conducting a comprehensive product review in managed care.

The high degree of complexity of the product-review process and differences in procedures between organizations have resulted in a need for best practices and an overall product-review process to create efficiencies for health care decision makers. In an effort to streamline product-review concepts, this article outlines the different components of the review process, including clinical and economic review, formulary placement determination, and evaluation of alternatives within a drug class. The article also details opportunities for the near future, as technology continues to advance and alignment between medical and pharmacy benefits is desired. DISCLOSURES: Drs Linnerooth, Penley, Ha, and Craven report employment with Xcenda, which provided funding for the manuscript. Drs Sauvageau and Hydery report employment Xcenda, which provided funding for the manuscript, and stock holdings with AmerisourceBergen. Dr Feeney reports support for attending meetings and/or travel provided by Highmark, Inc. Dr Thomas reports receipt of consulting fees from ActiveRADAR, board member roles with ActiveRADAR and RoundtableRx, an adjunct professor role with the University of Minnesota, and stock options and pensions with Eli Lilly and Aetna/CVS. Dr Watkins reports payment or honoraria from ISPOR and for articles written for Value and Outcomes Spotlight, and support for attending meetings and/or travel by AMCP.

The combination of collaborative drug therapy management and E-prescribing.

Many discussions regarding electronic prescribing (E-prescribing) continue to focus on "who" should be responsible for building the communication platform: retail pharmacy or managed care. National pharmacy practice experts were interviewed to discuss a broader question: Given the potential for E-prescribing to reduce medication errors and improve communication between pharmacists and physicians, and given the increasing trend toward formal arrangements between pharmacists and physicians to establish collaborative drug therapy management (CDTM) practice settings, what are the implications for the practice of pharmacy? Specifically, how can technology for E-prescribing assist in the expansion of CDTM opportunities for the pharmacy profession?

A second and more promising round of E-health enterprises.

After several years of false starts and failed enterprises, E-medicine is starting to generate practical applications in health care. The new generation of E-businesses is benefiting from the dot-com bust, which has driven away expectations of high financial returns from enterprises based on overblown, ill-fitting models taken from non-health care industries. The more successful new models are adapted to hospital operations and practice patterns, and are backed by money and management indigenous to medicine. However, they are also fragmented, in thus far unconnected pieces of E-network services for discrete clinical activities, such as scripting, lab-testing, patient monitoring, and condition-specific diagnostics and treatment. The new question about E-medicine practice may be not "When will it happen?" but "when will the fragmented E-health systems be connected?"