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Biomedical subjects

D W Grauer

Publications and source records attributed to D W Grauer.

10 recordsLinked to original sources
PubMed1996

The relationship of service user closeness and belief in departmental values with perceived marketing effectiveness of hospital pharmacy directors.

This study examines the relationships between department values, service user closeness and marketing effectiveness as perceived by hospital pharmacy directors. Data from 171 hospital pharmacy directors, representing a cross-section of hospitals, revealed that departments of pharmacy characterized as having superior perceived marketing effectiveness also have shared department value profiles. However, no significant relationship was found between perceived level of marketing effectiveness and perceived service user closeness. More years of experience as a director and the larger the size of pharmacist staff each positively influence the director's perception of marketing effectiveness. The results of the study indicate that hospital pharmacy directors generally perceive the services offered by their respective departments are marketed effectively.

Attitude of Health Personnel↗
PubMed1986

Providing 24-hour nutrient infusions to critically ill patients.

The outcome of critically ill patients receiving total parenteral nutrient (TPN) therapy was evaluated, and the percentage of wasted TPN solutions administered as one-per-day (2- or 3-L) or multiple-per-day (750-mL or 1-L) infusions was determined. Between March 31 and June 1, 1984, all patients who were treated by the nutritional support service (NSS) and who met the study criteria were included in the study. The 24-hour nutrient content of each TPN solution was determined using a published method. Patient outcome was determined using TPN therapy data that were collected from the patients' medical charts and NSS records. To determine waste, all discarded TPN solutions were recorded. A total of 20 patients (10 men and 10 women) were included, representing 23.6% of the 76 patients who received TPN therapy during the study period. Study patients received 24-hour nutrient solutions for a mean of 16.4 +/- 12.9 days and required a mean of 3.9 +/- 4.6 days to reach sufficient metabolic stability to qualify for 24-hour infusions. During the study period, 56 (2.8 +/- 2.5 per patient) orders were changed. The percentage of wasted TPN solutions was low; 4.3% (17 of 1326) multiple-per-day and 1.7% (5 of 292) one-per-day solutions were wasted. Twenty-four-hour TPN solutions can be used successfully in critically ill patient populations.

Critical Care↗
PubMed1984

Fiscal and clinical evaluation of home parenteral nutrition.

The clinical management activities performed by nonphysician members of a home parenteral nutrition (HPN) service were evaluated, and the costs of providing a home-care service with a hospital-based supply were projected. The nutrition support service team included two pharmacists, one nurse, one dietitian, one social worker, and two physicians. The clinical activities of the nonphysician members of the service were documented for a one-year period involving 13 patients. Inventory data for items dispensed were obtained from the commercial vender supplying the patients during the study. Projected charges for the hospital pharmacy to deliver supplies were based on actual contract costs to the hospital. An arbitrarily assigned markup of 40% was used to calculate break-even data. The clinical management of the HPN patients required 203 hours of the nonphysician health-care professionals' time. For the initial fiscal year, the fixed and variable costs were projected as $253,360, which amounted to $89.82 per calendar day of home therapy. The hospital would have to provide 1416 calendar days of home parenteral nutrition before revenues equaled expenses at $168,504. The projected annual savings for a patient receiving parenteral nutrition at home rather than in the hospital was $651,651. Supply alternatives for HPN should be evaluated according to specific institutional needs.

Equipment and Supplies↗
PubMed1983

Marketing perspectives of hospital pharmacy directors.

The familiarity of hospital pharmacy directors (HPDs) with various marketing concepts for the development of pharmaceutical services was assessed. A questionnaire was designed to assess whether (1) HPDs seek input from relevant publics when evaluating or designing pharmaceutical services; (2) HPDs use marketing concepts in the development and implementation of pharmaceutical programs; and (3) marketing perspectives of HPDs differ depending on their institutional affiliations and personal characteristics. The questionnaire was sent to 320 HPDs in seven states. A total of 158 unable questionnaires were received. In response to the questions concerning input from relevant publics, HPDs agreed that they should seek input from all relevant publics with the exception of third-party agencies and patients. HPDs put more emphasis on obtaining information for evaluating existing programs and designing long-term plans from physicians, nurses, patients, and hospital administrators and less emphasis on understanding the needs of third-party agencies. HPDs seem to use marketing concepts in the development and implementation of pharmaceutical programs. HPDs indicated a clear perception of pharmacy goals, target segments among relevant publics, and a dynamic orientation toward changes in the health-care marketplace. Hospital size, level of pharmaceutical education, and years of administrative experience were found to influence the marketing perspectives of HPDs. HPDs were familiar with marketing concepts, and a favorable climate seems to exist for transferring marketing approaches to the hospital pharmacy setting.

Attitude of Health Personnel↗
PubMed1983

Improving a hospital pharmacy department's profitability.

Measures taken by a pharmacy department to increase its contribution to meeting hospital operating expenses are described. A pharmacy department in a 1000-bed university hospital used management techniques to help contain costs, maintain quality care, and meet short-term cash flow and long-range financial objectives. Overtime and differential hours, primarily caused by turnover and sick leave, were reduced by offering technicians opportunities for advancement and better scheduling. Drug costs were reduced through use of therapeutic equivalent bidding, formulary drug-class reviews, and reductions in drug inventory. Equipment and computer expenses were analyzed, and future applications that would result in substantial labor savings and more efficient billing were planned. Measures were taken to reduce lost charges, and the number of patient charge items was increased. Charge reimbursement versus cost reimbursement was studied; a pharmacy billing mix in which more dollars are billed by charge reimbursement was sought. A new satellite in the surgical intensive-care area reduced lost charges and converted cost transfers to patient charges. Implementation of these programs increased pharmacy department contributions to meeting hospital expenses by 96% in fiscal year 1981-82.

Computers↗
PubMed1981

Marketing concepts for pharmaceutical service development.

Marketing concepts as a mechanism to help pharmacy develop, communicate, and sell future pharmaceutical services to consumers are discussed. Pharmacy as a profession must define itself broadly to take advantage of future growth opportunities. These growth opportunities will be realized from unmet health-care needs and changing consumer life style trends and values. New services must therefore be oriented toward consumers (i.e., patients, health professionals, and third-party agencies) to gain acceptance. Dispensing and drug-knowledge-distribution pharmaceutical services are reviewed by a product life cycle analysis of sales profits versus time. A marketing mix for new pharmaceutical services is developed consisting of service, price, distribution, and promotion strategies. Marketing can encompass those key elements necessary to meet the organizational goals of pharmacy and provide a systematic, disciplined approach for presenting a new service to consumers.

Marketing of Health Services↗