Personalized Medicine: It’s the Right Time for the Right Strategy

April 16, 2018

Clinical researchers and life sciences companies are moving quickly to develop and commercialize personalized medical treatments, but the market remains fraught with challenges. A careful strategy that is mindful of the financial, regulatory, and scientific considerations is required to achieve commercial success.

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Decoding European Health and Care Systems

April 12, 2018

Health and care systems in Europe are unique, both in terms of their financing and structure. Their current form has evolved over time driven by politics, cultural expectations and economic conditions. Marwood Group’s European Fact Files distil, in a nutshell, the most recent state of health and social care systems in Europe. To support investors and companies in their understanding of national contexts, and enable the development of informed strategies and sound investment choices.

This year’s edition covers 14 different healthcare systems, including the four Nordic countries and the “big five” European countries. In each of them we provide information on:

  • Political context
  • Governance and regulation
  • Financing mechanisms
  • System structure

This report enables investors and companies to draw out the similarities and differences across countries, enabling the reader to take a pan-European view of the health and care landscape.

To receive a copy of the full report, please email us at or contact your relationship manager.

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Substance Abuse Treatment: In vs. Out of Network

December 11, 2017

“What is the optimal mix of in-network and out-of-network revenue?” It’s a question often asked by substance abuse treatment provider management teams and investors. Marwood believes there is not a universal optimal mix, but rather the right mix will vary based on local market demand, supply, and reimbursement dynamics, as well as the provider’s capabilities.

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How Should Health Systems’ Reconsider Their Business Portfolios?

December 4, 2017

With declining inpatient revenues, many hospitals have acquired or developed ancillary health businesses to round out their portfolios in the past 10-15 years.  The rationale for these acquisitions varied by the type of business but has typically been to diversify income, drive inpatient referrals, and raise brand awareness with patients.  Examples of these ancillary service lines include diagnostic services (e.g., lab, imaging, speech and hearing testing), retail pharmacy, post-acute care, and health plans.

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