What price issues are important to health care consumers?

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PLEASE ANSWER EACH QUESTION SEPARATELY WITH REFERENCES AS PER APA FORMAT 6TH EDITION.SECTION 11) What health care products or services do consumers seek? How effectively do your organization’s products or services align with these needs? Use APA citations and references, as appropriate.2) What do health care consumers seek in a place? How effectively does your organization’s place align with these needs/desires? Use APA citations and references, as appropriate.3) What types of promotions appeal to health care consumers? How effectively do your organization’s promotions align with these needs/desires? Use APA citations and references, as appropriate.4) What price issues are important to health care consumers? How effectively do your organization’s prices align with these needs/desires? Use APA citations and references, as appropriate.SECTION 25) A health care organization’s philosophy is expressed in its mission and vision statements. A strategic plan’s foundation may be traced back to the mission and vision statements, and is implemented in the marketing plan. The marketing plan, therefore, must be the vehicle by which the organization accomplishes its mission and vision. Resources: Mission and vision statements from your organization; Strengths, Weaknesses, Opportunities, and Threats Analysis (SWOT) TemplateWrite a 1,400- to 2,100-word paper, critically evaluating the alignment of your current health care organization’s marketing with its mission and vision statements. The analysis must not be a restatement of the organization’s mission, vision, and marketing strategy. Rather, it should be a critical evaluation of the alignment between the organizations’s marketing principles and its mission and vision. ( MISSION AND VISION OF MY HOSPITAL IS TO SHARE GODS LOVE WITH THE COMMUNTY BY PROVIDIBG PHYSICAL MENTAL AND SPRITUAL HEELING. BE THE HOSPITAL OF CHOICE FOR THE COMMUNITY. BY BEING THE BEST PLACE TO RECEIVE CARE, PRACTICE MEDICINE, AND WORK.)A) Create a table,…

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What must the government show to succeed in its suit?

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Sherman Act. Dentsply International, Inc., is one of a dozen manufacturers of artificial teeth for dentures and other restorative devices. Dentsply sells its teeth to twenty-three dealers of dental products.The dealers supply the teeth to dental laboratories,which fabricate dentures for sale to dentists. There are hundreds of other dealers who compete with each other on the basis of price and service.Some manufacturers sell directly to the laboratories.There are also thousands of laboratories that compete with each other on the basis of price and service. Because of advances in dental medicine, however, artificial tooth manufacturing is marked by low growth potential,and Dentsply dominates the industry.Dentsply’s market share is greater than 75 percent and is about fifteen times larger than that of its next-closest competitor. Dentsply prohibits its dealers from marketing competitors’ teeth unless they were selling the teeth before 1993. The federal government filed a suit in a federal district court against Dentsply,alleging,among other things,a violation of Section 2 of the Sherman Act.What must the government show to succeed in its suit? Are those elements present in this case? What should the court rule?

Describe the effects on porcelain frit during a dentine firing cycle in a furnace with a vacuum.

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Describe the components and internal systems that enable the dental porcelain furnace to operate successfully.

2. Discuss the mechanisms that bond porcelain materials to an

alloy interface?

3. Compare the production of porcelain laminate veneers using a refractory die material or the use of a platinum foil matrix.

4.Describe in detail the internal changes that occur within dental porcelain when firing porcelain jacket crowns and bonded porcelain restorations.

5.Describe the process of sintering. What would happen if the required temperature was not reached or exceeded?

6.Explain the advantages and disadvantages of using high gold content bonding alloys when constructing bonded porcelain restorations.

7.Describe the effects on porcelain frit during a dentine firing cycle in a furnace with a vacuum.

8.Explain the problems that might be encountered when

constructing a PJC and a bonded crown on adjacent

teeth.

9.Give an account of the information you would expect to find on Medicines and Health care products Regulatory Agency laboratory dental appliance prescription that requires a porcelain crown.

10.Compare and contrast the different materials that may be

used in the construction of direct and indirect restorations

that restore damaged or carious anterior teeth.

Analyze the ethical culture at TAP. Does the culture appear to be in alignment? Misalignment?

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Ethics in the Workplace Case Study Action Plan- TAP Pharmacy

Determine all the facts: symptoms of problems and root problems in the case attached.

AN UNETHICAL CULTURE IN NEED OF CHANGE: TAP PHARMACEUTICALS

In 1995, Douglas Durand was offered the position of vice-president for sales at TAP Pharmaceuticals. TAP had been formed 25 years before by Takeda Chemical Industries of Japan and Abbott Laboratories. Doug, 50 years old at the time, had married his high school sweetheart and worked for Merck & Co. for 20 years, working his way up in the sales organization to senior regional director. TAP offered him the opportunity to earn 40 percent more per year (in addition to a $50,000 signing bonus) and help the company move from niche player to mass market purveyor of ulcer and prostate cancer medicine. He took advantage of the opportunity and looked forward to the challenge.

But only a few months after arriving at TAP, he was shocked to find a very different culture from the one he had become accustomed to at Merck. Merck has long had a reputation for ethics and social responsibility and this had been borne out in
Durand’s two decades of experience. For example, at Merck, every new marketing campaign was evaluated by a legal and regulatory team before being launched, and drugs were pulled back if necessary. But TAP turned out to be very different. It
quickly became clear that this was a culture where only numbers mattered. On his very first day on the job, Durand learned that TAP had no in-house legal counsel.

The legal counsel was considered a “sales prevention department.” At one point, Durand found himself listening in on a conference call where sales representatives were openly discussing bribing urologists with an up-front “administration fee” to doctors who prescribed Lupron, the company’s new drug for prostate cancer. TAP sales representatives also gave doctors Lupron samples at a discount or for free, and then encouraged the doctors to charge Medicare full price and keep the difference. He overheard doctors boasting about their Lupron purchases of boats and second homes. TAP offered a big screen TV to every urologist in the country (10,000!), along with offers of office equipment and golf vacations. And reps weren’t accounting for the free samples they gave away, as required by law. Durand knew that failure to account for a single dose can lead to a fine of as much as $1 million. Finally, rather than selling drugs based upon good science, TAP held parties for doctors. One such party for a new ulcer drug featured “Tummy,” a giant fire-belching stomach. Durand soon became frantic and worried about his own guilt by association. Initially, he tried to change the culture. After all, he had been hired as a vice president. But, everything he tried was resisted. He was told that he just didn’t understand the culture at TAP. When he talked about the importance of earning physicians’ trust, the sales reps just rolled their eyes. He then tried to influence change “the TAP way” by offering a bonus to reps who kept accurate records of their samples. The program actually worked, but then senior management discontinued the bonus, and, of course, the reps stopped keeping track. Over time, he found himself excluded from meetings and he felt trapped. What would happen to him if he left this new job in less than a year? He wouldn’t collect his bonus and he wondered if anyone else would hire him. What would happen to his family? But he also worried about becoming the corporate scapegoat.

In desperation, Durand turned to an old friend he knew from Merck, Glenna Crooks, now president of Strategic Health Policy International. Appalled by what she heard, Crooks encouraged him to document the abuses he had observed and
share the information with Elizabeth Ainslie, a Philadelphia attorney. Given the documented fraud against the U.S. government, Ainslie encouraged Durand to sue TAP under the federal whistle-blower program. Armed with documents, he filed the suit and federal prosecutors ran with it. Durand left TAP for Astra Merck in 1996. But under the whistle-blower program, investigations are conducted in secret. Neither TAP nor Astra Merck was supposed to know about it. The investigation took years and, when called to testify, Durand had to make excuses to take time off from his
new job.

He was uncomfortably living as a “double agent.” In the end, TAP pleaded guilty to conspiracy to cheat the federal government and agreed to pay a record $875 million fine. In October 2001, Durand collected $77 million ($28 million went to
taxes), his 14 percent share of the fine paid under the federal whistle-blower statute. He retired to Florida to be closer to his parents, but was still looking forward to the unpleasant task of having to testify against six TAP executives, some of whom had worked for him.

Case Questions

1. Analyze the ethical culture at TAP. Does the culture appear to be in alignment? Misalignment?

2. Based on the facts in the case, and what you have learned in Chapter 9, evaluate the culture change effort that Douglas Durand undertook. What cultural systems did he target in the culture change effort? What systems were missing, if any?

3. Why did his culture change effort fail? What would it take for it to succeed?