U.S. Healthcare The final legislation should have incorporated provisions to boost the IVD industry. On its entirety, the Patient Protection and Affordable Care Act must have benefited the IVD industry. This would have increased sales in a span of five years that it is otherwise seen in the absence of the law. Most significant IVD sales drivers will result from the legislation as an expansion of in the number of insured citizens and new coverage of prevention and wellness programs. If various key provisions are included in the PPACA, coupled with the population demographics, IVD product sales will be stimulated. This industry will die or live based on the number of the test procedures and hence increase in the number of persons with healthcare coverage will be appropriate for IVD. The Patient Protection and Affordable Care Act is a sophisticated legislature, virtually affecting all aspects of healthcare and the majority of its provisions have begun to take effect. The goal of the Act must be to increase access to healthcare coverage for legal residents and U.S. citizens by asking people to have coverage and employers to support or offer coverage (Parks, 2012). If PPACA is expanded to address issues in IVD, it will increase the number of insured U.S. individuals, product innovation, and new coverage of preventive and wellness programs. The Act should eliminate legislation, likely to generate challenges like the medical device excise tax. The legislation has not addressed a number of issues. They include public confusion about the PPACA, state expansion of Medicaid, Medicare payment rates reform and future of the medical device tax.

Q2

Confronted with a myriad of reforms in the global market place, companies in the pharma industry know that they need to change and adopt a new commercial model. Companies must adopt the best route to a new commercial model. This process includes consideration of possible pitfalls to consider. Soon, the pharmaceutical market will be commoditized globally in areas where pharmaceutical firms have heavily invested. A shift in stakeholder influence and regulations that are more stringent is likely to contribute to further misalignments if pharma companies do not revise their commercial models. Although companies recognize the upcoming...

Some customers have the implementation and development of a new commercial model on their agenda. Organizations have reported that they recognized the need for change, but they have not yet started the evolution to a new commercial model. On the contrary, a number of organizations are not even considering change. The greatest challenge in considering the change are maintaining business as usual and managing change implementation and change within the organization. While change is fundamentally on the records for most companies, it tends to be difficult to know where to start. Pharmaceutical companies are prisoners of their own success. Although the business setting for these firms has drastically changed in the recent years, the pharma commercial model, which served the industry in the previous decades, has failed to keep pace. Pharma executives are aware, and this is hardly news to them, a majority of whom doubts the viability of investments in selling capability, science and plants, which previously yielded incremental changes and restored historic returns. Leaders in the drug industry believe that massive changes to the blockbuster model are likely to rekindle old sparks and restore value. However, this strategy will only delay the inevitable. Drawing from current investment levels, forecasts of commercial performance and success rates, the blockbuster model can only be expected to deliver approximately 10% return on investment. This is substantially lower than the industry's risk cost of capital (Schweitzer, 2007).
Q3

Over the last years, the U.S. has witnessed skyrocketing healthcare costs.…