Market Intelligence

The number one source for bespoke market intelligence reports for the medical and healthcare sector, gathered and analyzed by our team of experts.

  • This 2014 global life sciences outlook examines the current state of the sector, describes the top issues facing stakeholders, provides a snapshot of activity in a number of geographic markets, and suggests considerations for companies as they seek to grow revenue and market share in 2014 and beyond ...
  • The reconfiguration of clinical services has attracted public and political controversy over the life of the NHS. Financial and workforce constraints, now and in the future, suggest that the pressure to reconfigure services will continue to grow. This King’s Fund paper provides new insights into the drivers of reconfiguration and the underpinning evidence. It builds on a major analysis, commissioned by the National Institute for Health Research (NIHR), of reviews of service reconfigurations conducted by the National Clinical Advisory Team (NCAT). Here, we set out the main findings of the analysis and discuss their implications for the NHS ...
  • How two trusts focused on flow to improve the quality of care and use available capacity effectively. This report from The Health Foundation describes the work undertaken by two NHS trusts as part of the Health Foundation’s Flow Cost Quality programme. It illustrates the problems created by poor flow that the programme was set up to address, and provides practical examples from the sites of how focusing on flow can improve quality, use available capacity effectively and save money. It summarises the key lessons learned by the sites and highlights important challenges that focusing on flow raises for designing services and approaching change ...
  • Better use of data and technology has the power to improve health, transform the quality and reduce the cost of health and care services. This framework has been developed based on evidence from many sources, including civil society and patient organisations, as well as directly from service users. This is not a strategy in the conventional sense. It is not a national plan, but a framework for action that will support frontline staff, patients and citizens to take better advantage of the digital opportunity ...
  • In this Public Health England (PHE) strategic document, PHE sets out its seven priorities for the next five years. PHE have looked to the evidence to identify where they should focus their efforts. This report sets out seven key priorities where, through working closely with partners in local and national government, with the NHS, the voluntary and community sector, and with industry and academia, PHE can make a significant difference over the coming five to ten years ...