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WhataretherecentchallengesandopportunitiesinHealthITmanagementinthefaceofMergersand

Acquisitionsinthehealthcareindustry?

Group8:MaryamShahid,TasnemJahangir,PreciousOsuchukwu,FahidShinewar
ProfessorMehmetAyvaci
HMGT4321.001
December9,2015

TableofContents

TitlePage....1
ExecutiveSummary....3
MergersandAcquisitions...4
TheImplicationsonHealthcareInformationTechnology..6
BaylorScott&WhiteMerger.8
AetnaandHumana.10
Conclusion.13
WorksCited..14

ExecutiveSummary
Mergersandacquisitionsarenotnewconceptstobusiness.Inrelationtoeconomics,twoormore
firmsmayenteraunioninordertoachieveacompetitiveadvantageoverotherfirmsinthesameindustry.
Aswithanyfinancialundertakingthatdemandsinternalrestructuring,therearerisksinvolvedandnot
everymergerisasuccessstory.Withthoserisks,however,thereisconsiderableopportunityfor
improvements.Therehasbeenasteadygrowthofmergersandacquisitionsinthehealthcaresector.The
AffordableCareActhasheavilyinfluencedthisbyintroducingreformstothehealthcareindustryaswell
asincentivesforgoodperformance.
BaylorHealthCareSystemmergedwithScott&WhiteHealthcare.Individually,eachhealthcare
systemboastscomplextechnology,qualifiedstaffandisknownforservingtheirrespectivecommunities.
Collectively,theycombinetoformthelargestnotforprofithealthsysteminTexas.Withthismerger
theyaimtoincreaseaccesstocareandimproveoutcomes.However,beforetheycanreapthebenefits,the
newlyunitedhealthsystemistaskedwithmergingtwoverydenseITsystems.
AetnaissettoacquireallsharesofHumana.Aetnaspecializesincommercialinsurancecoverage
andHumanaisaleaderinMedicare.Manyhaveobservedthatthetwocompanieswouldcompliment
eachotherquitewell.ThisacquisitionwouldgiveAetnaintimateaccesstoanolderpopulationthrough
Humana,aswellasthetechnologytomanagetheircareeffectively.
Thispaperanalyzesmergersandacquisitionsinthehealthcareindustryanditsimplicationsfor
healthcareinformationtechnologyandexaminesthemergersofBaylorHealthCareSystemwithScott&
WhiteHealthcareaswellasthemergerbetweenthehealthinsurancecompaniesofAetnaandHumana.

MergersandAcquisitions

Mergersandacquisitionshavebeenanongoingtrendinthehealthcareindustryfordecades.With
recentdevelopmentsandrapidchangesduetotheAffordableCareAct,mergershavetremendously
increased.Only13%ofhospitalssurveyedin2012intendtomaintainindependencefromalignmentwith
otherhospitalsorsystems.Fortheother87%,alignmentisatleastaconsiderationintheirstrategic
plans(Yanci2013,p.3).Moreover,in2014therewereninetyfivemergers,acquisitions,andjoint
venturesamongUShospitals(Curfman2015,p.1).Thisshowsthatthisistheonlyworkingstrategyfor
manyorganizationstostayinbusinessandgainmorereimbursementswhilemitigatingtheriskdue
ongoingchanges.
TheAffordableCareActisoneofthemostrecentdevelopmentsforthatincreasedmergersand
acquisitions.Howevertherearesevenkeyindustryforcesdrivingproviderconsolidation.Theseforces
areInsuranceindustryconsolidation,expenseincreasesoutpacingreimbursement,changingcapital
markets,reform,andlargenumberoffinanciallyfragileproviders,physicianpracticedynamicsand
workforceshortages.Mostimportantlywiththeinsuranceindustryconsolidationfrom1996to2009,
morethan400corporatemergersinvolvinghealthinsurersoccurredin2010theAmericanMedical
Associationreportedthatin24ofthe43statesexamined,thetwolargestinsurershadacombinedmarket
shareof70percentormore(Zuckerman2011,p.4).ThehealthcaredeliveryintheUnitedStatesthe
paymentsystemheavilyreliesoncontractualagreementsbetweeninsurancecompaniesandproviders.
Thestatisticsshowsthatinsurersnowhavemorenegotiationpoweroverprovidersandinorderfor
providerstohaveachancetonegotiatetheymustcreateanalliancewithotherprovidersandmitigate
theirrisks.

Although,manytheseindustryforcesweredrivinghealthcareorganizationstoconsidermergers

andacquisitionsthereweremanyrisksandbenefitstheyhadtoconsiderbeforeproceedingwithsuch
strategies.In2011twentyfivepercentofpotentialhospitalmergersdidnotmaterializeina
transactionpreviouslythisfailureratewasmerelyfivepercent,(Yanci2013,p.7).Thishighfailure

rateinhospitalmergersshowthatprovidersandhospitalareonlythinkingaboutmitigatingtheirpotential
riskswhichincludepenaltiesfromMedicare.Themostimportantpartwhenconsideringmergersand
acquisitionsistobeabletocompromisewiththeotherpartywithwhomahospitalorproviderismerging.
Consideringthishighfailureratetheremanyrisksthathealthcareorganizationsmustconsider.These
risksincludelossoflocalcontrol,reductionoreliminationofservices,reduction,eliminationor
redeploymentofpersonnel,unrealisticexpectationofgoals,diseconomiesofscale,potentiallossof
communitysupport,competitivereactionandpoortrackrecordinconsolidation.Withalltheserisksin
mind,themainreasonswhyaquarteroftransactionsfailincludethelossoflocalcontrol.Thisfearis
mainlybasedonorganizationalbehaviorbecausetheymustcompromiseonmanythings.Thisincludes
potentialforalargeorganizationtobeinsensitivetoandunresponsivetolocalneeds,theinabilityto
controlthedestinyofthelocalorganizationinthefuture,andconcernsaboutthelossofpowerand
authorityofindividualsatthelocallevel,(Zuckerman2011,p.9).Althoughthisputsmanypeopleatrisk
forlosingtheirjobsorcurrentpositionswithintheorganization.Therearemanybenefitsthatoverturn
suchrisks.Thesebenefitsincludequalityandsafetyimprovements,improvedcareforthevulnerable
capitalcostavoidanceandaccess,costreduction,accesstoscarcepersonnelandexpensivetechnologies,
expandedservicesandrevenueservices.Currently,withrecentdevelopmentsthesebenefitsarevery
importantforhealthcareorganizationstocomplywithACAregulationsandnewpaymentmethods.These
newdevelopmentsheavilyrelyonqualityandsafetyimprovements.Withtheseregulationsinplace
hospitalsmustshowimprovementsinperformancetoavoidpenaltiesandlowerreimbursementrates.
Integratedorganizationsprovidesharingbestpracticesandclinicalpathway/protocols,implementing
expensivetechnologyandsoftware,andcollaboratingonstateoftheartandstandardizedsystemsand
processestoimprovecare,(Zuckerman2011,p.8).Thisdirectlyaffectsallthepatientsinvolvedwithin
theorganizationandthequalityoftheircare.Moreover,accordingtotextnewpaymentmethodssuchas

capitationputfullriskuponprovidersthroughmergersprovidersandhospitalswillbeablecontinue
receivingreimbursementswithouthavingtofacepenaltiesduetothelackofperformanceandbadquality.
TheImplicationsonHealthcareInformationTechnology
WiththerecentdevelopmentsconsideringtheACAandtheHITECHacthasmanymajor
implicationsconsideringhealthcareinformationtechnology.Ineffortto

increaseefficiencyandimprove
qualityofcare,theHealthInformationTechnologyforEconomicandClinicalHealth(HITECH)Actof
2009developedbothfinancialincentives(andpenalties)designedtoencouragehospitalstoimplement
EMRtechnology.[Although]42.2percentofhospitalshaveadoptedEMRin2012,thevastmajorityof
theirsystemsareverybasicones.(GuerinCalvertandMaki2014,p.9).Thesebasicsystemswillnot
providethequalityandefficiencythatbothruralandurbanhospitalsarelookingfor.Currently,both
typesofthehospitalsarefacingfinancialandhumanresourceconstraintstopurchaseandimplement
technologymanyhospitalsmayfallbehindmoreableinstitutionsandifEMRsprovetoefficientand
increasequalityofcare.Financialandhumanresourceconstraintsmayhinderahospital'sabilityto
competeinthefuture(GuerinCalvertand,Maki2014,p.9).Thisiswhythereisanincreasingtrendin
mergersandacquisitionmanyhospitalsfeelsuchreformisthreateningtheircurrentrevenuesandthey
mustcreatestrategicallianceswithotherorganizationstosurvive.
Moreover,theriseinmergersandacquisitionshasnotonlyincreasedalliancesbetweenprovider
organizationsandinsurancecompaniesithasalsoincreasedmergersandacquisitionswithinthe
healthcareInformationtechnologyservicescommunity.Accordingtoasurveyconductedin2014
seventyfivepercentofinvestorsbelievethatmergersbetweenhealthcareprovidersandpayerswill
triggerconsolidationamonghealthcareservicescompaniesparticularlytechnologyfocusedhealthcare
firms(Molpus2010,p.8).Withtheagingpopulationrequiringmorediseasemanagementthereisa
growingneedforhealthcareinformatics.Vendorsseektoexpandtheirsolutionsetobtaingreatermarket
share.SomeofthedrivingforcesincludehigherpatientvolumesatlowerreimbursementratesWiththe

expansionofMedicaidandinsurancerequirementsimplementedaspartoftheACA,20to40million
patientsareexpectedtobeaddedtotheinsuranceroles.Inaddition,20%ofthepopulationwillbeover
theageof65by2050,(Calton2013,p.10).Thisshowsaneedforgreatermedicalcareandshowsthat
newsystemsmustbeabletotrackpatientsclinicalinformationinordertoinsurequalitycare.Inaddition
tolowerreimbursementratesEMRsmustbeabletocomplywithinformaticsanddatadriven
decisionmakingthisincludesdataaggregation.Oncepatientdatahasbeencollectedandnormalized,
dataaggregationisthenextstepinbroadlysharingandutilizinghealthinformation.TheHITECHAct
requiresthatEHRsbeconnectedinamannerthatprovides...fortheelectronicexchangeofhealth
informationtoimprovequalityofcareinordertoqualifyforincentivepayments,(Calton2013,p.15).
MergersandacquisitionsareextremelyimportantforhealthcareITvendorsbecauseitwillprovidethem
withnegotiationpoweragainstproviderorganizationswhilehelpingthemstaycompetitiveandgain
marketshare.Mergersandacquisitionswithinthissectorwilldrivetheinnovationthenewhealthcare
industryislookingfor.Moreover,itwillbeableprovidesolutionsthatdriveevidencebasedmedicineand
valuebasedmedicinethroughenterprisedataintegration,andbusinessintelligence.Someofthe
examplesofpartnershipsthatoccurredinthehealthInformationtechnologysectorincludedpartnerships
betweenmajorcompaniessuchasWellingtonandIBMWatson,MicrosoftandGEhealthandDeloitte
andIntermountainHealthcare(Calton2013,p.7).Eachpartnershipwascreatedtoleverageeachother's
knowledgeandcreateasolutionforclinicalinformatics.Allthesepartnershipsarefocusingonmany
aspectssuchasIBMWatsonandWellingtonarefocusingonusingartificialintelligencetosuggest
treatmentoptionsanddiagnosestodoctors.WhileGEisprovidingMicrosoftanoutlettocreateimage
withinthehealthcaresectorthroughtheirknowledgeoftheindustrywhileleveragingMicrosofts
technologicalskills.However,Deloitteishelpingintermountainhealthcaremovemoretowardsbigdata
andanalytics(Calton2013,p.7).Thesecontinuousalignmentsandconsolidationsbetweenallthree

sectors,payer,provider,andhealthITshowhowmuchimpacttheACAhasmadeonrevolutionizingthe
theprocesseswithinthehealthcareindustry.

BaylorScott&WhiteMerger

DallasbasedBaylorHealthCaresystemandTemplebasedScott&WhiteHealthcaremerged

formingthelargestnotforprofithealthsysteminTexas.Itincludes43hospitalsinNorthandCentral
Texas,morethan500patientcaresites,6,000physicians,and34,000employees.Thediscussionoverthe
mergebeganwithhowsimilarthemissionsofthetwoorganizationswere.BothCEOsofthetwo
organizationswantedtoimprovethefutureofhealthcareinthecommunitiestheyserved.Theybelieved
thattogethertheywouldbeinabetterpositiontoachieveimprovedhealthcareinTexas.Thecombined
communitybenefitfigureswere$861million.Thesedollarswerededicatedtoareasincludingcharity
care,communityeducationprograms,preventionscreeningevents,medicaleducationandresearch
(Allison,2014).ThenownamedCEOofBaylorScott&WhiteHealth,JoelAllison,explainswhythe
twoorganizationsmerged.Hestatesthatthedecisiontomergebothorganizationswastopotentially
createanewhealthsystemengineeredtomeetthedemandsofhealthcarereform,thechangingneedsof
patientsandpayersandtheextraordinaryadvancesinclinicalcare(FrequentlyAskedQuestions,Baylor
Scott&WhiteHealth).Thismergehasprovidedbenefitsforbothoftheseorganizationsandsome
challengesregardingtheirhealthITsystem.

ThetwoorganizationsITsystemswereamajorconcernbecauseoftheamountofdata

associatedwitheachone.JosephSchneider,CMIOoftheclinicalinformaticsfortheNorthdivisionof
BaylorScott&WhiteHealthstatedthatMergingandaligningthetwosystems'technologyand
informaticsfunctionsisnoeasytask(Gregg,2014).Duringamergeryoumergedatafromyour
electronichealthrecord,picturearchivingandcommunicationsystems,healthcareinformationsystems
andschedulingintoonebigsystem.Thisrequiresalotofplanningandimplementationskills.Joseph
SchneiderprovidestipsonhowtomergetwobigITsystemsafterhisexperiencesandobservationswith

theBaylorScott&Whitemerger.Herecommendstohaveaplanandthoroughdiscussionaboutwhat
needstobedonebeforemerging.Itisunderstoodthatmanyproblemswillnotbeknownbeforehandbut
planningasmuchaspossibleandmakingimportantdecisionsbeforehandwillallowleadershiptofocus
onotherissuesafterthemerger.Thesecondthingherecommendsistohaveastrongleadershipstructure
thatwillmakesuretheimplementationofthetwoITsystemsgoessmoothly.Hestatesthatthehuman
sideisoftenmorechallenging(Gregg,2014)andonlyastrongleadercanassurethatthingsgosmoothly
withemployeesandphysicians.HestatedthatBaylorScott&Whitesbiggestchallengehasbeen
establishinganinternalinformationmanagementgovernance.Hesaysittakestimeforthegovernanceto
growandmatureandactuallyshowresults.Dr.Schneidersuggeststoholdoffonanydecisionsregarding
ITstaff.HestatesthatthebestdecisionmadebyBaylorScott&Whiteduringthemergerwasnotto
makeanychangestotheITstaffforthefirstsixmonths.Thatallowedtheorganizationtimetoevaluate
theircurrentresourcesregardingtheirITstaffandmakedecisionsaboutfuturechanges.Thisleadsinto
hisnextadvicewhichistolearnabouttheotherorganizationsstrengthandweaknessesoftheirIT
systems.ForexampleBaylorhadastrongdatawarehousecapabilityandalargerstaffandtheyareusing
thattomeetthemergedorganizationsneeds.Dr.Schneiderbelievesthatitischallengingtomergesuch
bigITsystemsbuthasbeenanoverallbenefitbecausetheyareachievingabiggergoalwhichistobuilda
betterhealthsystemforthefuture.

WhenBaylorandScott&Whitefirstbegandiscussionaboutthemergetheyhopeditwould

increasepatientsaccesstoqualitycare,creategreatercommunitybenefit,andinvestmoreintothe
communitiestheyserve,advancepopulationhealthinitiatives,andincreasefocusonkeepingpeople
healthy.Initsthirdquarterofitsfiscal2014BaylorScott&Whitehadanincreaseinemergency
departmentvisitsandsurgerieswhichhelpedboostrevenue.Themergehasincreasedpatientaccessto
qualitycarebyservingapopulationlargerthanthestateofVirginia.Themergehasalsoallowed
advancesinpopulationhealthinitiatives.Thesystemsaccountablecareorganization,TheBaylorScott&

WhiteQualityAlliance,isoneofthenationslargestbasedonphysicianparticipation.Initsfirst23
monthshospitaladmissionsamongtheQualityAlliancesinitial34,000membersdecreased4.3percent.
Thirtydayhospitalreadmissionsweredown18percentforthisparticularpopulationandthetotalcostof
providinghealthcaretothememberswas$13.9millionlessthanprojected,accountingfor7percent
savings(BaylorScott&WhiteHealthReportsFirstYearMilestones,2014).Thesystemisstill
improvingandgrowingandmakinganimpactonthecommunitiesitserves.Themergersoverallgoal
wastoimprovequalityofcarewhileatthesametimelowercosts.

Thereweremanychallengesanddecisionsthathadtobemadewhenmergingthesetwolarge

organizations.Thismergetookalotofplanninganddecisionmakingbyseveralleadersfromboth
organizations.Butinitsfirstyearitstartedtoshowseveralimprovementsandexecutivesofthismerged
organizationareconfidentthattherewillbemanymorebenefitsforitinthefuture.Mergingcanbedone
aslongasthereisarightleadershipandplanningprocessinplace.Withthehealthcareindustrychanging
duetoallthehealthreformstakenplacebythegovernmentmanyorganizationsarestartingtomerge
becausetheywanttoseeagreaterbenefitwhichistoincreasequalityofcareandlowercostsinthe
healthcareindustry.
AetnaandHumana
Aetna,Inc.(headquarteredinConnecticut)andHumana,Inc.(headquarteredinKentucky)
rd
announcedonJuly3
,2015thattheyareenteringintoadefinitiveagreementunderwhichAetnawill

acquireallsharesofHumanaat$37billion(approximately$230perHumanashare).Thedealisexpected
tocloseinthesecondhalfof2016andwilladdover14milliontotalclients,whichincludes3.2million
MedicareAdvantagememberstoAetna.TheMedicareAdvantage(MA)istheprivatehealthinsurance
optionforMedicareparticipantswhichincludesHealthMaintenanceOrganizations(HMO),Preferred
ProviderOrganizations(PPO),PrivateFeeforServicePlans,SpecialNeedsPlans,andMedicareMedical
SavingsAccountPlans(Diamond,2015).UndertheMedicareAdvantagePlan,mostMedicareservices

arecoveredthroughtheplanthatarentpaidforunderOriginalMedicare,sothisprovidesalargermarket
thatAetnacancover.Itisalsoprojectedtohave$1.25billioninannualsavingsin2018,withabout$115
billioninannualrevenue,becomingtheNo.2healthinsurerbysales.Withthismerger,theyhopeto
establishAetnaastheleadingMedicareAdvantageplayerthathasastrongernationwidepresenceand
willimprovetheaffordability,quality,andconvenienceforcustomers.Thecompaniessaidthatthis
combinationbringstogetherHumanasgrowingMedicareAdvantagebusinesswithAetnasdiversified
portfolioandcommercialcapabilitiestocreateacompanyservingthemostseniorsintheMedicare
AdvantageprogramandthesecondlargestmanagedcarecompanyintheUnitedStates.Thecombined
entitywillhelpdriveabettervalueandhigherqualityhealthcarebyreducingadministrativecosts,
leveragingbestinbreedpracticesfromthetwocompaniesincludingHumanaschroniccare
capabilitiesthatmeasurablyimprovehealthoutcomesforlargerpopulationsandenablingthecompany
tobettercompetewithmorecosteffectiveproducts(Aetna:HealthSection,para.2).
Noweventhoughthemergerhasbeenapprovedbytheshareholders,itstillhastobeapprovedby
theJusticeDepartmentsAntitrustDivisionandtheFederalTradeCommission,whichisexpectedtodo
soin2016.However,manyopposethismergerbecauseitisbelievedtohavesparkedAnthemtobuyall
ofCignassharesfor$54billionthesamemonth(Radelat,2015).Thismergedcompanyisexpectedto
coverapproximately53millionmembers.Thiswouldleaveonlythreemajorplayersintheinsurance
industry,AetnaandHumana,AnthemandCigna,andUnitedHealth.TheAmericanMedicalAssociation
(AMA)feelsthatthesedealswouldlessentheconsumerhealthplanchoicesinapproximately154
metropolitanareaswithin23states,resultinginreducedcompetitionandadecreaseofchoice.The
AmericanHealthInsurancePlans(AHIP)believesthemergerswillresultinabetterqualityofcareand
decreasecosts(Radelat,2015).Thehealthinsurersbelievethesemergerswillimproveefficienciesand
reducecostsforconsumersinthelongrun(Luhby,2015).

Oneofthekeyreasonsthesecompaniesdecidedtomergeisthebasedonthebenefitthateach
companyhadtooffer.Forexample,Aetna,whichspecializesincommercialcoveragecancompliment
Humana,whoisaleaderinMedicarewiththeirMedicareAdvantageprogram.AetnasCFO,Shawn
Guertin,evensaid,Theassetsandthestrengthsofthecompaniesareverycomplementary(Serafino,
Hammond,&Tracer,2015).ThisdealwouldgiveAetnatheabilitytousethetechnologyandservices
thatareobtainedanddevelopedbyHumanatobettermanagethecostandqualityofhealthcarefor
consumers,includingthechronicallyillMedicarebeneficiariesfromtheMedicareAdvantageprogram.
Withthisintheworks,AetnahasnamedRickJelinektoassistinintegratingHumanaInc.,which
isbasedinLouisville,KY,intoitsbusiness.(Pulliam&Serchuk2015).AccordingtoCEO,Mark
Bertolini,AetnaplanstomakeLouisvilletheheadquartersforitsMedicare,MedicaidandTricare
business,maintainingasignificantpresenceinLouisville,whilekeepingtheprimaryheadquartersin
Connecticut.AetnahopestocombineHumanastechnologicaladvantageswithitsowntodomorethan
justsellhealthinsurance.HumanaofferstheclinicalandpharmacypartsandAetnaoffersthehealthcare
informationtechnologycomponents.Humanacontrolsthefourthlargestpharmacybenefitmanager,
allowingittonegotiateprescriptiondrugpricesonitsowninsteadofoutsourcing,andhasalsoinvestedin
adivisioncalledHumanaAtHome,whichassistsseniorsthataretransitionoutofhospitalsandintotheir
ownhomes(Herman,2015).Aetnahasinformationtechnology,thatincludeHealthagen,whichworks
withhospitalsandhealthsystemsonaccountablecarecontracting,andBswift,whichisatechnology
companythatisprimarilyworksonprivateexchanges(Herman,2015).Thesetogether,accordingto
Aetnaschieffinancialofficer,ShawnGuertin,[make]averyattractiveportfolioofbusinesses
(Herman,2015).AetnahopestocreatetheirownversionofUnitedHealthGroupsOptum,whichisbuilt
aroundclinicalconsulting,dataanalytics,anddrugmanagement,andhasproventobeUnitedHealths
mostprofitablesegment.

Thismergercannotonlyprovideforbenefitswithintheinsurancemarkettobothcompanies,but
couldassistinpotentiallybranchingfurtherinthemarketplace.CEO,MarkBertolinisaysinregardsto
thedealthatTogether,webelievewewillbeverywellpositionedtobetterserveandprovideimproved
valuetoourcustomersandcontinuetocaptureourfairshareofthisgrowingmarketplace(Evans2015).
Withthismerger,itwillstrivetoachieveAetnasgoaltoofferbroaderchoice,accesstohigherquality
andmoreaffordablecare,andabetteroverallexperienceinmoreplacesacrossthecountry(Aetna:
HealthSection,para.2)withHumana,whosbelievedtobetheidealpartnertocomplementand
acceleratetheeffortsofAetna.
Conclusion
Mergersandacquisitionsarebeingutilizedbythehealthcaresectorandstandtoyieldbenefits
acrosstheboard.Suchachangecouldintroduceacompanytotechnologythattheymighthavehad
before,orincreaseitsreachbyprovidingawaytoaccessanewconsumerdemographic.Beitthemerger
thatcreatedBaylorScott&WhiteortheacquisitionofHumanabyAetna,bothcasesesaimedat
improvinginternaloperationsaswellasprovidingbetterservicestoclientele,andinbothcaseshealthcare
ITplayedamajorroleindeterminingtheapproachtothemergeroracquisition.

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