醫(yī)療保險公司安泰和連鎖藥店經(jīng)營商CVS的合并計劃，可以被視為雙方發(fā)展過程中自然而然的一步,。CVS從連鎖藥店做起,，接著收購了藥品福利管理業(yè)務(wù)，并設(shè)立了大量一分鐘診所,，以提供便捷的低成本常規(guī)醫(yī)療服務(wù),，隨后更名為CVS Health并停止銷售煙草產(chǎn)品。

與此同時,，安泰等大型全國性保險商正在從瞄準(zhǔn)企業(yè),、以批發(fā)業(yè)務(wù)為主轉(zhuǎn)向更側(cè)重零售業(yè)務(wù)并以消費主義為重點。個中原因既包括出現(xiàn)了消費者主導(dǎo)的醫(yī)保福利,，也包括出現(xiàn)了一系列直接面向消費者的措施,。前者旨在讓消費者更多地參與到醫(yī)保體系中，后者的多項措施都有助于在醫(yī)保體系中為病人指明方向,，同時讓他們控制自己的健康狀況,。

看到這些發(fā)展趨勢后,，CVS與安泰想要合二為一的原因就很清晰了,。合并后的公司和全美消費者的銜接點數(shù)量將達(dá)到空前水平。CVS的全國網(wǎng)絡(luò)擁有超過一萬家零售藥房，還有一千多個一分鐘診所以及為數(shù)百萬消費者提供藥品相關(guān)服務(wù)的大型藥品福利管理業(yè)務(wù),。安泰是業(yè)務(wù)覆蓋全國的保險品牌,，醫(yī)療管理能力備受認(rèn)可，其中既有精準(zhǔn)醫(yī)療項目（如基因檢測和指導(dǎo)病人接收新基因信息的咨詢服務(wù)）,，也有臨終關(guān)懷以及眾多案例管理和疾病管理項目,。它還會給CVS帶來逾2200萬名會員，這一點也許最為重要,。

CVS首席執(zhí)行官拉里·梅爾羅表示,，兩公司的合并將為公眾開啟“一萬扇通往醫(yī)保體系的新大門”。若能按照承諾幫助消費者通過更多渠道獲得高質(zhì)量基層醫(yī)療服務(wù),，而不僅僅是目前簡單的CVS一分鐘診所,，那對消費者來說就有用。我預(yù)計將出現(xiàn)聽覺和視覺等方面的醫(yī)療服務(wù),。這將有助于實現(xiàn)一站式消費并降低成本,，原因是預(yù)約診所可更高效地提供醫(yī)療服務(wù)。

此外,，2200萬安泰會員的加盟應(yīng)該可以讓CVS面對藥品批發(fā)商時拿到更優(yōu)惠的價格,，具體表現(xiàn)可以是加價幅度下降或者實際開支減少。CVS的一萬多家零售藥店對病人來說當(dāng)然也會變得更加方便,，特別是在他們前往這些藥店可以省錢的情況下,。

一些對CVS-安泰合并持批評態(tài)度的人害怕這可能提高成本并減少消費者的可選項。但如果這兩家公司繼續(xù)遵循此前以消費者為導(dǎo)向的路線,，此番合并就有可能同時造福股東和消費者,。（財富中文網(wǎng)）

約翰·W·羅是哥倫比亞大學(xué)梅爾曼公共健康學(xué)院健康政策和老齡化專業(yè)Julius B. Richmond講席教授，此前為安泰董事長兼CEO,。

譯者：Charlie

審校：夏林

The proposed consolidation of Aetna and CVS can be viewed as a natural step in the evolution of both companies. CVS began as a pharmacy chain, acquired pharmacy benefit management (PBM) capacity, and added numerous Minute Clinics to provide easy access and low-cost usual care, then discontinued the sale of tobacco products as it changed its name to CVS Health.

At the same time Aetna, along with other large national insurers, has been converting from largely wholesale operations focused on the employer to more retail operations infused with an emphasis on consumerism. This is reflected not only in the emergence of consumer-directed health insurance benefits, which are designed to give consumers more “skin in the game,” but also in an array of direct-to-consumer outreach efforts, many of which aid patients in navigating the health care system and managing their own health and wellness.

With these trends in mind it becomes clear why CVS and Aetna would want to partner. The resulting company would have unprecedented points of attachment to consumers on a national scale. CVS brings a national network of over 10,000 retail pharmacies including well over 1,000 Minute Clinics, and a large PBM, which manages pharmaceutical services for millions of customers. Aetna brings a brand name national insurance operation and a respected portfolio of health care management capacities, ranging from programs on precision medicine (such as genetic testing and counseling to guide patients’ responses to new genetic information) to end-of-life care and numerous case management and disease management programs. Perhaps most importantly, it delivers over 22 million Aetna members to the CVS franchise.

CVS CEO Larry Merlo states that the consolidation will bring “10,000 new front doors to the healthcare system” to the public. This can work for the consumer if it delivers on the promise of facilitating access to high-quality primary care in more ways than currently delivered in the rather bare bones CVS Minute Clinics. Expect to see audiology and vision services, among others. This will facilitate one-stop shopping and can lower costs, as walk-in clinics deliver care more efficiently.

In addition, the infusion of millions of Aetna members should result in CVS getting better prices from drug wholesalers, which can be reflected in lower premiums and out of pocket expenses. And the fact that CVS has over 10,000 retail sites will certainly be more convenient for patients, especially if they are saving money by traveling to them.

Some critics of the CVS-Aetna merger fear that it could lead to higher costs and reduced choices for consumers. Yet if the companies continue to follow their previous consumer-oriented trend, the deal could benefit shareholders and consumers alike.

John W. Rowe is the Julius B. Richmond professor of health policy and aging at the Mailman School of Public Health at Columbia University. He previously served as chairman and CEO of Aetna.