The New Look was Created to Better Reflect as the Society as the
Field of Health Economics and Outcomes Research Evolves
Healthcare is changing at a rapid pace, the field of health economics and outcomes research (HEOR) is becoming increasingly important, and the global HEOR community is evolving. For all these reasons, ISPOR has introduced a refreshed brand.
“We are announcing a new look to better reflect who ISPOR members are today,” stated Chief Executive Officer and Executive Director Nancy S. Berg. “The global HEOR community of ISPOR members is committed to improving the science of healthcare decisions. ISPOR’s new look reflects the continuing evolution of our discipline and the Society’s ongoing commitment to innovation that advances the field. Our new logo represents how the many parts of ISPOR are connected across borders, disciplines, and professions.”
The Society’s new look will be rolling out over the next several months and will be formally launched at the Society’s upcoming Annual International Meeting this May in Baltimore, MD, USA. ISPOR has served as the leading professional society for health economics and outcomes research for more than 20 years with the mission of advancing HEOR excellence to improve decision making for health globally. ISPOR’s community of more than 20,000 individual and chapter members from 120+ countries represents a wide variety of healthcare stakeholders, including researchers, academicians, regulators and assessors, public and private payers, healthcare providers, industry, and patient representatives. Additional information on the new ISPOR brand can be found here.
ISPOR, the professional society for health economics and outcomes research (HEOR), is an international, multistakeholder, nonprofit dedicated to advancing HEOR excellence to improve decision making for health globally. The Society is the leading source for scientific conferences, peer-reviewed and MEDLINE®-indexed publications, good practices guidance, education, collaboration, and tools/resources in the field.
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