THE ARTICLES BY Scott A. Mason, DPA, FACHE, and Denise B. Prince and Thomas Graf raise important issues involving the challenges and promise of extending healthcare through retail medicine. They point to the benefits, such as providing care in places convenient for the consumer, greater scalability, a pleasant environment with less environmental harm, increased transparency, and standardization. They also point to a number of challenges, such as pressure to generate commercial-level revenues, an expectation that nearby businesses will benefit economically by drawing in more customers, pressure to increase the number of prescriptions filled at the local pharmacy, and competition for the vaccination business. Prince and Graf report that some large national retail chains now seek to own the healthcare systems rather than contract with them because they lack interoperability among their health information technology systems (Riskin, Koppel, and Riskin 2014).Retail medicine presses healthcare in the direction of commodity economics, with competition, discounting, more consumer choice, and a far greater need to satisfy the customer (what Mason refers to as guests). In addition, the discussions by Mason and Prince and Graf regarding retail medicine point to important challenges that healthcare systems and clinicians need to address as they seek to implement a successful Triple Aim initiative (Institute for Healthcare Improvement 2014):* Improving the patient experience of care (including quality and satisfaction)* Improving the health of populations* Reducing the per capita cost of healthcareThe Triple Aim has been incorporated into the strategy for Lourdes Health System and its parent organization, Trinity Health. Lourdes, located in southern New Jersey, has a network of two hospitals, three outpatient surgery locations, four ambulatory care centers, more than 90 physician practices, and an accountable care organization. It has been working over the past several years to develop its own retail strategy. During this time, its original parent organization, Catholic Health East, formed a productive merger with Midwest-based Trinity Health and has formally taken the Trinity Health name. Trinity Health has provided Lourdes and its fellow regional health ministries (RHMs) with a national platform from which to develop retail partners.HEALTHCARE AS A COMMODITYMedicine is one of the classic professions (Goode i960). Like their brethren in law, religion, and education, clinicians are not viewed as striving primarily to earn money. Faith-based organizations, such as Lourdes and Trinity Health, were established with a mission to serve all, but with a special commitment to the poor. A business provides goods or services to make money, whereas healthcare's primary role is to avoid morbidity and mortality and to promote wellness.Healthcare systems, especially integrated systems such as Trinity Health, provide strategic planning resources to identify populations most likely to need, but also with the ability to pay for, its services. But clinical decisions are expected to be made with reference to patient health and not revenue maximization. Healthcare systems do advertise but focus on quality, not price.Recently, price transparency has been a hot topic. It is easier to identify hospital parking rates than the cost of an electrocardiogram at the same facilities (Bernstein and Bernstein 2014). However, the Affordable Care Act requires hospitals to establish and make public standard charges by diagnosis. National healthcare associations recently launched efforts to provide guidelines for greater pricing transparency (American Hospital Association 2014; HFMA Price Transparency Task Force 2014). Trinity Health has mandated this for its RHMs (information for Lourdes is available at www.lourdesnet.org/ bill-pay-insurance-and-payment-options/).Retail medicine, however, places healthcare providers in settings and with businesses for which maximizing customers and revenues is the primary goal. …