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Segments | 6 Months Ended
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Jun. 30, 2014
Segment Reporting [Abstract] |
Segments | Segments Prior to the first quarter of 2014, we organized our business into two operating business segments, the Acute Care and Non-Acute Care segments, which were based on the products' target customers. The Acute Care segment primarily included products and services sold to hospital customers, and the Non-Acute Care segment primarily included products and services sold to customers outside of hospital settings. In the first quarter of 2014, we realigned our segments based on the products we sell, regardless of who they are sold to because our business has evolved to be managed more on a product basis, rather than on a customer-type basis. It has become more difficult to determine whether a customer is a hospital or a blend of hospitals and non-acute care facilities. We are at a point where many of our Acute Care and Non-Acute Care customers are converging to provide services across the continuum of care. These customers seek automation and analytics products that function across the various facilities they manage. We find ourselves providing solutions across multiple types of care environments. These customers are also interested in obtaining higher levels of adherence to prescribed medication regimens that our blister card products provide. Our two reportable segments are the Automation and Analytics segment and the Medication Adherence segment. The Automation and Analytics segment is organized around the design, manufacturing, selling and servicing of medication and supply dispensing systems, pharmacy inventory management systems, and related software. The Medication Adherence segment includes primarily the manufacturing and selling of consumable medication blister cards, packaging equipment and ancillary products and services. Prior period amounts in the tables below have been recast to conform to the way we internally manage and monitor performance at the segment level during the current period. We report segment information based on the management approach. The management approach designates the internal reporting used by the Chief Operating Decision Maker (the "CODM") for making decisions and assessing performance as the source of our operating segments. The CODM is our Chief Executive Officer. The CODM allocates resources to and assesses the performance of each operating segment, using information about its revenues, gross profit and income (loss) from operations. The CODM does not evaluate operating business segments using discrete asset information; accordingly, we do not report segment assets. Since 1992, Omnicell has provided automation and business information solutions to healthcare facilities in general, but with a focus on acute care hospitals. We have developed product solutions that help optimize various workflows utilized in hospitals. We have also developed sophisticated sales, installation, and service capabilities to serve the specific and special needs of hospitals. As the healthcare market evolves, acute care facilities are beginning to merge operationally with non-acute care facilities. The new healthcare organizations desire medication and supply inventory control and business analytics across the continuum of care environments they serve. Our Automation and Analytics segment represents the products we sell to fulfill these needs. Since 1984, MTS has provided medication adherence solutions to the non-acute care market. In 2012, we acquired MTS. The solutions supplied by MTS provide automated and semi-automated equipment to assist institutional and retail pharmacists in filling medication orders into blister cards, the primary method of medication control in non-acute care settings. Completing the product solution are the consumables used by institutional and retail pharmacists to make the medication adherence package. MTS has developed process manufacturing capabilities as well as sales capabilities to market medication adherence solutions to institutional and retail pharmacies. As healthcare evolves, these medication adherence solutions are finding application in acute care settings as well. Our Medication Adherence segment represents all the products we sell to fulfill medication adherence needs through blister cards, blister card packaging equipment, and related software. The contributions of our operating segments to net revenues and income from operations, and the reconciliation to total net income, were as follows (amounts in thousands):
| Three Months Ended June 30, 2014 |  | Three Months Ended June 30, 2013
| Automation and Analytics |  | Medication Adherence |  | Total |  | Automation and Analytics |  | Medication Adherence |  | Total
Total revenues | $ | 84,702 |  |  | $ | 20,350 |  |  | $ | 105,052 |  |  | $ | 73,866 |  |  | $ | 19,820 |  |  | $ | 93,686 |
Cost of revenues | 35,992 |  |  | 13,020 |  |  | 49,012 |  |  | 31,936 |  |  | 12,382 |  |  | 44,318 |
Gross profit | $ | 48,710 |  |  | $ | 7,330 |  |  | $ | 56,040 |  |  | $ | 41,930 |  |  | $ | 7,438 |  |  | $ | 49,368 |
Gross margin % | 57.5 | % |  | 36.0 | % |  | 53.3 | % |  | 56.8 | % |  | 37.5 | % |  | 52.7 | %
Operating expenses | 36,508 |  |  | 6,974 |  |  | 43,482 |  |  | 33,808 |  |  | 6,201 |  |  | 40,009 |
Income from operations | $ | 12,202 |  |  | $ | 356 |  |  | $ | 12,558 |  |  | $ | 8,122 |  |  | $ | 1,237 |  |  | $ | 9,359 |
Operating margin % | 14.4 | % |  | 1.7 | % |  | 12.0 | % |  | 11.0 | % |  | 6.2 | % |  | 10.0 | %
Interest and other income (expense), net |  |  |  |  | (40 | ) |  |  |  |  |  | 63 |
Income before provision for income taxes |  |  |  |  | 12,518 |  |  |  |  |  |  | 9,422 |
Provision for income taxes |  |  |  |  | 4,729 |  |  |  |  |  |  | 3,406 |
Net income |  |  |  |  | $ | 7,789 |  |  |  |  |  |  | $ | 6,016 |
| Six Months Ended June 30, 2014 |  | Six Months Ended June 30, 2013
| Automation and Analytics |  | Medication Adherence |  | Total |  | Automation and Analytics |  | Medication Adherence |  | Total
Total revenues | $ | 166,201 |  |  | $ | 40,615 |  |  | $ | 206,816 |  |  | $ | 142,579 |  |  | $ | 38,217 |  |  | $ | 180,796 |
Cost of revenues | 70,932 |  |  | 25,349 |  |  | 96,281 |  |  | 62,212 |  |  | 23,849 |  |  | 86,061 |
Gross profit | $ | 95,269 |  |  | $ | 15,266 |  |  | $ | 110,535 |  |  | $ | 80,367 |  |  | $ | 14,368 |  |  | $ | 94,735 |
Gross margin % | 57.3 | % |  | 37.6 | % |  | 53.4 | % |  | 56.4 | % |  | 37.6 | % |  | 52.4 | %
Operating expenses | 73,910 |  |  | 14,113 |  |  | 88,023 |  |  | 66,912 |  |  | 14,296 |  |  | 81,208 |
Income from operations | $ | 21,359 |  |  | $ | 1,153 |  |  | $ | 22,512 |  |  | $ | 13,455 |  |  | $ | 72 |  |  | $ | 13,527 |
Operating margin % | 12.9 | % |  | 2.8 | % |  | 10.9 | % |  | 9.4 | % |  | 0.2 | % |  | 7.5 | %
Interest and other income (expense), net |  |  |  |  | (296 | ) |  |  |  |  |  | (159 | )
Income before provision for income taxes |  |  |  |  | 22,216 |  |  |  |  |  |  | 13,368 |
Provision for income taxes |  |  |  |  | 8,233 |  |  |  |  |  |  | 3,967 |
Net income |  |  |  |  | $ | 13,983 |  |  |  |  |  |  | $ | 9,401 |
Segment depreciation and amortization, and capital expenditures were as follows (amounts in thousands):
| Three Months Ended June 30, 2014 |  | Three Months Ended June 30, 2013
| Automation and Analytics |  | Medication Adherence |  | Total |  | Automation and Analytics |  | Medication Adherence |  | Total
Depreciation and amortization | $ | 3,044 |  |  | $ | 1,735 |  |  | $ | 4,779 |  |  | $ | 2,963 |  |  | $ | 1,809 |  |  | $ | 4,772 |
Capital expenditures | $ | 4,419 |  |  | $ | 365 |  |  | $ | 4,784 |  |  | $ | 1,018 |  |  | $ | 1,395 |  |  | $ | 2,413 |
| Six Months Ended June 30, 2014 |  | Six Months Ended June 30, 2013
| Automation and Analytics |  | Medication Adherence |  | Total |  | Automation and Analytics |  | Medication Adherence |  | Total
Depreciation and amortization | $ | 5,942 |  |  | $ | 3,449 |  |  | $ | 9,391 |  |  | $ | 5,862 |  |  | $ | 3,382 |  |  | $ | 9,244 |
Capital expenditures | $ | 6,167 |  |  | $ | 1,168 |  |  | $ | 7,335 |  |  | $ | 2,018 |  |  | $ | 3,733 |  |  | $ | 5,751 |

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- Definition The entire disclosure for reporting segments including data and tables. Reportable segments include those that meet any of the following quantitative thresholds a) it's reported revenue, including sales to external customers and intersegment sales or transfers is 10 percent or more of the combined revenue, internal and external, of all operating segments b) the absolute amount of its reported profit or loss is 10 percent or more of the greater, in absolute amount of 1) the combined reported profit of all operating segments that did not report a loss or 2) the combined reported loss of all operating segments that did report a loss c) its assets are 10 percent or more of the combined assets of all operating segments. + References Reference 1: http://www.xbrl.org/2003/role/presentationRef -Publisher FASB -Name Accounting Standards Codification -Topic 280 -SubTopic 10 -Section 50 -Paragraph 29 -URI http://asc.fasb.org/extlink&oid=6534315&loc=d3e8864-108599 Reference 2: http://www.xbrl.org/2003/role/presentationRef -Publisher FASB -Name Accounting Standards Codification -Topic 280 -SubTopic 10 -Section 50 -Paragraph 32 -URI http://asc.fasb.org/extlink&oid=6534315&loc=d3e8933-108599 Reference 3: http://www.xbrl.org/2003/role/presentationRef -Publisher FASB -Name Accounting Standards Codification -Topic 280 -SubTopic 10 -Section 50 -Paragraph 26 -URI http://asc.fasb.org/extlink&oid=6534315&loc=d3e8844-108599 Reference 4: http://www.xbrl.org/2003/role/presentationRef -Publisher FASB -Name Accounting Standards Codification -Topic 280 -SubTopic 10 -Section 50 -Paragraph 10 -URI http://asc.fasb.org/extlink&oid=6534315&loc=d3e8538-108599 Reference 5: http://www.xbrl.org/2003/role/presentationRef -Publisher FASB -Name Accounting Standards Codification -Topic 280 -SubTopic 10 -Section 50 -Paragraph 1 -URI http://asc.fasb.org/extlink&oid=6534315&loc=d3e8380-108599 Reference 6: http://www.xbrl.org/2003/role/presentationRef -Publisher FASB -Name Accounting Standards Codification -Topic 280 -SubTopic 10 -Section 50 -Paragraph 34 -URI http://asc.fasb.org/extlink&oid=6534315&loc=d3e8981-108599 Reference 7: http://www.xbrl.org/2003/role/presentationRef -Publisher FASB -Name Accounting Standards Codification -Topic 280 -SubTopic 10 -Section 50 -Paragraph 35 -URI http://asc.fasb.org/extlink&oid=6534315&loc=d3e8984-108599 Reference 8: http://www.xbrl.org/2003/role/presentationRef -Publisher FASB -Name Accounting Standards Codification -Topic 280 -SubTopic 10 -Section 50 -Paragraph 41 -URI http://asc.fasb.org/extlink&oid=6534315&loc=d3e9038-108599 Reference 9: http://www.xbrl.org/2003/role/presentationRef -Publisher FASB -Name Accounting Standards Codification -Topic 280 -SubTopic 10 -Section 50 -Paragraph 30 -URI http://asc.fasb.org/extlink&oid=6534315&loc=d3e8906-108599 Reference 10: http://www.xbrl.org/2003/role/presentationRef -Publisher FASB -Name Accounting Standards Codification -Topic 280 -SubTopic 10 -Section 50 -Paragraph 42 -URI http://asc.fasb.org/extlink&oid=6534315&loc=d3e9054-108599 Reference 11: http://www.xbrl.org/2003/role/presentationRef -Publisher FASB -Name Accounting Standards Codification -Topic 280 -SubTopic 10 -Section 50 -Paragraph 31 -URI http://asc.fasb.org/extlink&oid=6534315&loc=d3e8924-108599 Reference 12: http://www.xbrl.org/2003/role/presentationRef -Publisher FASB -Name Accounting Standards Codification -Topic 280 -SubTopic 10 -Section 50 -Paragraph 40 -URI http://asc.fasb.org/extlink&oid=6534315&loc=d3e9031-108599 Reference 13: http://www.xbrl.org/2003/role/presentationRef -Publisher FASB -Name Accounting Standards Codification -Topic 280 -SubTopic 10 -Section 50 -Paragraph 33 -URI http://asc.fasb.org/extlink&oid=6534315&loc=d3e8971-108599 Reference 14: http://www.xbrl.org/2003/role/presentationRef -Publisher FASB -Name Accounting Standards Codification -Topic 280 -SubTopic 10 -Section 50 -Paragraph 12 -URI http://asc.fasb.org/extlink&oid=6534315&loc=d3e8595-108599 + Details
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