Q sample travel and tourism webinar slides

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  • All trips84% will change the number of trips73% will stay closer to home73% will change trip destination55% will change length of trips35% will eliminate at least one pleasure tripMT trips37% would reduce distance traveled within MT36% would camp more35% would stay more with friends and relatives16% would change destination within MT15% would reduce LOS in MT12% would eliminate their trip to Montana12% would increase LOS in MT 6% would increase distance traveled within MT
  • ISTANBUL—Turkey's economy is getting hairier, as a booming medical sector profits from a growth spurt: mustache transplants.Long favored as a destination for the follicly challenged, Turkey's cosmetic surgeons have for years offered hair implants to those who are balding on top. Now hair transplants for the face are growing in popularity, cosmetic surgeons and tourism agencies say, with men from the Middle East, Europe and Asia coming to Istanbul seeking a virile addition for the upper lip.
  • There is evidence, however, that domestic medical tourism is becoming more organized. Healthplace America, for example, offers a travel-for-care benefit directly to health plans that offer discounts including travel and lodging on surgeries performed in 35 locations throughout the U.S. Likewise, Healthbase, a medical tourism company based in Newton, Mass., works with healthcare providers in California, Florida, Kansas and Nevada helping them fill beds for certain discounted surgeries (Lubell, 2009). The company has found that for hospitals, the medical tourism business is an especially useful way to fill beds at weekends.
  • One Denver company, BridgeHealth Medical, specializes in negotiating discount rates with hospitals and extends those rates to big businesses. In the future, it seems domestic medical tourism will reshape the way healthcare is delivered, making quality, cost, and efficiency crucial for hospitals and physicians to compete in the marketplace.
  • Medical tourism, while still in its infancy, continues to expand beyond plastic surgery in Las Vegas.“I know it’s hard to believe, but it’s about $20,000 cheaper to come here and have this done –– even when you figure in the cost of the airplane flight for me and my wife and staying in a hotel for a week,” Kimberly said. “Everybody in medicine in Alaska figures they’ve got a captive market so they can make more money, charge more than $40,000 for knee and hip work in the hospital. I would have had to pay thousands of dollars in deductibles and this way the insurance is taking care of everything.”Kimberly was able to take advantage of BridgeHealth Medical Inc. in Denver, one of a handful of companies in the United States that assists employers, insurers and patients with the logistics of surgery shopping, becoming part of his new insurance plan.The company has negotiated bundled fixed rates for procedures with dozens of surgical centers across the country, including Crovetti’s. Sometimes the rates are as low as $19,000 for hip and knee replacements that often cost more than twice that at many hospitals. Under such an arrangement, all services, including physician, anesthesiologist and hospital or facility charges, are covered by a flat fee that is generally far lower than the sum of the individual charges.“The plan member generally ends up not having to pay deductibles or co-pays,” said Cade Ross, a Bridge account manager who noted that her company contracts only with facilities that are in the top 25 percent when it comes to performance measures that include infection rates and patient outcomes.To Kimberly, the opportunity to come to Las Vegas “where the price is right and the medical care outstanding,” seems like a miracle. For years, well past the time his knee started to hurt, he continued his work regimen for a wastewater treatment system, painfully walking up rocky, steep inclines on Alaska’s north slope in the dead of winter, putting off surgical intervention because he knew he’d have a hard time even meeting his insurance deductible for what is often a $50,000 operation in Alaska.
  • A small but growing number of U.S. corporations are offering their insured employees the option of undergoing certain procedures at highly ranked health systems across America at almost no out-of-pocket cost to them — travel included.The companies believe sending heart and spine patients elsewhere would result in improved care for patients and lower costs for employers. These programs usually involve a large company negotiating a bundled rate from a health system for certain services. The procedures are then offered to employees who need them, with no co-pays or deductibles. Travel expenses for the patient and a caregiver are usually thrown in. Employees still have the option of receiving these services in their hometown, but co-pays and deductibles apply. For example:Wal-Mart Stores announced Oct. 12 that, as of Jan. 1, 2013, 1.1 million people covered under its employee health insurance will have access to heart and spine surgeries at one of six health systems identified as “Centers of Excellence.” The health systems are Cleveland Clinic; Geisinger Medical Center in Danville, Pa.; Mayo Clinic sites in Rochester, Minn., Scottsdale, Ariz., and Jacksonville, Fla.; Scott & White Memorial Hospital in Temple, Texas; Virginia Mason Medical Center in Seattle; and Mercy Hospital Springfield in Springfield, Mo. The latter hospital is the closest to Wal-Mart’s corporate headquarters in Bentonville, Ark.
  • As of Oct. 1, 2012 Boeing Co. had a similar arrangement for heart surgery at Cleveland Clinic for the company’s 83,000 nonunion employees, dependents and retirees.
  • brand new Methodist Stone Oak Hospital that had opened in San Antonio, Texas in Spring of 2009.  The hospital has apparently declared itself the “hospital of the future” featuring state of the art design and architecture, accompanied by a level of service that goes above and beyond what one typically finds in health care.Hospitals in Washington State are relying on innovative, hotel-like design elements to attract insured patients and generate better outcomes and profits.For example, Swedish Medical Center's new Issaquah campus and St. Elizabeth in Enumclaw look more like spa and wellness centers, rather than traditional hospital facilities
  • Deloitte Center for Health Solutions estimated that the U.S. lost $15.9 billion in domestic consumer spending to medical tourism in 2008, and 900,000 American traveled overseas last year for medical treatment.
  • Some of the biggest brand names in health care delivery are deciding that it's not enough to be a prestigious place in the distance.Places like Mayo Clinic in Rochester, Minn., Cleveland Clinic and MD Anderson Cancer Center in Houston have established affiliate programs that put their names on systems far afield from their main campuses. Duke University Health System in Durham, N.C., is working with LifePoint Hospitals, a large chain of for-profit community hospitals based in Brentwood, Tenn., to set up joint ventures to buy hospitals. Generally, the prominent organizations are partnering with local institutions that are established, but are often not considered the biggest or most prestigious names in their home area.The motivation by both sides in these deals is stronger branding as a way to increase revenue, marketing experts say. For the name-brand institutions, affiliating with, or buying, a local hospital can formalize existing clinical relationships and allow them to capture revenue from patients who might not otherwise go to the home base. For the local institutions, their hope is that by putting the Mayo or MD Anderson name on their buildings, they can attract patients who might otherwise have passed them by for a better-known facility.
  • the Bucksbaums are donating $42 million to the university of Chicago to create an institute devoted to improving medical students’ handling of the doctor-patient relationship. The Bucksbaum Institute for Clinical Excellence will be led by Dr. Mark Siegler
  • Missouri’s Hospital Association recently commissioned a study into domestic medical travel, suggesting that it created over 3,000 jobs and generated $124 million in non-medical travel expenditures in 2009 (Southeast Missouri Hospitals, 2010).The report suggests that the tourism industry should work with the healthcare community to inform potential patients about the opportunities Missouri offers in the state’s largest cities – St. Louis, Kansas City and Springfield.
  • Q sample travel and tourism webinar slides

    1. 1. The Rise of Domestic Medical Tourism and Effective Panel Use for Tourism Research Rudly Raphael – President, qSample Dr. Christine Oschell – University of Montana Dr. Simon Hudson – University of South Carolina The Rise of Domestic Medical Tourism and Effective Panel Use for Tourism Research
    2. 2. Text The Role of Research Panels in Montana Tourism Research Christine Oschell, PhD Director of Survey Research Institute for Tourism and Recreation Research (ITRR) University of Montana
    3. 3. Background • How does my institute work? • Why a panel? • Recruiting panel members. • Benefits of a panel.
    4. 4. Case Study 1: Gas Prices and Travel: What will happen? • Panel survey of previous visitors to Montana and those interested in Montana • Survey administered March 19- 27, 2012 • 627 respondents • http://surveyanalytics.com/s/1-1442120- 2964638
    5. 5. Any Trip MT Trip Would spend less on discretionary items 85% 65% Do less costly activities 83% 64% Would eat out less 71% 54% Stay fewer nights in hotel/motels 65% 45% Change mode of transportation to MT 55% 17% Eliminate trips? 34% 14% How might rising gas prices affect your upcoming pleasure trips?
    6. 6. Case Study 2: Flexibility in Montana Travel • Panel survey done in February 2013. • Yielded 1,363 responses. • Informed major decisions for the Montana Office of Tourism. • Ease of sharing results. http://surveyanalytics.com/s/1-1442120- 3111942
    7. 7. 7 Domestic Medical Travel
    8. 8. 8 Agenda • What is domestic medical travel? • Who are the key players? • Why the growth?
    9. 9. 9 What is domestic medical travel? • “Domestic tourism for the primary purpose of invasive, diagnostic, or lifestyle medical treatments.”
    10. 10. Who are the key players? Medical Tourists Motivated By: Affordability Availability Opportunity to vacation Privacy and anonymity Advanced technology Better quality care Quicker access Medical Brokers Travel Agents Online Agents Employers Insurance Companies Direct Channel Hotels And Resorts Medical Medical Facilities -Invasive -Diagnostic - Lifestyle Demand Intermediaries Supply Source Market Externalities Economy Health System Political System Destination Externalities Destination brand Political Stability Accreditation Accessibility
    11. 11. Demand • Influenced by: – Affordability – Availability – Opportunity to vacation – Privacy and anonymity – Advanced technology – Better quality care – Quicker access 11
    12. 12. Intermediaries 12
    13. 13. 13
    14. 14. 14
    15. 15. Employers 15
    16. 16. Boeing Co. has a similar arrangement for heart surgery at Cleveland Clinic for the company’s 83,000 nonunion employees, dependents and retirees. 16
    17. 17. PepsiCo employees covered by its health insurance plan can travel to Johns Hopkins Medicine in Baltimore for heart surgery and joint replacements with no out-of-pocket costs. 17
    18. 18. Lowe’s have a deal with Cleveland Clinic making its cardiac care available to employees. 18
    19. 19. Supply 19
    20. 20. • After conducting medical tourism research in other countries, Galichia Heart Hospital decided to challenge itself to see if it could offer comparable prices on heart procedures and other services. • By cutting prices, the hospital found it was attracting an additional two medical tourism cases a week, or approximately 100 a year, which generates $1million in incremental revenue per year. 20
    21. 21. • Oklahoma is positioning itself as the medical tourism destination for oncology care in the U.S. 21
    22. 22. 22 Why the growth? • 1. Growth in health and wellness • 2. A reaction to outbound medical tourism • 3. More employers and insurers are offering financial incentives to encourage workers to consider domestic medical • 4. The aging population and the baby boomer cohort • 5. Consumer trends • 6. Destinations see the health sector as an opportunity • 7. A recognition of the economic impacts • 8. Technology (e.g. Fresenius Medical Care)
    23. 23. 1. Growth in health & wellness 23
    24. 24. 2. A reaction to outbound medical tourism 24
    25. 25. 25
    26. 26. Competing on Customer Service 26
    27. 27. 3. Financial incentives • In 2009, a supermarket chain in Maine, with 27,000 employees, offered to send its staff needing knee or hip replacements to Singapore. The medical costs would be so low that the company would pay the employee’s insurance co- payment of about $2,500 and the travel expenses for the employee and a spouse or companion. • The move attracted the attention of hospitals in Maine and Boston, who offered to match the Singapore prices. In the following two years, ten employees had the surgery, but all elected to stay in the U.S. 27
    28. 28. 4. Aging population: Wooing Zoomers
    29. 29. “Over the hill? I’m just beginning to enjoy the view!”
    30. 30. 5. Consumer Trends 31
    31. 31. Avg.=4 Avg.=2 Average number of vacation days left untaken: Vacation deprivation
    32. 32. 6. Destinations see the health sector as an opportunity 33
    33. 33. 7. A recognition of the economic impacts 34
    34. 34. Questions? For more information about qSample or to request a quote, visit our website at www.qsample.com 35

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