This document evaluates the potential for medical tourism in Egypt by comparing it to leading countries in the industry. Deep interviews were conducted with healthcare professionals. Egypt was found to have a strategic geographic location and infrastructure for tourism. However, weaknesses identified included a lack of large, accredited healthcare facilities meeting international standards. Recommendations included developing centers of excellence, improving technology, establishing international accreditation, and marketing Egypt's competitive advantages in medical tourism.

1. Evaluating Study 0fEvaluating Study 0f
Medical TourismMedical Tourism
Potentiality in EgyptPotentiality in Egypt
Date
Cairo, 2016

2. Date
Cairo, 2016
Research by:
Mohammed Gad
Dina Fathy El-Nabawy
Mohammed Gamal Eldein
Hend ElHussiny
Kariem Ghorab
Supervised:
:
Prof. Dr. Adel Sakr

3. Introduction
Travel exposes travelers to various mental and physical challenges in
their new environment as part of their experience (Durgham, 2011).
3

4. 4
• Medical tourism, alternatively called health tourism and wellness
tourism, is a term that has risen from the rapid growth of an
industry where people from all around the world are traveling to
other countries to obtain medical, dental, and surgical care while at
the same time touring, vacationing, and fully experiencing the
attractions of the countries that they are visiting. It is a silent
revolution that has been sweeping the healthcare landscape of
countries for almost decades (Helmy, 2011).

5. Global competition is emerging in the health care industry. Wealthy
patients from developing countries have long traveled to developed
countries for high quality medical care. Now, a growing
number of less-affluent patients from developed countries are traveling to
regions once characterized as “third world.” These patients are seeking
high quality medical care at affordable prices (Horowitz et al. 2007).
5
Introduction

6. 6
• Medical tourism, as it stands today, is an emerging phenomenon wherein
citizens, in most cases of industrialized nations, bypass services offered in
their own communities and travel to other destinations (many of which are less
developed countries) seeking high quality medical care at affordable prices.
Estimates vary, but McKinsey & Company and the Confederation of Indian
Industry put gross medical tourism revenues at more than $40 billion
worldwide in 2004. Others estimate the worldwide revenue at about $60
billion in 2006. McKinsey & Company projects that the medical tourism
industry will rise to $100 billion by 2012 (Herrick, 2007: 1).
Introduction

7. 7
• Today, Egypt appears to have all the ingredients of a medical tourism hub.
Weather, proximity to Europe, affordable prices for both treatments and tourism
attractions, a wide range of services at integrated medical centers, and
healthcare professionals with international education and training should make
Egypt a favorable destination for many. However, there are a number of
reasons Egypt falls short of claiming a share of the medical
tourism industry comparable to competing nations, such as
Jordan or South Africa.
ProblemStatement

8. • Medical tourism is the practice of travelling abroad in order
to receive medical treatment.
• Medical and healthcare services + Tourism and travel
services + Support services = MEDICAL TOURISM
8
What’s Medical Tourism

9. 9
• Examine medical tourism current situation in Egypt and compare it to
leading partners in the same industry field.
• Developed a clear vision and strategic objectives for the medical tourism
sector.
• Clarify the importance of Articulation and cooperation among relevant
authorities (official body representing different stakeholders to foster the
development of the industry and to sort out existing obstacles).
• Address the reward of Investment in the Support services.
• High light the need of a well-established “hospital management” concept
of with effective and efficient healthcare providers.
Objectives

10. 10
• To evaluate the competitive advantages of the
current potential criteria of the medical tourism
industry in Egypt as a fundamental step for future
development strategies.
Aim of the Study

11. 11
The following method to collect information for the project
 Experimental
Deep professional Interviews
) Head Sector of Curative care in MOHP, Hospital managers, The ministry
of communications, The Ministry of Aviation, wellness tourism)
process benchmarking technique
Exploratory
 Internet
 Magazines
 Newspaper
Methodology

12. Frame work
12

13. 13
1. Number of foreign patient at your facility
2. Awareness of the Egyptians about medical tourism (Including medical team)
3. Government support for medical tourism
4. Affordability of the provided health services
5. Accommodation facilities
6. Guest and patient satisfaction
7. Training and qualification of the working staff
8. Equipment
9. Treatment process( Hygenic, guidelines & satisfactory)
10. Suggested improvements and ideas
Deep professional Interview framework

14. 14
# Selected
Destination
Developed/Less
developed
Geographical
location
Established / potential
destination
1 India Less Developed Asia Established
2 Thailand Less Developed Far East Established
3 Singapore Developed Far East Established
4 Malaysia Less Developed Far East Established
5 Jordan Less Developed Middle East Established
6 Lebanon Less Developed Middle East Potential
7 UAE Less Developed Middle East Potential
8 Tunisia Less Developed North Africa Potential
9 Hungary Less Developed Europe Established
10 Turkey Less Developed Europe Established
11 Germany Developed Europe Established
12 South Africa Less Developed Africa Established
13 Costa Rica Less Developed South America Established
Benchmarking Technique

15. 15
Benchmark Parameters
Profile benchmarks:
 Policies and scale of investments
 Business structure and management
 Healthcare providers
 Product specialization
 Product quality and price
 Labour/personnel (doctors, nurses, tourist staff)
 Technology/research
 Main product strength and weaknesses
Service chain benchmarks:
Ambulance service
Support service standards: Infrastructure, airports, accessing roads …etc
Hotels and resorts
Main location standards
Leisure and tourism Urban cities, entertainment, shopping …etc
Medical tourism visas

16. 16
Benchmark Parameters
Performance benchmarks:
Medical tourism visitors
Estimated revenues
International /national accreditation
Marketing benchmarks:
Medical tourism marketing strategies
Medical tourism websites
Special travel agents
Distribution through tour operators/airlines
Attendance by healthcare providers at trade shows, exhibitions …etc
Links with major health insurance companies
Image

17. 17
 Deep professional Interviews:
• Geographically: Egypt has a strategic position: a transcontinental
nation, it possesses a land bridge (the Isthmus of Suez) between Africa
and Asia, traversed by a navigable waterway (the Suez Canal) that
connects the Mediterranean Sea with the Indian Ocean by way of the
Red Sea.
Conclusion

18. 18
 Deep professional Interviews:
• Tourism: Egypt has a wide range of beaches situated on the
Mediterranean and the Red Sea that extend to over 3,000 kilometres its
seas and beaches has serene waters, coloured coral reefs, rare fish
and beautiful mountains providing facilities for practising sea sports.
• the northern coast of the Mediterranean are major tourist's destinations
of the recreational tourism.
• With a lot of touristic activities in Egypt it's considered a fun place for
historical, religious, medical and entertainment tourism.
Conclusion

19. 19
 Deep professional Interviews:
Transportation Sector:
• Air Transportation: Egypt has international airports that are connected
worldwide.
• Egyptian National Railways that provide a railways network across the
country.
Conclusion

20. 20
 Benchmarking process
• it highlighted the importance of addressing different inter-dependent
areas for the development of medical tourism in Egypt. Such areas have
professionally been approached by other developing destinations as
parts of their ‘service value chain’.
• The use of competitive advantage approach implies the optimum use of
strength points and minimizes the negative impacts of weaknesses, has
helped such developing nations to possess a good image in the
international medical tourism market backed with a well organized
sector.
Conclusion

21. • The findings also emphasize the importance of identifying Egypt’s
points of strength, realizing its points of weaknesses and then crafting a
medical tourism strategy with clear competitive advantage pillars. The
Egyptian medical tourism strategy should be able to help Egypt reach
such competitive position.
• At the mean time, health tourism will increase the GDP in Egypt, and
will add stability to the economy, therefore attracting more foreign
investment.
21
Conclusion

22. 22
1. A well-established “hospital management” concept with effective and
efficient healthcare providers offering competitive medical tourism
products.
2. Develop bigger entities offering state-of-the-art medical services to
the international patients.
3. Published competitive prices of the services on internet.
4. Advancement in technology and research, and empowering hospitals
with the latest technology.
5. Excellence in certain treatments or specialties.
6. International accreditations and national accreditation system.
7. Attract international affiliation and partnership.
Recommendations

23. 23
8. Physicians with international credentials and fluent English.
9. Professional specialized human resources and nursing staff .
10. Advanced ambulance services.
11. Build strong ties with international health insurance companies.
12. Hosting and attending the international medical tourism events.
13. Airports services and facilities (picking up, fast track, equipped
lounge, well equipped medical centers and pharmacy and ambulance
center).
14. Facilitated Visa and Specialized travel agencies.
Recommendations

24. 24
15. Airlines offering special packages and services.
16. Hotels and resorts are well equipped and prepared to respond to the
special needs of patients (diets and nutrition).
17. Marketing strategy.
18. Websites (information and e-marketing).
Recommendations

25. 25