1) The document provides information about Pacific Cataract and Laser Institute (PCLI), including its history, mission, values, services, strengths, and opportunities for growth.
2) PCLI aims to develop strategic objectives and tactics to increase its referring physician base by 20%, LASIK patients by 10%, and market share to 55% while reducing costs by 5%.
3) Tactics include establishing relationships with vision plans, marketing to potential patients, and leveraging mobile services to expand access to care.
Lasik Vision Corporation was founded in 1997 by Hugo Sutton and Michael Henderson to perform LASIK eye surgery. Henderson aimed to cut costs and aggressively expand the business, opening new clinics rapidly. However, many patients were not properly screened and lawsuits emerged. Henderson was fired in 2000 due to improper financial dealings. The price war Henderson initiated bankrupted both Lasik Vision and the company that acquired it, Icon Laser Eye Centers.
HealthTrust Renews Agreement With BSN medical for Splinting and CastingJulie Davis
HealthTrust, a leading healthcare total cost management organization, has renewed its agreement with BSN medical to provide splinting and casting products to HealthTrust members. The renewal agreement gives HealthTrust members access to BSN medical's latest technologies for non-invasive fracture management, including the Delta Lite casting system and Ortho-Glass splinting system. BSN medical is pleased to continue its relationship with HealthTrust and provide members with high-value orthopedic products to help optimize patient care.
This issue features the following pieces:
The Dark Side of Quality
Quality and Other Components of the Value Proposition
What Do Hospitals Want From Anesthesia Groups?
The Physician-Owned Management Services Organization
Should You Apologize for a Poor Outcome?
Thinking of Investing In, or Renting Space In, an ASC?
ICD-10 is the Latest Y2K: The Potential Impact on Provider Revenue
This slide deck presentation shows in detail the work of creative partners and visual storytellers, Peter Lien and Scott Nibauer. Where the Video presentation allows you to meet them and understand their process, this slid deck shows you who they work for and what they have done. More information may be found at"
patientclarity.com and lnphoto.com
Plastic surgery has become more affordable for many people due to financing options from lenders and plastic surgeons, and lower overall costs. Lenders now offer financing for cosmetic procedures similar to auto loans, and plastic surgeons accept credit cards and payment plans. While advertised prices may seem low, total costs can vary significantly depending on facility fees, anesthesia, supplies, and need for follow-up care or revisions. It is important to consider the full costs and qualifications of the surgical team rather than just the lowest price. Common procedures like liposuction and tummy tucks typically range from $5,500 to $25,000 including surgeon fees, facility costs, and follow-up care.
The Hospital and Healogics Shared Responsibilities for wound care successJoseph Nie
Healogics takes the lead role in providing wound care expertise and developing clinical practice guidelines based on evidence-based best practices. However, achieving wound care success requires a shared responsibility between Healogics and hospitals. Hospitals provide facilities, negotiate payer contracts, and make clinicians available for training to support the wound care centers. Healogics also leverages the largest wound care database to measure adherence to guidelines and promote accountability.
Surgeon Executive Keynote: Volume and Value - OMTEC 2018April Bright
The phrase “Volume to Value” has become so overused that it’s devoid of meaning. What hospitals mean when describing “Volume to Value” are changes that need to be made to the mix of product and service offerings in order to answer patients' demands and increase profitability, strategies any smart business should adopt. After all, if a product is properly priced and perceived as providing value to customers, there should be a rise in demand and volume. Dr. Mark I. Froimson, a surgeon executive and thought leader on value-based healthcare, will provide guidance on what’s driving hospital decisions for products and services and the impact on device company price and value.
Healthcare Reform & Physician Loyalty: What Can CRM Do To Support ACOs?Perficient, Inc.
Martin Sizemore, Enterprise Architect at Perficient, and Lisa Anderson, CRM Solution Architect at Perficient, discuss Consumerism in Healthcare, Physician Practice Challenges & Alignment, and provide a Physician Loyalty Campaign Demo
Lasik Vision Corporation was founded in 1997 by Hugo Sutton and Michael Henderson to perform LASIK eye surgery. Henderson aimed to cut costs and aggressively expand the business, opening new clinics rapidly. However, many patients were not properly screened and lawsuits emerged. Henderson was fired in 2000 due to improper financial dealings. The price war Henderson initiated bankrupted both Lasik Vision and the company that acquired it, Icon Laser Eye Centers.
HealthTrust Renews Agreement With BSN medical for Splinting and CastingJulie Davis
HealthTrust, a leading healthcare total cost management organization, has renewed its agreement with BSN medical to provide splinting and casting products to HealthTrust members. The renewal agreement gives HealthTrust members access to BSN medical's latest technologies for non-invasive fracture management, including the Delta Lite casting system and Ortho-Glass splinting system. BSN medical is pleased to continue its relationship with HealthTrust and provide members with high-value orthopedic products to help optimize patient care.
This issue features the following pieces:
The Dark Side of Quality
Quality and Other Components of the Value Proposition
What Do Hospitals Want From Anesthesia Groups?
The Physician-Owned Management Services Organization
Should You Apologize for a Poor Outcome?
Thinking of Investing In, or Renting Space In, an ASC?
ICD-10 is the Latest Y2K: The Potential Impact on Provider Revenue
This slide deck presentation shows in detail the work of creative partners and visual storytellers, Peter Lien and Scott Nibauer. Where the Video presentation allows you to meet them and understand their process, this slid deck shows you who they work for and what they have done. More information may be found at"
patientclarity.com and lnphoto.com
Plastic surgery has become more affordable for many people due to financing options from lenders and plastic surgeons, and lower overall costs. Lenders now offer financing for cosmetic procedures similar to auto loans, and plastic surgeons accept credit cards and payment plans. While advertised prices may seem low, total costs can vary significantly depending on facility fees, anesthesia, supplies, and need for follow-up care or revisions. It is important to consider the full costs and qualifications of the surgical team rather than just the lowest price. Common procedures like liposuction and tummy tucks typically range from $5,500 to $25,000 including surgeon fees, facility costs, and follow-up care.
The Hospital and Healogics Shared Responsibilities for wound care successJoseph Nie
Healogics takes the lead role in providing wound care expertise and developing clinical practice guidelines based on evidence-based best practices. However, achieving wound care success requires a shared responsibility between Healogics and hospitals. Hospitals provide facilities, negotiate payer contracts, and make clinicians available for training to support the wound care centers. Healogics also leverages the largest wound care database to measure adherence to guidelines and promote accountability.
Surgeon Executive Keynote: Volume and Value - OMTEC 2018April Bright
The phrase “Volume to Value” has become so overused that it’s devoid of meaning. What hospitals mean when describing “Volume to Value” are changes that need to be made to the mix of product and service offerings in order to answer patients' demands and increase profitability, strategies any smart business should adopt. After all, if a product is properly priced and perceived as providing value to customers, there should be a rise in demand and volume. Dr. Mark I. Froimson, a surgeon executive and thought leader on value-based healthcare, will provide guidance on what’s driving hospital decisions for products and services and the impact on device company price and value.
Healthcare Reform & Physician Loyalty: What Can CRM Do To Support ACOs?Perficient, Inc.
Martin Sizemore, Enterprise Architect at Perficient, and Lisa Anderson, CRM Solution Architect at Perficient, discuss Consumerism in Healthcare, Physician Practice Challenges & Alignment, and provide a Physician Loyalty Campaign Demo
ACO = HIE + Analytics - a Healthcare IT PresentationPerficient, Inc.
ACO = HIE + Analytics. An ACO requires health information exchange capabilities to integrate clinical and claims data from various sources. It also requires advanced analytics to enable predictive modeling, population health management, and performance tracking against metrics like quality, costs, and health outcomes. The combination of HIE and analytics provides ACOs with insights needed to improve care coordination, reduce costs, and enhance overall population health.
This document discusses office-based surgery and its advantages over hospital-based procedures. It notes that over 12 million outpatient surgeries per year are now performed in doctors' offices. Office-based surgery offers higher reimbursements for physicians, more control over scheduling and care, and lower costs and greater convenience for patients. Setting up an office-based surgery center requires considerations around finances, state laws, facility requirements, billing, equipment, staffing, and quality oversight. Choosing experts with experience in multiple clinical and operational areas can help ensure the success of office-based procedural labs.
The document outlines a 9-step process for developing a comprehensive marketing plan. It discusses identifying target audiences, determining how to reach them, measuring results, and making adjustments. Key steps include conducting preliminary research, performing a situation analysis, creating a creative brief, analyzing audiences, selecting methods to reach targets, setting a budget, and identifying specific tactics. An example marketing plan timeline and budget is also provided.
ACO = HIE + Analytics: Enabling Population Health ManagementPerficient, Inc.
An ACO aims to improve healthcare delivery and population health outcomes while lowering costs. It coordinates patient care across providers to share financial risk and responsibility for a given population. Key components include primary care physicians, specialists, hospitals, and mechanisms for care coordination. Success is defined by achieving the triple aim of better patient experience of care, improved population health outcomes, and lower per capita costs.
Towards informed and innovative commissioning, Workshop for LKS October 2013suelb
This document provides an overview of a workshop on commissioning for library and knowledge services. It discusses key topics around commissioning including defining commissioning, understanding customers, gathering evidence, and demonstrating best value. Commissioning aims to allocate resources to maximize health gains for a population. Understanding customer needs is important, as is using a plurality of evidence, including both clinical and non-clinical sources, to make informed decisions. Library services can add value by providing targeted information to support commissioning, and it's important they clearly demonstrate their impact and benefits through metrics like timeliness and client satisfaction.
Physician experience management requires an understanding of functional and emotional needs, key activities and touchpoints. This case study highlights the successes at Cleveland Clinic in creating an exceptional physician experience.
Delivering care in efficient environment medicall 2011 [compatibility mode]Satishkumar Durairajan
This document discusses delivering efficient healthcare in challenging environments. It outlines issues like controlling costs, government regulations, and new technologies. It discusses what patients and hospitals want, including favorable outcomes, safety, and controlling costs. The document proposes addressing these challenges through quality improvement approaches like Lean, Six Sigma, and reducing waste. It provides examples of applying Lean Six Sigma in healthcare to improve processes and outcomes.
This document provides information on the marketing communications services of HealthFlash, including:
- An overview of the creative communications services they provide such as public relations campaigns, press kits, articles, brochures, and video presentations.
- Bios of the account leadership including their experience in public relations and medical industries.
- Bios of the account team members and their public relations and marketing communications backgrounds.
This document describes Physicians Proviso (P2), an organization that aims to support independent physicians. P2 provides advocacy, education, and collaboration to help increase physicians' profitability. It also surveys physicians to understand challenges like high costs, dealing with insurance, and electronic health records that cause many to leave private practice. P2 connects physicians to partner companies offering practice management, disease management, personalized prescriptions, and other services. The organization is led by an Executive Leadership Council of prominent physicians and aims to give members more control, reduce risks, and maximize revenue through these partnerships and services.
This document discusses efforts to reform the UK National Health Service (NHS) to balance quality, values, money, and power. It summarizes various approaches that have been tried, including commissioning reforms, target-setting, regulation, models of care, and quality initiatives. However, these have faced challenges from a crowded policy landscape constraining innovation. Going forward, it argues for a mixed model with differentiated organizational forms and incentives for different types of care, more local discretion, redefined roles and relationships, negotiation of quality objectives, increased patient influence, use of data/IT to support innovation, and "regulation light" to provide more flexibility.
A Look Under the Hood: 5 Critical Questions You Should be Asking about ACOsSheri Litchford
The document discusses 5 critical questions about Accountable Care Organizations (ACOs): 1) what an ACO is, 2) whether ACOs are failing, 3) if there is money to be made through ACOs, 4) examples of successful ACOs, and 5) the information technology costs of ACOs. It provides details on these topics, including definitions of ACOs, perspectives on their viability, examples of ACOs that have generated savings, and the types of IT systems needed to support ACO operations and goals such as quality reporting, cost control and care management.
What Healthcare is Learning from ManufacturingLeanTalentFind
How experts from manufacturing are helping to redefine healthcare delivery. Ted Stiles, Partner at Stiles Associates delivered this presentation at the 2012 NE Shingo Prize for Operational Excellence Conference on September 25, 2012
Presentation at mHealth Israel Investors Summit by Tom Sudow, Head of Business Development: "Successful Commercialization – The Cleveland Clinic Story". The mission is to promote Innovation via Commercialization by bringing new innovations into widespread clinical practice, protecting the intellectual property underlying the innovations, optimizing the value returned for those innovations, and growing the regional economy.
This document discusses challenges in clinical development such as slow patient enrollment and difficulties managing studies. It then introduces Boston Clinical Research which focuses on developing customized clinical strategies and integrating clinical trials with other aspects of drug development. They take a flexible approach working closely with clients and donating a percentage of costs to local charities.
Indiana University Health is a large healthcare system comprised of 20 hospitals and over 21,000 employees across Indiana. As the largest healthcare system in the state, it has a unique partnership with Indiana University School of Medicine. The system is focused on improving patient care, education, research, and community service. It aims to create a patient-centered model that promotes value-based care and coordinates services across its hospitals and physicians. To achieve this, it works on aligning incentives between clinical staff and administrators, standardizing products and processes, and reducing unnecessary costs and variation in care delivery.
The Leadership Pipeline: Cultivating Your Organization’s High Potential Emplo...Modern Healthcare
The Leadership Pipeline: Cultivating Your Organization’s High Potential Employees – Joseph Cabral at Modern Healthcare's 8th annual Workplace of the Future Conference on Wednesday, October 14, 2015 at the Omni Hotel in Nashville Tennessee.
The document provides a business plan for establishing the Northern Virginia Physician Alliance (NVPA) to acquire physician practices in rural areas near Washington D.C. The plan outlines objectives to expand services, a private non-profit structure, and competing healthcare systems seeking to acquire practices. It proposes acquiring rural primary care practices in Phase I, suburban primary care practices in Phase II, and specialty practices in Phase III. The plan details operations, marketing, implementation timeline, finances projecting growth and profitability, and metrics to measure success in areas like quality, satisfaction, and regulatory compliance.
Quality&Info Management Ed Presentationcbw0109
The document discusses implementing Lean methodology to improve the emergency department (ED) process and efficiency at a hospital. It notes that data from 2010 highlighted areas in the ED needing improvement. The Lean methodology aims to improve operational flow and reduce costs using fewer resources. The document includes the current ED flow chart and metrics showing patients left without being seen. It performs a root cause analysis, concluding that process improvement is imperative due to triage flow issues and inadequate staffing slowing throughput. An action plan is proposed to implement Lean process changes to the ED, including hiring mid-level providers for triage and ongoing assessment of metrics to monitor improvements.
ACO = HIE + Analytics - a Healthcare IT PresentationPerficient, Inc.
ACO = HIE + Analytics. An ACO requires health information exchange capabilities to integrate clinical and claims data from various sources. It also requires advanced analytics to enable predictive modeling, population health management, and performance tracking against metrics like quality, costs, and health outcomes. The combination of HIE and analytics provides ACOs with insights needed to improve care coordination, reduce costs, and enhance overall population health.
This document discusses office-based surgery and its advantages over hospital-based procedures. It notes that over 12 million outpatient surgeries per year are now performed in doctors' offices. Office-based surgery offers higher reimbursements for physicians, more control over scheduling and care, and lower costs and greater convenience for patients. Setting up an office-based surgery center requires considerations around finances, state laws, facility requirements, billing, equipment, staffing, and quality oversight. Choosing experts with experience in multiple clinical and operational areas can help ensure the success of office-based procedural labs.
The document outlines a 9-step process for developing a comprehensive marketing plan. It discusses identifying target audiences, determining how to reach them, measuring results, and making adjustments. Key steps include conducting preliminary research, performing a situation analysis, creating a creative brief, analyzing audiences, selecting methods to reach targets, setting a budget, and identifying specific tactics. An example marketing plan timeline and budget is also provided.
ACO = HIE + Analytics: Enabling Population Health ManagementPerficient, Inc.
An ACO aims to improve healthcare delivery and population health outcomes while lowering costs. It coordinates patient care across providers to share financial risk and responsibility for a given population. Key components include primary care physicians, specialists, hospitals, and mechanisms for care coordination. Success is defined by achieving the triple aim of better patient experience of care, improved population health outcomes, and lower per capita costs.
Towards informed and innovative commissioning, Workshop for LKS October 2013suelb
This document provides an overview of a workshop on commissioning for library and knowledge services. It discusses key topics around commissioning including defining commissioning, understanding customers, gathering evidence, and demonstrating best value. Commissioning aims to allocate resources to maximize health gains for a population. Understanding customer needs is important, as is using a plurality of evidence, including both clinical and non-clinical sources, to make informed decisions. Library services can add value by providing targeted information to support commissioning, and it's important they clearly demonstrate their impact and benefits through metrics like timeliness and client satisfaction.
Physician experience management requires an understanding of functional and emotional needs, key activities and touchpoints. This case study highlights the successes at Cleveland Clinic in creating an exceptional physician experience.
Delivering care in efficient environment medicall 2011 [compatibility mode]Satishkumar Durairajan
This document discusses delivering efficient healthcare in challenging environments. It outlines issues like controlling costs, government regulations, and new technologies. It discusses what patients and hospitals want, including favorable outcomes, safety, and controlling costs. The document proposes addressing these challenges through quality improvement approaches like Lean, Six Sigma, and reducing waste. It provides examples of applying Lean Six Sigma in healthcare to improve processes and outcomes.
This document provides information on the marketing communications services of HealthFlash, including:
- An overview of the creative communications services they provide such as public relations campaigns, press kits, articles, brochures, and video presentations.
- Bios of the account leadership including their experience in public relations and medical industries.
- Bios of the account team members and their public relations and marketing communications backgrounds.
This document describes Physicians Proviso (P2), an organization that aims to support independent physicians. P2 provides advocacy, education, and collaboration to help increase physicians' profitability. It also surveys physicians to understand challenges like high costs, dealing with insurance, and electronic health records that cause many to leave private practice. P2 connects physicians to partner companies offering practice management, disease management, personalized prescriptions, and other services. The organization is led by an Executive Leadership Council of prominent physicians and aims to give members more control, reduce risks, and maximize revenue through these partnerships and services.
This document discusses efforts to reform the UK National Health Service (NHS) to balance quality, values, money, and power. It summarizes various approaches that have been tried, including commissioning reforms, target-setting, regulation, models of care, and quality initiatives. However, these have faced challenges from a crowded policy landscape constraining innovation. Going forward, it argues for a mixed model with differentiated organizational forms and incentives for different types of care, more local discretion, redefined roles and relationships, negotiation of quality objectives, increased patient influence, use of data/IT to support innovation, and "regulation light" to provide more flexibility.
A Look Under the Hood: 5 Critical Questions You Should be Asking about ACOsSheri Litchford
The document discusses 5 critical questions about Accountable Care Organizations (ACOs): 1) what an ACO is, 2) whether ACOs are failing, 3) if there is money to be made through ACOs, 4) examples of successful ACOs, and 5) the information technology costs of ACOs. It provides details on these topics, including definitions of ACOs, perspectives on their viability, examples of ACOs that have generated savings, and the types of IT systems needed to support ACO operations and goals such as quality reporting, cost control and care management.
What Healthcare is Learning from ManufacturingLeanTalentFind
How experts from manufacturing are helping to redefine healthcare delivery. Ted Stiles, Partner at Stiles Associates delivered this presentation at the 2012 NE Shingo Prize for Operational Excellence Conference on September 25, 2012
Presentation at mHealth Israel Investors Summit by Tom Sudow, Head of Business Development: "Successful Commercialization – The Cleveland Clinic Story". The mission is to promote Innovation via Commercialization by bringing new innovations into widespread clinical practice, protecting the intellectual property underlying the innovations, optimizing the value returned for those innovations, and growing the regional economy.
This document discusses challenges in clinical development such as slow patient enrollment and difficulties managing studies. It then introduces Boston Clinical Research which focuses on developing customized clinical strategies and integrating clinical trials with other aspects of drug development. They take a flexible approach working closely with clients and donating a percentage of costs to local charities.
Indiana University Health is a large healthcare system comprised of 20 hospitals and over 21,000 employees across Indiana. As the largest healthcare system in the state, it has a unique partnership with Indiana University School of Medicine. The system is focused on improving patient care, education, research, and community service. It aims to create a patient-centered model that promotes value-based care and coordinates services across its hospitals and physicians. To achieve this, it works on aligning incentives between clinical staff and administrators, standardizing products and processes, and reducing unnecessary costs and variation in care delivery.
The Leadership Pipeline: Cultivating Your Organization’s High Potential Emplo...Modern Healthcare
The Leadership Pipeline: Cultivating Your Organization’s High Potential Employees – Joseph Cabral at Modern Healthcare's 8th annual Workplace of the Future Conference on Wednesday, October 14, 2015 at the Omni Hotel in Nashville Tennessee.
Similar to Strategic Planning Group Project Wiggs (20)
The document provides a business plan for establishing the Northern Virginia Physician Alliance (NVPA) to acquire physician practices in rural areas near Washington D.C. The plan outlines objectives to expand services, a private non-profit structure, and competing healthcare systems seeking to acquire practices. It proposes acquiring rural primary care practices in Phase I, suburban primary care practices in Phase II, and specialty practices in Phase III. The plan details operations, marketing, implementation timeline, finances projecting growth and profitability, and metrics to measure success in areas like quality, satisfaction, and regulatory compliance.
Quality&Info Management Ed Presentationcbw0109
The document discusses implementing Lean methodology to improve the emergency department (ED) process and efficiency at a hospital. It notes that data from 2010 highlighted areas in the ED needing improvement. The Lean methodology aims to improve operational flow and reduce costs using fewer resources. The document includes the current ED flow chart and metrics showing patients left without being seen. It performs a root cause analysis, concluding that process improvement is imperative due to triage flow issues and inadequate staffing slowing throughput. An action plan is proposed to implement Lean process changes to the ED, including hiring mid-level providers for triage and ongoing assessment of metrics to monitor improvements.
This document discusses Bayes' theorem and how it can be used to determine the post-test probability of a condition based on the pre-test probability, test sensitivity, and test specificity. It provides an example of using Bayes' theorem to calculate the probability that a patient has dementia given that their test result was positive, when the pre-test probability, sensitivity and specificity of the test are known. The key steps of Bayes' theorem are defined.
The document discusses a proposal to expand a laboratory's services to include molecular testing for HPV, HSV, CT/NG, and vaginitis panels in order to reduce outsourcing costs. Various modeling methods like optimization, simulation, and sensitivity analysis were used to explore uncertainties and determine test volumes, staffing needs, and cost savings. The recommendations are to expand services with 5 FTEs prioritizing HPV, HSV, vaginitis, and CT/NG testing to optimize $38 million in annual savings while ensuring flexibility and demand monitoring.
Strategic Planning and Marketing Presentationcbw0109
The document outlines the marketing plan of the Community Blood Center of the Carolinas (CBCC) for 2004. It discusses CBCC's external environment, including regulations and economic/social factors. An internal assessment looks at CBCC's strengths in quality and staff and weaknesses in market share. The plan sets objectives to increase awareness, repeat donors, new donors, and sponsors. Strategies and tactics are provided to achieve each objective and make CBCC the preferred blood donation choice in its service area.
Obesity Health Care Costs And The Reallocation Tocbw0109
This document discusses obesity's contribution to rising healthcare costs in the US and proposes reallocating some of those costs through taxes on unhealthy foods. It finds that in 2007, 74.1% of Americans were overweight or obese, costing $168 billion annually in direct and indirect healthcare costs. The authors propose special taxes on carbonated drinks and potato chips, which could generate $15 billion annually. This revenue could fund health promotion programs to address market failures in the food industry and educate people on nutrition, portion control, and weight loss. Specific program examples from West Virginia, Virginia, and the National Cancer Institute are provided, showing potential cost savings from reduced obesity-related healthcare costs.
3. Our Mission
• Specializing in medical and surgical eye
treatment.
• High Caliber Medical care in the areas of
– Lasik Surgery
– Cataract Surgery
– Glaucoma Care
– Corneal Care
– Eyelid surgery
– Retinal Care
4. History
• Founded in 1985 in Chehalis, Washington
– Dr. Robert O. Ford
– Owner and CEO
– “ I would like my organization to cast a positive light
on the Creator of this marvelous machine—the
human eye”
• Pacific Cataract and Laser Institute is the story of
a group of physicians who bring a human touch
to the sophistication of eye surgery
5. Core Values
Patient’s Family & Friends Patients and Families
Support Honest and Forthright
Involved In Care Medical Information
PCLI
Our Actions
Environment
Integrity
Calm,
Honesty
Caring
Courage
Cheerful
6. Core Values
True Success Efficient, Quality eye
Doing the Right Thing care by professionals at
For Right reason highest level
PCLI
Communicating Measure of Success
Openly Complete Satisfaction
Sharing Knowledge of Doctors
9. Our Strengths
• Good working relationship with ODs
– Network of 150 referring physicians
• Entrenched value system aligned with goals
• View eye health as something more than material
goods
• Surgeons are versed in multiple techniques
• Better results and higher quality than Canadian
clinics
• Dr. Ford is a leader in developing improved
processes for eye surgery
13. Legislative/Political
• Excimer lasers approved by the FDA October
1995
• FDA, AAO, and National Eye Institute release
position statements and marketing guidelines
for LASIK
• FDA regulations restrict use of new medical
devices in U.S. until appropriate clinical trials
performed
14. Economic
• Consumer driven health care service
• Royalties due to manufacturer for use of LASIK
devices
• Favorable Canadian exchange rate
• Typical PCLI customer pays between $1700
and $2000 per eye
15. Social/Demographic
• PCLI network of 150 family optometric
physicians
• 150 million Americans wear corrective
eyewear
• Service region population of nearly 6.5 million
people
16. Technological
• Advancing laser technology
• Eye tracking system developed by Dr. Ford
• “Mobile” technology allowing centers to
expand market share
• Custom LASIK technologies
18. STRENGTHS WEAKNESSES
Eye Consultants •Wide Range of Services •No LASIK Focus
Spokane, WA •Continuity •Limited LASIK Procedures
•Convenience •Below Cost Pricing
Empire Eye •Specialty Surgery Center •No basic eye care services
Spokane, WA •Local Surgeon •Rely on Referrals
TLC Laser Eye Centers, Inc •Largest LASIK provider in US •No Basic Eye Care
Ontario and Seattle, WA •Partnership with VSP’s •Weaker Regional Presence
•Employee Discounts
Laser Vision Centers •Mobile Lasers •No Basic Eye Care
St Louis, MS •Presence in Rural Areas •Weak Regional Presence
LASIK Vision Corporation •Canadian and US Presence •“Price War”
Vancouver, BC •Rapid Expansion •High Volume, Lacks PCLI “Patient-
•Lower Cost Centered” Focus
•Avoid Royalties
Lexington Laser Vision •Aggressive Advertising •Long waits
Vancouver, BC •Fast Access to Developing •Far traveling distance
Technology •Poor patient follow-up
19.
20. TOWS: Main Points
• Internal Weaknesses • External Threats
– Cost – Canada
– Advertising – Local competitors
– Number of clinics – FDA
21. Our Weaknesses
• ODs serve as gatekeepers to surgery
• Cost of procedures is higher than competitors
• Limited operating days for surgery
• Practice area is diverse
– Equipment needs for diverse practice area
• PCLI currently only conducts minimal
advertising
22. Fix-Its
• Alliances
• Emphasis on quality
• Managed care packages
• Marketing
• Pricing
• Expand days
24. Increase PCLI’s Referring Physician
Base By 20% By Fy20xxq2
• Establish relationships with Vision Service
Plans (VSP)
• Raise awareness of PCLI amongst local ODs
25. Increase LASIK Patients By 10%
By Fy20xxq4
• Market and promote services, location, brand
attributes (quality, expertise, etc.) to potential
patients
• Align with managed care plans to offer patient
discounts
• Leverage current relationships with ODs to offer
incentives for referrals
• Integrate mobile services into PCLI’s offerings
• Leverage satisfied patients for marketing efforts
26. Reduce Operating Costs By 5%
Fy20xxq3
• Leverage increased patient base to negotiate
lower prices from suppliers
• Evaluate role of internal OD as surgery
gatekeeper
• Maximize use of equipment at each clinic
• Re-evaluate the use of company
jets/centralize procedures
27. Achieve 55% Market Share By
Fy20xxq4
• Develop new package-based pricing structure
• Educate Washington state residents on quality
and safety issues surrounding LASIK surgery
• Maintain integrity of PLCI’s core values
33. Implementation Plan
Solicit Plan Feedback at
Clinic Coordinator &
Surgeon Monthly Meeting
Measure & Communicate Communicate Plan at
Progress & Successes “All Staff” Meeting
Establish & Communicate
Goals, Roles & Obtain Final Plan
Responsibilities of Each Approval
Implementation Member
Left Click to open hyperlink. Various videos to select from other than refractive error.
PCLI has offices are primarily located in Washington State- with offices in Believue, Bellingham, Chehalis, Kennewick, Olympia, Sliverdale, Spokane, Tacoma, Vancouver, Yakima. PCLI also had offices surrounding states with offices in Anchorage Alaska, Boise and Lewiston, Idaho, Great Falls, Montana, Albuquerque, New Mexico, Portland and Tualatin, Oregon.
Todd, Brian, Eliana, KellyI lost Lindas Intro slides
KP – GET ACTUAL PRICES OUT OF CASE Internal Strengths - PCLI has one of the countries leading experts in LASIK in Dr. Ford. Surgeons have higher success rates and lower complication rates than Canadian peers. PCLI has strong values and believes in caring for the patients – not just making money. Internal Weaknesses – cost is higher than competitors, we do not advertise and our competitors advertise heavily, especially the Canadian clinics. We have a large number of clinics and perhaps LASIK services are not provided in enough of them. Internal Opportunities – there is a large market in which to draw patients. Many doctors who specialize in various services. External Threats – Hard to compete with price in Canada, many local competitors, FDA is slow to approve new technology
Align with ODs to market to their clients. Stress quality outcomes of our surgeons and this differentiates us from our competitors. Align with managed care vision plan providers to market packages to their members. Increase marketing in local market aimed at convincing patients to stay in local area for surgery. Evaluate whether or not we can reduce our prices without sacrificing quality. If we cannot, consider package pricing for services. Consider expanding locations/days of LASIK services available.
If it is not possible to partner with vision care plans or to reduce our prices in order to continue to provide quality, then we can consolidate LASIK services in a few locations to reduce costs. If we cannot compete with the prices in Canada, we can advertise locally to stress quality and convenience of locations. Stress the positive outcomes and the lower complications rates of our surgeons.