It is ironic that conferences on best practice in healthcare are dominated by Americans – the people who have the world’s most dysfunctional healthcare system. Israel and Taiwan are much better bets. So how do they do it?
Stripping away M&A and financial things like indebtedness, all for-profit healthcare businesses will succeed or fail based on these three parameters. And all can be measured along them, too.
Healthspring started with a vision of building a pan-India primary health care network with a focus on preventive care and putting the customer first. It did this by meeting unmet needs in the consumer space – from safe and modern facilities to providing all required consumer primary care needs under one roof, ensuring a high level of customer service and making customer feedback a key metric in all decisions
Many health care service groups have a multiplicity of different brands. MediGroup, a Serbian health care group with 2017 revenues of €30m chose to align all its operations under one brand and created a new communication platform around the question “How are you today?” The result was a 3% increase in brand awareness in one year alongside a 10% increase in calls and 18% increase in visits.
Medicover Poland created a mobile application at the end of 2016 that allows patients to manage their health from anywhere in the world. The platform allows patients to make appointments, access test results, message the doctor and nursing staff, order prescriptions and access Medicover’s telemedicine platform for remote consultations. Over 130,000 have used the service, with 40,000 going on to become regular users.
When evaluating its patient base in the UAE in 2016, NMC found that the majority came from the Indian sub-continent and the general perception was that it was an Indian healthcare brand. To change this and to increase expat and Emirati patients, NMC introduced a new “Royal” brand of hospital, which focused on the preferences of expats and Emiratis for a personalised care service adding to the overall patient experience. The leading non-Royal brand NMC hospital has 45% of its patients from India, 2% Western expats and 8% UAE national. With the new Royal brand, this ratio was reversed with 45% UAE nationals, 10% Western Expats and 15% from India. Here is how.
Mehilainen, the big Finnish occupational outpatient group has been sold in a deal valued at around €1.8bn to CVC by Triton and KKR. We talk to Mehilainen CEO Janne-Olli Järvenpää about the deal and growth plans. Will he look outside Finland?
The sale or IPO of Finnish healthcare group Mehiläinen might come after the country's parliament votes on SOTE in June. We talk to an advisor about why waiting makes sense and which of the two exit options its private equity owners will opt for.
European private medical insurers are seeing big savings when they vertically integrate or use intermediaries to ensure that patients see the right doctors.
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