Strategic Planning Group Project Wiggs
Transcript of Strategic Planning Group Project Wiggs
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Welcome!
Clinic Coordinators and Surgeons April Meeting
A Company You Can Trust
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Refractive errorhttp://www.pcli.com/eye_library/index.html
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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
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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
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Core Values
Patient’s Family & Friends
Support
Involved In Care
Patients and Families
Honest and Forthright Medical Information
Environment
Calm,
Caring
Cheerful
Our Actions
Integrity
Honesty
Courage
PCLI
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True Success
Doing the Right Thing
For Right reason
Efficient, Quality eye care by professionals at
highest level
Communicating
Openly
Sharing Knowledge
Measure of Success
Complete Satisfaction of Doctors
PCLI
Core Values
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Vision
Co-management
Quality Care
Mutual Trust
Respect
Skilled Doctors
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Locations
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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
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Potential Growth
• Large market for services
• Large staff to provide services
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Potential Improvements
• Cost
• Advertising
• Number of clinics
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External Assessment
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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
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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
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Social/Demographic
• PCLI network of 150 family optometric physicians
• 150 million Americans wear corrective eyewear
• Service region population of nearly 6.5 million people
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Technological
• Advancing laser technology
• Eye tracking system developed by Dr. Ford
• “Mobile” technology allowing centers to expand market share
• Custom LASIK technologies
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Competitor Analysis
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STRENGTHS WEAKNESSES
Eye ConsultantsSpokane, WA
•Wide Range of Services•Continuity•Convenience
•No LASIK Focus•Limited LASIK Procedures•Below Cost Pricing
Empire EyeSpokane, WA
•Specialty Surgery Center•Local Surgeon
•No basic eye care services•Rely on Referrals
TLC Laser Eye Centers, IncOntario and Seattle, WA
•Largest LASIK provider in US•Partnership with VSP’s•Employee Discounts
•No Basic Eye Care•Weaker Regional Presence
Laser Vision CentersSt Louis, MS
•Mobile Lasers•Presence in Rural Areas
•No Basic Eye Care•Weak Regional Presence
LASIK Vision CorporationVancouver, BC
•Canadian and US Presence•Rapid Expansion•Lower Cost•Avoid Royalties
•“Price War”•High Volume, Lacks PCLI “Patient-Centered” Focus
Lexington Laser VisionVancouver, BC
•Aggressive Advertising•Fast Access to Developing Technology
•Long waits•Far traveling distance•Poor patient follow-up
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TOWS: Main Points
• Internal Weaknesses
– Cost
– Advertising
– Number of clinics
• External Threats
– Canada
– Local competitors
– FDA
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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
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Fix-Its
• Alliances
• Emphasis on quality
• Managed care packages
• Marketing
• Pricing
• Expand days
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Objectives and Strategies
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Increase PCLI’s Referring Physician
Base By 20% By Fy20xxq2
• Establish relationships with Vision Service Plans (VSP)
• Raise awareness of PCLI amongst local ODs
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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
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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
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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
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Tactics
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Q2 20XX
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Q3 20XX
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Q4 20XX
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Website Enhancements
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Solicit Plan Feedback at Clinic Coordinator &
Surgeon Monthly Meeting
Communicate Plan at
“All Staff” Meeting
Obtain Final Plan Approval
Establish & Communicate Goals, Roles &
Responsibilities of Each Implementation Member
Measure & Communicate Progress & Successes
Implementation Plan
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Contingency Plan
• Consolidate LASIK services
• Increase local marketing
• Stress quality by focusing on outcomes