INDUSTRY HEADLINES

>13 July 2006, Nightly Business Report; PBS.Org ::: "Bill of Health - Medical Tourism"

"American companies have long outsourced their high-cost U.S. operations to low-cost foreign countries. Now, some American consumers are doing the same for their major medical care."

(Click here for link)

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>2 July 2006, United Press International ::: "The allure of Medical Tourism" 

"The advantages outweigh the disadvantages when you consider the cost, the service and the location."

(Click here for link)

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

At DAL we believe that success comes from having everyone moving in the same direction, following the same plan.

 

How does an early stage company with global ambitions achieve its goals? The answer: DAL is a company defined by 5 Building Blocks to Success. They are:

1. Introduce a new and revolutionary approach to how patients, physicians and healthcare companies work together to meet the patient’s needs:

DAL is a company committed to providing strategic services vital to the long-term success of our clients. Since DAL is in the business of helping clients successfully implement improvement changes, we are uniquely positioned between the physicians, facilities and patients to effect these mutual improvements and benefits.^[1]

We do not see nominal, continuous improvement as enough to deliver the type of healthcare patients expect in today’s business environment. Helping our clients take decisive steps and chart new means of interacting with each other is characteristic of the type of work DAL does. Our business is to help the patient, physician and the clinical facility make quantum leaps, successfully. One of the most effective ways of delivering better patient care is through teamwork. We foster patient–physician–facility teamwork by helping all parties discover and transfer new perspectives on how to attain better levels of achievement. Working with all parties, we move plans to action and ideas to results.

2. Develop solutions based on a strategic theme:

Although our clients are spread globally and are diverse in character and operating culture, there are several underlying themes that are common to the problems they face:

- Physicians need workable solutions to the complex and challenging changes taking place in healthcare.

- Healthcare facilities need to move quickly to address market changes directly and constructively, or their cost of operation will quickly burden the level and quality of healthcare they are able to provide. Facility managers who succumb to this find they are unable to deliver the level of care patients demand and expect, with a corresponding impact on both the quality of their service and the bottom line.

- Notwithstanding the world class level of medical care available in the US, from the perspective of working with the business side of the industry, most patients see the healthcare industry as a disaster. Soaring costs, complex restrictions on covered services, lack of follow up, difficulties in matching needs to physicians and endless communication problems all create the image of an industry in trouble.

DAL’s focus is on developing solutions to these problems; solutions which achieve the goal of delivering Applied Value to the patient, helping the physician deliver more effective medical services, and amplifying the clinical facility’s ability to provide the type of patient and customer care the patient expects.

3. An aim of strategy and skills transfer:

Strategy and skills transfer underlie our approach to helping our clients successfully implement change, as they work to create long term value. Value builds a close working relationship between all the parties involved: between the physician and the patient, as well as the physician, the patient and the clinical facility. A focus to use strategy and skills transfer as a means to create value thus serves to establish a culture of care; one that delivers better healthcare to the patient, while at the same time bringing increased financial reward to the physician and the clinical facility. The areas DAL focuses on in creating such value center around helping our clients improve the level of Client Service, Teamwork, Administrative Competence, and Patient Communication that they offer their patients.

4. A goal of profit enhancement:

DAL understands the need of every organization to maximize its profitability. We also understand that in the patient–physician equation profitability is of no consequence, while for the healthcare facility today’s regulatory environment makes it nearly impossible to sustain profitability over time. Yet without profitable operations for the physician and healthcare facility the level of medical care able to be delivered soon suffers. Our Profit Enhancement programs focus on a no-nonsense, down-to-specifics approach that generates increased profit from greater operational efficiencies and improved patient management.

5. Application of information technology:

DAL considers information technology a primary language for conducting business, and Web 2.0 infrastructures mandatory. Unlike traditional languages, information is a currency which has economic value, value which can make companies more competitive and responsive to customer needs. Far from being a nice-to-have, the use and application of information processing systems to track and meet customer needs is a critical component in any business. And while most accept that this is true for business in general, it is no less true for the healthcare industry. To assure that patients are able to gain the most value out of their experience with healthcare providers, DAL has pioneered a proprietary ePRM^[2] system and offers it for use by all of its DAL International Ltd. Network partners.

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   [1] Note: DAL does not involve itself in the provision of medical or clinical services to the patient. These are strictly the purview of the physician. DAL works solely within the realm of the administrative and business elements which underlie the patient — physician relationship.

   [2] ePRM: digitally based Patient Relationship Management. Similar to more traditional CRM (Customer Relationship Management).