" (2006)
Smith reports that the laboratories experiencing the most dramatic growth are two which are located the "farthest from the Hillsboro flagship" as they are located in two areas that were "formerly underserved." (2006) Smith additionally reports that the demand is stronger in the areas where the two fastest growing centers are located which supplies "plenty of fuel for expansion."
Smith states that the Sleep Health & Wellness NW is attempting to "fill a gap so that patients who previously were overlooked or not being reached or who fell through the cracks no longer are," she says. "We have no plans to open centers in areas where there are already quality sleep services programs. We only want to go into areas where needs are not being met." (Smith, 2006) Smith reports that some of the laboratory locations were chosen on the basis of "community demographics" but others "were selected for their potential to support a provider partner." (2006) Since the first of the centers was to be one that was unknown it was located in a community "...where the only access to sleep services of any kind was at a hospital..." (Smith, 2006) the second laboratory is reported to have been set up "in a similarly hospital-dominated market, but this time the choice of location was at the behest of an otolaryngologist...a community where he wanted to make inroads..." (Smith, 2006)
According to Smith "as awareness of the Sleep Health & Wellness NW model of multispecialty integration spread, other medical providers stepped forward with offers to participate. "These board-certified physician specialists sought us out because they wanted more say in how their customers were handled, more say in the delivery of the outcomes. They understood that it was harder to be community- and service-based at this level when the laboratory you are involved with is owned by and operated from a hospital. Our third, fourth, and fifth centers all came about in response to overtures from doctors."(Smith, 2006)
Each of the centers is stated to feature "six beds (save for one laboratory which operates with three) and while the "look and feel of the laboratories are not cookie-cuttered, all are meant to be uniformly comfortable and home-like so as to make them as conducive to sleep as possible." (Smith, 2006) the centers make provision of "attended overnight and unattended home diagnostic studies." (Smith, 2006) Furthermore, the centers deliver "...fully analyzed summaries, which usually are available the first business day after the study is completed." (Smith, 2006)
After diagnosis the centers further attempt to meet the needs of treatment "...with CPAP/bi-level equipment and help with treatment compliance. It offers a CPAP support clinic that delivers patient education and durable medical equipment services at no extra cost." (Smith, 2006) Smith states that the laboratories are: "...semiautonomous entities, with only limited oversight from a core management team...Certain functions -- such as contracting, accounting, and purchasing -- are handled centrally. Consequently... locations can reflect the character of the neighborhoods they serve while, at the same time, the company can lay claim to a consistent, smooth-running operation that benefits from economies of scale." (2006)
It is stated that promotion of quality is through use of "...one common set of clinical systems and protocols from laboratory to laboratory..." And the centers put its sleep studies "...puts its sleep studies through a stringent review process." (Smith, 2006) the sleep lab also pays its employees above-the-average wages and states that the team it has assembled is "creative, progressive and very entrepreneurial-minded.
The centers are also reported to desire the role of "leading resource of community education" intended for consumption by patients, providers, payors and employers" which includes such as "sponsorship of numerous health fairs." (Smith, 2006) Other initiatives includes visiting the offices of "medical referral sources, which are conducted by individual Sleep Health & Wellness NW providers who also meet with large employers to acquaint them with sleep-related conditions that can affect employees and cause unnecessary absenteeism, hobbled productivity, higher corporate health care costs, and reduced marketplace competitiveness -- all detrimental to the bottom line. These efforts are supplemented with comprehensive advertising campaigns that take in print and broadcast media, plus the Internet." (Smith, 2006)
Smith reports that many individuals are not aware of the link between existing health problems and sleep and just as well are not away of the outcomes of those problems. Others, however, possess a good "basic understanding of that already, but are unaware of Sleep Health & Wellness NW being the best equipped to help address those problems."...
Despite these fluctuations in pricing levels, current projects indicate that demand for ginseng will continue to increase in the future due to greater demands from a burgeoning middle class Chinese market (How to grow ginseng, 2012). Although wild-grown ginseng commands higher prices, cultivated alternatives typically weigh more but the Chinese highly prefer the wild-grown version (How to grow ginseng, 2012). As shown in Figure 1 below, West Virginia is located
The market analysis is provided in Table 2. Table 2: Market Analysis 2012 2013 2014 2015 2016 Potential Customers Growth CAGR Home Office 2% 22,000 22,440 22,889 23,347 23,814 2.00% Small Office 5% 15,000 15,750 16,538 17,365 18,233 5.00% Professionals 8% 10,000 10,800 11,664 12,597 13,605 8.00% Academic 0% 12,000 12,000 12,000 12,000 12,000 0.00% Other 0% 10,000 10,000 10,000 10,000 10,000 0.00% Total 15.00% 69,000 70,990 73,091 75,309 77,652 15.00% The company will also use different market strategy to achieve its business goals. Ivy Discover will run a very attractive advertising banner on different websites, which are constantly being visited by target customers, and the business will use several different form of promotion to attract potential customers. The promotion strategy will include discounted package deal. The
The founder will purchase the facility, rather than rent it and will pay up to 85,000 for down payment. The costs total up to $587,980 and the expected income is of $705,600, revealing a net profit of $117,620 after the first year of operations. Part of the investment will come from the economies of the founder, the rest remaining to be gathered from bank loans. Contracting bank loans is
The grand jury returned a 112-count indictment against Steve Warshak, company president; his mother, Harriet Warshak; general counsel Paul Kellogg; and former employees Charles Clarke Jr., Steven Pugh and Amar Chavan. A company called TCI Media, which was allegedly used to launder money, was also part of the indictment. The charges include 77 counts of money laundering, 12 counts of mail fraud and four counts of bank fraud (Berkeley
Sleep deprivation is frequently a direct result of the need for intensive care, constant surveillance and monitoring that combine to limit the opportunities for uninterrupted sleep in the intensive care unit (ICU). The problem is multifactorial, with patients' chronic underlying illness, pain, pharmacological interventions used for the treatment of the primary illness, as well as the ICU environment itself have all been shown to be contributing factors to the process
In the context of the sleep/rest support systems the integration of patient monitoring systems is a major market opportunity. A second key technological development is the adoption of lean manufacturing techniques in this industry. The use of Kanban manufacturing, demand-driven manufacturing, and distributed order management and supply chain optimization systems are all fueling the level of innovation occurring in this market. In addition to all these factors, the medical
Our semester plans gives you unlimited, unrestricted access to our entire library of resources —writing tools, guides, example essays, tutorials, class notes, and more.
Get Started Now