Specialist
Former C-level executive at Qingdao United Family Hospital Co Ltd
Agenda
- China’s high-end healthcare service market landscape – regional market characteristics and challenges to United Family Healthcare’s hospital operations
- United Family Healthcare’s refined management and operational metrics
- United Family Healthcare’s promotional strategies, customer acquisition and marketing costs
- United Family Healthcare’s asset-light management model and prospects
- Novel coronavirus outbreak – impact on United Family Healthcare’s business performance
Questions
1.
What was the development of high-end private hospitals like in China in recent years? How much of China’s healthcare market do high-end private hospitals occupy at the moment? What trends have you noticed for the development of high-end private hospitals in recent years?
2.
What’s the relationship like between public hospitals and high-end private healthcare providers? Public hospitals have a notable advantage against private medical institutions in mainland China because of the low fees they charge. Against this background, how can private hospitals compete with public hospitals? Do private and public hospitals cooperate with each other too?
3.
Most of the leading private healthcare providers in China, including Aier, TC Medical and Amcare, focus on specific medical specialities, but United Family Healthcare operates general hospitals. Why? How do general hospitals differ from specialised hospitals in terms of service models and service value? What are the main challenges for the operations of private general hospitals?
4.
You said that most of United Family Healthcare’s clinics and hospitals are located in the rich neighbourhoods of first- and second-tier cities. Can you tell us more about its criteria for site selection?
5.
How much of the revenue of United Family Healthcare do outpatient services, hospitalisation and surgery account for respectively? Is the demand for surgery and hospitalisation services strong enough to keep its hospitals running?
6.
United Family Healthcare achieved a growth of 13.3% in revenue over the past five years and the EBITDA of its core assets grew at a CAGR of nearly 35% in the last three years. What is the main business driving its revenue growth in recent years?
7.
In terms of surgery, United Family Healthcare works with Dr Smile Medical Group on some projects. What is the model of such cooperation? Can you talk about the profit sharing scheme?
8.
Let us talk about the operations of the hospitals of United Family Healthcare in different areas. As you said, operations are more mature in Beijing and Shanghai. What about the operations in Guangzhou, Tianjin and Qingdao? What operational indicators should we focus on?
9.
You have mentioned hospital productivity more than once. What do you think is a reasonable level of hospital productivity in this industry?
10.
Can you talk about its refined management? What do you think are the biggest operational and management advantages of United Family Healthcare? What improvements will United Family Healthcare focus on for new hospitals or those with unsatisfactory performances?
11.
What resources does the cooperation of United Family Healthcare and Fosun Pharma bring to United Family Healthcare? How does United Family Healthcare benefit from their partnership?
12.
At the end of 2019, New Frontier acquired United Family Healthcare from TPG and Fosun Pharma. As the deal closed, do you think the collaborative business of United Family Healthcare and Fosun Pharma will be adjusted?
13.
The deal says United Family Healthcare will own the exclusive operating right of New Frontier’s Shenzhen Sanjiu Hospital. Do you think United Family Healthcare will prefer such a light-asset cooperative model in the future?
14.
Is there anything more you would like to share with us?
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