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October 2014

Winning Ingredient For ASC’s. October 2014. OrthoNOW ™ The Opportunity. Forbes Magazine July 21, 2014 Issue: “Drive Thru Healthcare, How McDonald’s Inspired an Urgent Care Gold Rush” “10,000 urgent care clinics across the US handling 160,000,000 patient visits a year”

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October 2014

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  1. Winning Ingredient • For ASC’s • October2014

  2. OrthoNOW™ The Opportunity • Forbes Magazine July 21, 2014 Issue: “Drive Thru Healthcare, How McDonald’s Inspired an Urgent Care Gold Rush” • “10,000 urgent care clinics across the US handling 160,000,000 patient visits a year” • 81% of urgent care clinics offer basic orthopedic services • “The Franchise Model Fits Urgent Care Well” • “The Long Term Trends are undeniable, this market is going to shift toward a handful of large players”

  3. Outline • OrthoNOW Background • Business Model • Orthopedic UrgentValue Proposition • Franchise Ownership Options • Why OrthoNOW Franchise Model Option? • Marketing Collaterals • Steps to Secure an Exclusive Franchise Geography • 2

  4. OrthoNOW Background

  5. OrthoNOW™ Corporate • Corporate Background: • Headquartered in Doral, Florida (greater Miami area) • Privately funded • Management team hired- Dec. ‘13 -Combined 130+ years orthopedic industry experience • Only Ortho Urgent Care Franchise Business • Franchise commercialization - Jan. ’14 • 10 Franchises sold, 30-40 deals in pipeline covering 13 states

  6. OrthoNOW™ Flagship Clinic- Doral, FL • - • Opened Urgent Care Model- May 2013 • Free Standing Orthopedic Urgent Care Center • Profitable Month 5 • Compounded Monthly Patient Census Growth Rate (May 13 – May 14)- 8% • ARPwave Introduced in Jan. 14 – Doubles Monthly Patient Census By Month 4 • Strategic Partnerships: ARPwave, Esaote, Concussion Mgmt, Quantus Solutions, DME

  7. Business Model Overview

  8. Business Model Overview • Stand-alone urgent care model vs. extended hours clinic • Orthopedic sub-specialties included: • Upper Extremity • Foot & Ankle • Orthopedic Trauma • Sports Medicine • Spine • Utilizes orthopedically trained PA’s as initial patient contact • 2,000 - 2,500 square feet requirement • Hours of operation (varies by location) • M & W: 10a - 10p • T, Th, F: 10a - 7p • S: 9a - 2p • 7

  9. OrthoNOW™ Preferred Staffing Model • Medical Director – Orthopedic Surgeon (1 PT) • Physician Extenders - OrthoPA-C (1 FTE 1PT) • Medical Assistant/XrayTech (1 FTE 1 PT) • Office Manager/Business Development (1 FTE) • Front Desk (1 FTE 1 PT) • Check-Out (1 FTE, 1 PT) • Collections/Billing (1 FTE) • 23

  10. Urgent Care Alternative:Extended Hours Clinic • Pros: • Vertical Integration, Utilize Existing space, Equipment, and Employees • Less Costly • Quicker to Market • Feeder Source for Integrated Network-Downstream Revenue • Cons: • Feeds off existing patient base • Not a practice growth model • Cannot Bill at Urgent Care Rates • Less profitable

  11. OrthoNOW Model- Pros & Cons • Pros: • Captures Competitive Practice Patients - Practice Grower • Most Profitable Business Alternative • Feeder Source for Integrated Network–Captures Significant Downstream Revenue- ASC, Rehab, Imaging • Cons: • Added Cost of Build Out • Longer Time to Open • Higher Upfront Business Investment

  12. Value Proposition

  13. Why Is OrthoNOW™ A Good Investment? • Insurance Co’s: • -Economics • -Patient Satisfaction • -One Stop Shopping • Ortho Group Practice: • -Patient Expansion • New Patients • -Competitive Tool • -Feeder Source- Integrated • Network • -Revenue Source • Patient Benefits: • -Convenience • -Economical • -Quality Care • Orthopedic Urgent Care is Here to Stay • 29

  14. OrthoNOW™ Cost VS ER/OCC Med for “Maximum Medical Improvement”

  15. Strategic Importance toOrthopedicGroup Practice • Patient Magnet- Vehicle to Capture Competitive Patients • Feeder Source for Integrated Network of ASCs, Rehab Centers, Imaging Centers, Pain Management But Not All Orthopedic Urgent Care Centers Are Created Equally

  16. OrthoNOW™-Patient Flow Model“Feeding the Integrated Network”

  17. OrthoNOW™ Average Surgical Referrals by Type • Data covers 7 month period • 10

  18. Assumed Incremental Revenue to ASC • 11

  19. OrthoNOW Franchise Ownership Options

  20. Franchise Ownership Options • Single Franchise • Exclusive territory given based on population density • Best for one-off locations that don’t mind owners of other OrthoNOW™ centers in their market • Area Development Agreement • Best option to draw from larger patient population • OrthoNOW™ gives franchisee exclusive territory rights • Commitment required to open multiple sites in geographical location • 12

  21. OrthoNOW™ vs Go It Alone

  22. OrthoNOW™ vs Go It Alone Con’t.

  23. Why the OrthoNOW Franchise Model?

  24. OrthoNOW™ vsGo It AloneEnter At Your Own Risk

  25. Detailed Preparation Prior to the Launch of the Franchise

  26. Every Aspect of the New Business is Detailed and Planned • Training • HR • IT • Credentialing • Billing • Operations • Marketing • …and more!

  27. OrthoNOW™ Franchise Services-Pre Opening Grand Opening

  28. OrthoNOW™ Franchise Services-Post Grand Opening Revenue Stream Portfolio Management Feeder Source for Integrated Network Best Practices Marketing Develop Strong Alternative Revenue Streams

  29. OrthoNOW™ • Entrepreneur Magazine’s hottest franchises for 2014: • OrthoNOW™ • Recognized in the December 2013 - Top 10 Franchise Categories

  30. Conclusion- The Winning Formula 26% Patient Referral to Family and Friends 16% of Patients Referred to for Surgery 21% for Imaging 25% to Rahab

  31. Thank You • More information @ www.orthonowcare.com/franchise • Tom Ferro-President: • (732) 865-5983 • tom@orthonowcare.com • Mike Carr-VP Sales & Marketing: • (828) 553-1245 • mike@orthonowcare.com • 31

  32. Ortho Urgent Care- Mkt Perspective • New York Times - “Race Is On To Profit From Rise Of Urgent Care” • 07-09-14 – “Once derided as “Doc in a Box” medicine, urgent care has mushroomed into an estimated $14.5 billion business” • “Insurance Giant Humana paid $800 million in 2010 to buy Concentra with over 300 clinics”

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