Here They Go Again...9/8

Muskogee Regional Medical Center is Hud's next target (gets old, doesn't it, Hud?) Not terribly newsworthy except for the quotes:

1. "Anna Gene O’Neal, Essent’s vice president of Hospital Operations/Clinical Quality, said affiliation with schools and creating a good reputation has helped recruit nurses." Recruiting seems to be what they do--retention, or keeping staff, is what they don't.
2. "Founded in 1999, Essent is based in Nashville. They have purchased five hospitals in Texas, Missouri, Connecticut, Massachusetts and Pennsylvania. Connery said the company’s management style is based on good relationships with local hospital leadership." Not entirely accurate--they purchased six, and had to sell one--their first, or close it within two months. That accounts for Missouri. As for good relations, I guess that's in the eyes of the beholder....
3. "Connery said Essent would recruit physicians by doing a needs assessment and cooperating with existing hospital physicians. " Like with Red River, and a cardiology group which didn't make it, elsewhere.
4. Lastly, and the one I just take to heart: “We’re going to want to grow your reach to markets that you have considered secondary,” he (Hud) said. “Not just stopping the out-migration from your primary area, but redefining your primary area.” Wonder what our primary area is? It certainly isn't what it was before E$$ent got here, and out-migration...your name is Essent.

I had wondered why I had so many hits from Franklin, TN. Now I know. And, guess what, CHS is back as a competitor. This actually could get interesting.

Medicare Woes

There's a new monkey wrench in the Medicare mix--which may affect the E$$ent bottom line:

The New York Times reports (7/17/06) that the Bush administration is planning to cut Medicare payments to hospitals by 20 to 30 percent. It’s the biggest cut-back in Medicare history and health care providers say the results could be devastating, according to the Times.

The Feds say that it’s all about equity to patients regardless of their ability to pay. The new plan is to base payments on hospital costs instead of what the hospital charges. Reimbursements would take into account severity of illness and not just the diagnosis.

Here’s the kicker: The whole thing isn’t going to save the government any money, just move it around differently. As a result, many hospitals will lose out as payments for cardiac care, for instance, would be reduced. The government may end up cutting profits to specialty hospitals while hurting non-profits and research institutions in the process, the Times reports.

There are additional changes coming to imaging facilities, and possibly to leased MRI/CT leasees, modeled after California's reforms. A whole lot of businesses could be feeling stress at this point.

Creating (Global) Opportunity One Bite At A Time

The mission of South African-based Khayelitsha Cookie Company is to create a company that could not only produce the best cookies in South Africa, but which also radically changed the lives of everyone involved in the company.

For customers, they produce the biggest, best range of baked goods: chocolate chunk cookies, ginger snaps, nutty fudge brownies and shortbread biscuits. For employees, they give every opportunity for significant growth and career expansion.

They also hire previously unemployed women from Khayelitsha and then train and skill them in permanent, affirming employment.

Visit the Khayelitsha Cookie Company here.

What's your global cause?

Embarrassed? I am...8/12

I think the sentiments of this email are echoed by many.

As a former employee, that left because of illness, not E$$ent, I have one question: When is the community going to get involved?

Even with the high price of fuel, Pts. are going in droves to Dallas, Tyler, and elsewhere for care. Why? Because they have lost faith in the system in Paris. That is a very sad situation for our people.

At one time PRMC was a place to be proud of. I truly loved my job and the atmosphere there. I have become ashamed to tell anyone that I worked there. The comments that are heard in the area are awful.

The employees can not do this by themselves; they need support from all of the surrounding counties.

Are the community leaders also on E$$ent's payroll? If not, PLEASE HELP to get this hospital back in shape for pt. care, not just dollar signs. If the quality of care had improved there would be no problem, but it has steadily gone down since E$$ent entered the picture.

This is affecting more than the hospital, people who used to come from different counties, far and wide, are now choosing to risk their life to get out of Paris, to a facility where they don't know anyone, and are far from home, just to avoid the chance that the rumors are true about the poor care given in Paris.

When these same people came here before, I'm sure they shopped with the local merchants. That just adds to the losses that most merchants cannot afford at this time.

Who do we have to approach to get the hospital back to taking care of our people????????

I wonder when a sense of embarrassment will overtake this community as a whole.

Exports: The Recipe For a Healthy and Prosperous Economy

Read the article and think along the lines that no matter where you are located in our big flat world that the recipe for fostering a healthy and prosperous economy is to have a vigorous and dynamic export sector ...

Ding-Dong...9/8

By popular demand: 'Nuff said.



Can you say "HAPPY FEET?"






Now if the scarecrow could only get a brain...rather than golf clubs....

All pictures and comments (on this page) are by request, and quoted.

Blogger has had an unusually high hit rate and may be having server problems. Email is still a practical solution.....

Apparently back on track. On to Oz!

Going Global: Risks and Rewards

Interbrand’s annual Best Global Brands study of brand value generates great interest and debate. A recurring question is whether being global affords a brand more benefits than a geographically-focused one. Many brand owners are interested in the attributes shared by successful global brands (i.e., BMW). Interbrand’s work with leading global brands and the conclusions reached through our ranking indicate significant implications for brands that choose to operate globally.

The criteria for the study states that a global brand must achieve more than a third of its sales outside of its home country and have a visible external market presence. A global brand is one that is available in many nations and, though it may differ from country to country, the local versions have common values and a similar identity. The brand’s positioning, advertising strategy, personality, look and feel are, in most respects, the same but allow for regional customization. What remains consistent market-to-market are the values communicated and delivered by the brand.

This paper explores the attraction and risks associated with going global.

And the first question asked: Why go global?

Read the paper here.