Developing a Global System of CARE: Lessons Learned in Destination Care
Editor’s Note: Sg2 Consulting Lead Amit Sharma and Sg2 Principal Tawnya Bosko, DHA, contributed to this post.
Becoming an international destination center for high-value care is increasingly being considered by leading health care systems to expand their offerings and create new revenue, and Sg2 believes the key to success for US health systems seeking to grow this business is not to simply mimic leading organizations (eg, Cleveland Clinic, MD Anderson and Mayo Clinic) but to truly focus on their organizations’ core strengths and capabilities, as well as building a global brand.
Historically, for most US organizations, growth from international patient referrals has been largely opportunistic (ie, word-of-mouth and self-referrals). For most destination providers, patients come from a diverse number of countries, although typically 1 to 2 countries drive at least 20% to 30% of international patient revenue per provider.
In Sg2’s experience working with both domestic and non-US medical destination centers, providers tend to fall into 3 levels of organizational readiness: opportunistic organizations (they have strong consumer-focused services and offerings that cover any service the patient can afford), organizations with a focused strategy (they understand which services attract patients, the areas where they have sufficient additional capacity and their leadership’s willingness to make dedicated investments) and comprehensive global destination centers (they have been competing globally and have developed services based on decades of significant investments).
For more details on the levels of organizational readiness, as well as key tactics to develop or augment your international health care destination strategy, read our full Expert Insight. Not an Sg2 member? Contact us to learn more about making the deliberate and long-term investments needed to build a global and sustainable System of CARE.