a seasoned Healthcare Chief Executive Officer or Chief Financial
officer, nobody appreciates better than you the extreme financial
pressure your industry experiences.
to perform, l skewed
rewards-sharing system, l paperwork
inefficiencies, l flawed/abused
tort system, l disconnected
consumer, l entitlement
expectations, l "competing"
objectives, it's a wonder some systems have been able to survive
as long as they have. It's not getting any better. Tax exemptions
are disappearing, the bull market appears to have substantially
weakened, and at the current spending rate, as one attempts to
provide the same clinical menus and service offerings, cash reserves
will continue to be depleted.
we respectfully suggest that the application of Best Asset Management
and Investment Recovery Practices, as successfully executed by
the industrial sector, directly benefits Healthcare.
consider the strategic importance of Asset Management when you
contemplate acquisitions. Significant, long-lasting acquisition
mistakes can be minimized when taking a strategic approach to
property valuation and utilization. Similarly, well-implemented
ASSET MANAGEMENT CLOSURE STRATEGIES can make an incredible difference
to the bottom line. If sufficient advanced planning is possible,
an owner can be ensured that the highest possible value/return
is being attained for discontinued, sold and closed operations,
and that risks and liabilities can be considered and minimized.
fundamentally, however, many healthcare companies are considering
ALTERNATIVE MANAGEMENT SYSTEMS, not just to enhance their financial
performance, but to fundamentally improve the way they manage.
The motivation may be offensive, i.e., outperform/defeat
the competition, or defensive, i.e., survival in this extraordinarily
Manufacturing and Service companies are committed to the belief
that effective management of capital is the true economic metric,
i.e., ultimately, business value and success is determined by
how well capital is managed. Founded on these principles, Stern
Stewart and Company, the elite Financial Management Consulting
Company, has had a successful ECONOMIC VALUE ADDED (EVA®)
practice for decades. Re-Logistics' Asset Management and Investment
Recovery Practice is an important tactical supporter of an EVA®
any of these cases, I trust the reader will want to learn more
about Re-Logistics' Best Investment Recovery (IR) Practices Programs,
and explore with us how, in partnership, the practices and processes
of IR can be exploited.
consider how much easier it will be to justify new appropriations
and rate requests when it can be demonstrated that one has identified
and eliminated all assets not contributing to the current mission,
i.e., when it can be shown that every self-help opportunity has