Company name: CBI Health Group
Headquarters: Toronto
Employees: 3,300
Market: Canada
Industry: Healthcare
The Challenge: In recent years, CBI Health Group, which operates a network of more than 130 community healthcare centres and related healthcare services across Canada, has been confronted with aggressive competition. “We're committed to being a high-performance and growth company,” says Christopher Szybbo, the company’s president. “There have been a number of national scale competitors that have come on the scene in the last few years that are very aggressive in acquisitions and in adding facilities. They’re trying to compete on scale.”
The Approach: Rather than competing on the same terms as these new competitors’, CBI developed its own roadmap for both growth and a competitive advantage. “Our approach has been that there are lots of people out there who are just trying to add dots on a map. What we're going to do is really focus on a couple of high-value customer segments and really try to grow and deepen those relationships and try to grow within those segments. So our strategy over the last four or five years has been to not focus exclusively on growing by adding facilities,” says Mr. Szybbo. “Instead, we’ve focused on three verticals.”
The first vertical was to improve its operating efficiencies and ensure that the company is consistently delivering high-quality services across its network. The second vertical was focused on increasing revenues from its high-value customer market segments and the third was focused on service innovation.
Implementation: The company invested considerable effort and time into improving its internal efficiencies and ensuring that its high standard of care was replicated across the entire network. “With this, customers see you as a leader in quality and reliable in providing their expected outcome from site to site,” he says.
CBI Health has also developed a very sophisticated and effective IT infrastructure to facilitate and expedite sharing of information and best practices within the organization.
“We move information and best practices from one region to another on an almost real-time basis,” says Mr. Szybbo. “If doing work in a certain way within a customer segment in one region of the country has proven to be effective, then that information is quickly moved to other regions.”
The company has also expanded its services, offering integrated services that include everything from medical assessments to trauma counselling. “Now, we have not just multidisciplinary care but interdisciplinary care,” says Mr. Szybbo. “Each patient has a whole care plan around their needs. It isn't that we have more practitioners working in silos. It is more practitioners organized around a single care plan for the patient.”
The Payoff: The new interdisciplinary approach, which is now one of the company’s core competencies and competitive advantages, has led to new opportunities for growth. “We’ve opened up our first centre for children with autism,” says Mr. Szybbo. That centre offers an interdisciplinary approach, all in one place, which is best practices for the treatment of autism.
And while the company has only grown by some 20% in its number of physical sites, “We’ve had almost a 28% increase in the average revenue per site,” says Mr. Szybbo.
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