PR PRAR ARAM AM 9 9 HO HOSP SPITAL ITAL Analyst lyst Me - - PowerPoint PPT Presentation

PR PRAR ARAM AM 9 9 HO HOSP SPITAL ITAL

Analyst lyst Me Meeti ting ng : 1Q20 0 Resu sult lts

25 25 Ma May y 2020 2020

VI VISION SION

&

MI MILE LESTO STONE NES

Pro rofessio fessional nal Heal althcare thcare Commu mmunit nity

ใส่ใจสุขภาพ ดูแลด้วยมืออาชีพ

P. P.2

Ope perat rational ional Statisti atistics cs & Fin inancial ancial Performance formance PR PR9 9 Strategies ategies

2 3

Bu Busine siness ss Upd pdate ate & Proje

• ject

ct Updat pdate

4

Overview rview & PR9’s s Strength engths

1 Agenda

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Ope perat rational ional Statisti atistics cs & Fin inancial ancial Performance formance PR PR9 9 Strategies ategies

2 3

Bu Busine siness ss Upd pdate ate & Proje

• ject

ct Updat pdate

4

Overview rview & PR9’s s Strength engths

1 Agenda

P. P.4

Increas reased ed regis istered tered capit ital al to THB 600 600 mm mm 1st

st privat

ate e hospita tal l with 64 64 Slice ce CT Scan Implementati lementation

• n of

Pharm rmacy acy Robot Signed ed Kidney ey refer erral ral MOUs Started rted new buildi ding g constructio truction 1st

st privat

ate e hospita tal l with 640 640 Slice ce CT Scan 500 500 Kidney ey Transp nsplant lant Cases es Started rted using 4D U Ultra rasou

• und

nd

2016 2016 2018 2018 2017 2017 2013 2013 2004 2004 1992 1992 2001 2001 2005 2005

Started rted hospita ital opera ratio tion, n, with h THB 400 400 mm regi gister ered ed capita ital Listed ed in the Stock ck Exchange ange

• f Thailand

land, , with h THB 800 800 mm regis istered tered capit ital al

2019 2019

Excellen llence ce CG Scoring ring P. P.5

2010 2010

Accred redit it Effectiv ctive e Status by JCI Accred redited ited CCPC PC for Kidney ey Transp nsplant lant 900 900 Kidney ey Transp nsplant lant Cases es

64 Slice CT Scan 4D Ultrasound

Company Milestones

Pharmacy Robot 640 Slice CT Scan MOU – Kidney Referral Kidney Transplant Joint Commission International 2020 2020

Telemedicine emedicine Platfo form rm

Company Overview

• Started hospital operation in 1992 (registered capital of THB 400 mm) by the group of excellence doctors

who had the passion to build a high quality of hospital (Tertiary Care) with the reasonable price

• Current capacity : 166 IPD beds and 114 OPD Exam rooms
• JCI Accreditation : with 2 Medical Institutes and 22 Medical Centers

➢ Kidney Disease & Transplant Institutes (JCI CCPC, Clinical Care Program Certification) ➢ Cardiovascular Institutes

• 4 Core Competency : Kidney / Diabetes / Cardio / Minimal Invasive Surgery
• Highest number of Kidney Transplant cases among the private hospital in Thailand ( >900 cases)
• No. of Doctor and Medical Staff :

More than 500 specialist doctors

Dec 2019 Full l Time e Docto tor

113 113

Part t Time e Doctor

• r

456 456

Consu sult ltant ant

176 176

Nurs rse

351 351

Other er Medical cal Staff ff

493 493

Other er Depar artm tment ent

486 486

Total al

2,07 075

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PR9 Overview Snapshot

2 Medical Institutes plus 22 Medical Centers Medical Accreditation

Technology

Other Key Achievements

✓2010 / 2013 / 2 2016 / 2019 – JCI (4th accredited) ✓2016 / 2019 - CCPC: Kidney ✓2000 - ISO 9001:1994 ✓2003 - ISO 9001:2000 ✓2004 / / 2007 2007 - HA Level 3

− 2017

17 : 640 40-sli lice e CT Scan

− 2016

16 : Pharmac macy Robo bot t

− 2005

05 : 64-sli lice ce CT Scan

− 2004

04 : 4D Ultra trasound und

2017:Best Utilization Award AXA Provider Award 2017: Fertility Service Provider of the Year Global Health and Travel Awards 2017

Imaging Center (X-Ray) Mind Center Breast Clinic Hair Center Eye Center Obstetric Gynecology Center Orthopedic Center Medicine Center Surgery Center Pediatrics Center Ear Nose and Throat Center Dental Center Check-Up Center Skin and Cosmetic Laser Surgery Center Physical Therapy & Rehabilitation Center Emergency Center Gastroenterology (GI) and Hepatobiliary (Liver) Center Neurology Center Diabetes & Metabolic Center Thyroid Center

Cardiovascular Institute Kidney Disease & Transplant Institute

W9 Wellness Center Joint Care Center

2019:Thailand Top Company Awards 2019: Healthcare Sector (2nd year) Business+ magazine & University of the Thai Chamber of Commerce 2019:Excellent CG Scoring The Stock Exchange of Thailand & Thai Institute of Directors

P. P.7

2019:Good Governance Hospital Certificate Department of Internal Trade, Ministry of Commerce 2019:Thailand’s Most Admired Company: No.4 in Private Hospital Sector BrandAge magazine 2019:Muang Thai Life Assurance Hospital Awards 1St Runner Up : Innovations Hospital Awards

PR9’s Strengths

➢ Comp

mplex lex Med edical cal Tr Trea eatments tments

• Tertiary-care hospital with world class medical quality & Excellence Doctors

JCI Accreditation plus specialty accreditation (Kidney Disease and Transplant Institute)

➢ Value

ue fo for Money ey Ser ervice vices s

• PR9’s Pricing policy with International Standard of tertiary care and high class service quality

=> Good Governance Hospital Certificate: Department of Internal Trade, Ministry of Commerce

➢ Strate

rategic gic Lo Locat ation ion in New New CB CBD

• Prime location with strong healthcare demand and promising growth opportunities

=> High density populated area (office building / residential commute / embassy / life-style center etc.), including the new Chinese expat community

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Complex Medical Treatments & Excellence Doctors “โรคซับซ้อน โรคเรื้อรัง เราเชี่ยวชาญ” ด้วยทีมแพทย์เฉพาะทาง มากกว่า 500 ท่าน

P. P.9

Value for Money Services

One of our ur philosophy losophy : W : We ai aim m to deli liver ver excell ellence ence medica ical l car are e in consideration of “Value for Money” for our patients

P. P.10 10

Rec ecei eived ved the e “Gr

Green een-Rate Rated” Ho

Hospital al

From

• m Dep

epartment artment of

• f Int

ntern ernal al Trade ade, , Ministr nistry of

• f Com
• mme

merc rce

: Offer er Frien endly dly Medic edicine ine Pricing cing for the e Patients ents

https: s://hospi hospita tals. ls.di dit. t.go go.t .th/a h/app pp/dr drug_ g_pr price_sea ice_search ch.p .php hp

Strategic Location in New CBD

Lo Locat ated ed in New ew CBD area ea & New ew China-Tow

Town n (Hua

uai Khwang ng-Ra Ratcha chada da)

Note (1): Include Huaykwang, Makkasan, Klong Teoy Nuea, Klong Tun Nuea, Bangkapi, Dindang area

P. P.11 11

Ope perat rational ional Statisti atistics cs & Fin inancial ancial Performance formance PR PR9 9 Strategies ategies

2 3

Bu Busine siness ss Upd pdate ate & Proje

• ject

ct Updat pdate

4

Overview rview & PR9’s s Strength engths

1 Agenda

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86.1 .1 37.3 .3 0.0 100.0 .0 200.0 .0 300. 300.0 400. 400.0 1Q20 Q2019 1Q20 Q2020 143.4 .4 84.0 .0 0.0 100.0 .0 200. 200.0 300.0 .0 400.0 .0 1Q20 Q2019 1Q20 Q2020 695.2 658.9 0.0 500.0 .0 1Q20 Q2019 1Q20 Q2020

Financial Summary

▪

Due to the Coron ronav avir irus diseas ase e 2019 2019 situatio tion, , PR9 9 repo ported rted total al medi dical cal revenue enue in 1Q20 20 of Baht 658.9 millio lion, n, a decre creas ase e of 5.2% from

• m 1Q19
• 19. As a r

result lts of a slightly tly decreas rease e of OPD revenu nue, e, while le IPD revenu nue e in decreas reased ed at 10.7% % yoy.

▪

Medica ical l reven enue e from

• m Thai patien

ent t dropp pped ed 5.9% % yoy, while le intern ernat atio ional nal patien ients ts slight htly ly dropp pped ed 1.6% % yoy. Thank nks to the growth wth from m Chine nese e patien ent t group p that t help the internatio ernational nal patien ent t segmen ent rece ceiv ived ed less impact act.

▪

While e insura rance nce and corp rpor

• rat

ate contra tract ct paymen ent t meth thod

• ds dropp

pped ed from

• m the diseas

ase e contro trol l meas asures res, , while le the insura rance nce custom

• mer

ers grew w up from

• m the tenden

ency cy of more re healt lth h insura rance nce usage.

Medi dica cal Reve venue nue EBITDA DA Net t Profi fit

▪ PR

PR9 9 repor

• rted

ed EBITDA A in 1Q20 20 of Baht 84.0 millio lion, n, a d decrea crease e of 41.4% from

• m Baht 143.4 millio

lion in 1Q19 19, , while le the EBITDA A margi gin n were e 12.6% in 1Q20 20 and 20.4% in 1Q19 19. .

▪ In 1Q20

20, PR9 9 repor

• rted

ed profi fits ts for r the perio iod d Baht 37.3 mill llio ion, n, a decreas rease e of 56.6% from m Baht 86.1 millio lion n in 1Q19 19, repr presenting nting the net profi fit t marg rgin in for the peri riod

• d of 12.2% and 5.6% respect

pectiv ively ely. 20.4% 12.6% P. P.13 13 12.2% 5.6%

Total Revenue

P. P.14 14

Total al Re Revenu enue

374.3 376.0 419.1 414.8 372.2 320.9 294.7 324.4 324.3 286.7 9.1 9.1 9.7 13.3 7.2

1Q19 1Q19 2Q19 2Q19 3Q19 3Q19 4Q19 4Q19 1Q20 1Q20 OPD Re OPD Reve venue IPD PD Reve evenue nue Other Other r reve evenue nue

Unit: t: THB mm

(44%) (56%) (46 46%) %) (54 54%) %) (44 44%) %) (56 56%) %)

704.3 679.8 752.4

666.1

(44 44%) %) (56 56%) %)

• 5.4%

4% YOY 753.2

(44 44%) %) (56 56%) %)

Tot

• tal

al Rev even enue ue

• 5.4

.4% Medi dical cal Revenue ue

• 5.2%

OPD

• 0.6%

IPD

• 10.7%

589.5 554.8 105.8 104.1

1Q19 Q19 1Q20 Q20

Thai Inter

• 5.9%
• 1.6%

Revenue Breakdown : 1Q19 & 1Q20

Unit: it: THB mm

Tot

• tal

al Revenue venue

527.6 489.7 137.5 141.4 30.1 27.8

1Q19 Q19 1Q20 Q20

Self Pay Insurance Contract Comp.

• 7.8%
• 7.2%

+2.9 .9% 4% 20 20% 76 76% 4% 22 22% 74 74%

374.3 372.2 320.9 286.7 9.1 .1 7.2

1Q19 1Q19 1Q20 1Q20

OP OPD IPD IPD Oth Other r er rev ev.

46 46% 54 54%

By Payor

• r Revenue

venue By Nationality ionality Reve venue ue

44 44% 56 56% 84 84% 15 15% 85 85%

704.3 666.1

P. P.15 15

16 16%

695.2 658.9 695.2 658.9

105 105 106 106 117 117 116 116 102 102

1Q1 1Q19 2Q1 2Q19 3Q1 3Q19 4Q1 4Q19 1Q2 1Q20

Key Operational Volume

Unit: ’000 visits

OPD Visits

OPD

• 3.2%

% (YOY)

IPD Average Daily Census (ADC)

106 106 91 91 109 109 107 107 89 89

1Q1 1Q19 2Q1 2Q19 3Q1 3Q19 4Q1 4Q19 1Q2 1Q20

IPD

• 16.2%

% (YOY)

P. P.16 16

Occupancy Rate : Normal Ward, ICU-CCU

P. P.17 17

125 125 142 142 142 142 142 142 142 142 142 142 142 142 24 24 24 24 24 24 24 24 24 24 24 24 24 24 74.3% 55.9% 70.0% 61.5% 61.4% 52.4% 64.6% 6% 62.5% 51.2% 73.6% 68.3% 74.2% 74.3% 77.8% 72.7% 7% 73.4% 74.7% 67.0%

0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 50 100 150 200 250

1Q18 1Q18 2Q18 2Q18 3Q18 3Q18 4Q18 4Q18 1Q19 1Q19 2Q19 2Q19 3Q19 3Q19 4Q19 4Q19 1Q20 1Q20 Normal Normal W Ward rd ICU- CU-CC CCU Normal Normal W Ward Oc rd Occup cupancy Rate ancy Rate ICU- CU-CC CCU Occ U Occup upan ancy Rate y Rate

125 125 142 142 142 142 142 142 142 142 142 142 142 142 142 142 142 142 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24

Significant Change in Accounting Policy

P. P.18 18

Adopt ption ion of the financi cial al reporti

• rting

g standard andards s relat lated ed to financi cial al instru truments ments :

A set et of TFRSs RSs related ated to financi cial al instrume truments nts consist sists of 5 accou

• untin

nting g sta tandar ndards ds and interpret erpretatio ations, ns, as follows lows: ▪ TFRS RS 7 F Financia ancial Inst strumen ruments ts : D Disclos sclosures res ▪ TFRS RS 9 F Financial ancial Instr strume uments nts ▪ TAS S 32 Financ ncial al Inst strume ruments nts : Pres esenta ntatio tion ▪ TFRIC RIC 16 Hed edge ges of a Net t Invest estment ment in a Foreig

• reign

n Ope Opera ration ion ▪ TFRIC RIC 19 Extingu tinguishin ishing g Finan ancia ial l Liabili abilitie ties s with h Equ quity ity Inst strumen ruments ts

The impacts of TFRS related to financial instruments The impacts of TFRS 16

Current assets :

• 3.404 MB (the allowance for expected credit losses)

Non-current assets : +0.681 MB (deferred tax assets) Other components of :

• 7.932 MB (Investment of Debt securities as financial

Shareholder’s equity assets at fair value through profit) Retained earnings : +5.209 MB (Net-value of classification of investment in debt securities as financial assets)

Adopt ption ion of TFRS RS 16 16 Leases es : TFR FRS 16 16 supersedes persedes TAS 17 17 Lea eases ses tog

• geth

ther r with th rel elat ated ed Int nterp erpre retat tation ions

The e Compan pany y adop

• pted

ed thes ese financi cial al repo portin rting g stan tanda dards rds usin ing g the e modif difie ied d retros trospective ctive method thod of initi tial al adop

• ption

ion of which the e cumulative ulative effect fect is recognize

• gnized

d as an adjus justme ment nt to the reta tain ined ed as at 1 1 Januar uary y 2020 2020, , and the e compar mparative ative infor

• rmatio

mation was not relate ated. d.

The cumul ulat ative ve effect t of initial ially ly applyin plying g these se standard andards s is rec ecog

• gnized

nized as an n adjus justment tment to

• ret

etaine ained d ea earnin nings gs as at at 1 1 January January 2020 2020. . There refore,

• re, the compara

arativ tive e informat mation ion was as not resta stated. ted.

Non-current assets : +7.963 MB (Right-of-use assets from land and vehicles leases) Current liabilities : +3.341 MB (Current portion of lease liabilities) Non-current liabilities : +4.622 MB (Lease liabilities, net of current portion)

Rema mark: k: For more e detail ils, , please see notes tes to financ ncia ial statemen tements ts No.1.4 .4 and No.2 2

143.4 83.9 150.6 133.3 84.0 .0 20.4 .4% 12.3 .3% 20.0 .0% 17.7 .7% 12.6 .6%

1Q2 1Q201 019 2Q2 2Q201 019 3Q2 3Q201 019 4Q2 4Q201 019 1Q2 1Q202 020

EBITDA EBITDA Margin

86.1 35.7 88.8 73.9 37.3 12.2 .2% 5.2% 11.8 .8% 9.8% 5.6%

1Q2 1Q201 019 2Q2 2Q201 019 3Q2 3Q201 019 4Q2 4Q201 019 1Q2 1Q202 020

Net Profit Net Profit Margin

224.8 181.5 237.6 232.3 171.0 32.3 .3% 27.1 .1% 32.0 .0% 31.4 .4% 26.0 .0%

1Q2 1Q201 019 2Q2 2Q201 019 3Q2 3Q201 019 4Q2 4Q201 019 1Q2 1Q202 020

Gross Profit Gross Profit Margin

Profitability : Quarterly

Unit: t: THB mm

Gross Profit EBITDA Net Profit

Unit: t: THB mm Unit: t: THB mm

16.4%

57.8

8.5%

111.5 197.0

29.4% P. P.19 19

Balance Sheets

P. P.20 20

211 211 167 167

2,862 3,173 1,643 1,449

Dec ec 2019 2019 Mar 2 Mar 2020 20

Other er LT LT Asse Asset PP PPE Current A urrent Asset sset

Total l As Assets ets

4,039 39 4,074 74

155 155 162 162 523 523 588 588

Dec ec 2019 2019 Mar 2 Mar 2020 20

Eq Equity ty Non- Non-Curren urrent t Lia Liabil ilit ities ies Current L urrent Liab abil ilit ities

Total l Li Liabiliti abilities es & Share areholders' holders' Equi uity

4,717 4,717 4,824 4,824

+311 / (+10.8%)

• 45 / (-21.1%)
• 195 / (-11.8%)

+65 / (+12.5%) +35 / (+0.9%) +8 / (+4.9%)

Balance Sheets Solid d Balan ance ce Shee eets ts

2,095 95 3,873 73 4,039 39 4,074 74 762 762 551 551 678 678 743 743 2017 2018 2019 1Q20 1Q20 Equity Equity IBD Non-IBD Non-IBD

Unit: t: THB mm

2,857 4,424 4,717 0.36 36 0.14 14 0.17 17 0.18 18

2017 2018 2019 1Q2 1Q20

D/E Ratio io

D/E /E Ra Rati tio

P. P.21 21

4,824 7

Ope perat rational ional Statisti atistics cs & Fin inancial ancial Performance formance PR PR9 9 Strategies ategies

2 3

Bu Busine siness ss Upd pdate ate & Proje

• ject

ct Updat pdate

4

Overview rview & PR9’s s Strength engths

1 Agenda

P. P.22 22

PRARAM 9 HOSPITAL : Corporate Strategy

Scenario 1: The first wave of COVID-19 in

spring 2020 is followed by a series of repetitive smaller waves that occur through the summer and then consistently over a 1- to 2-year period, gradually diminishing sometime in 2021. The

• ccurrence of these waves may vary geographically

and may depend on what mitigation measures are in place and how they are eased. Depending on the height of the wave peaks, this scenario could require periodic reinstitution and subsequent relaxation of mitigation measures over the next 1 to 2 years.

Scenario 2: The first wave of COVID-19 in

spring 2020 is followed by a larger wave in the fall or winter

• f 2020 and one or more smaller subsequent waves

in 2021. This pattern will require the reinstitution

• f mitigation measures in the fall in an attempt to

drive down spread of infection and prevent healthcare systems from being overwhelmed. This pattern is similar to what was seen with the 1918-19 pandemic (CDC 2018). During that pandemic, a small wave began in March 1918 and subsided during the summer months. A much larger peak then occurred in the fall of 1918. A third peak occurred during the winter and spring of 1919; that wave subsided in the summer of 1919, signaling the end of the pandemic. The 1957-58 pandemic followed a similar pattern, with a smaller spring wave followed by a much larger fall wave (Saunders-Hastings 2016). Successive smaller waves continued to occur for several years (Miller 2009). The 2009-10 pandemic also followed a pattern of a spring wave followed by a larger fall wave (Saunders-Hastings 2016). Figure 1

Scenario 3: The first wave of COVID-19 in

spring 2020 is followed by a “slow burn” of ongoing transmission and case occurrence, but without a clear wave pattern. Again, this pattern may vary somewhat geographically and may be influenced by the degree of mitigation measures in place in various

• areas. While this third pattern was not seen with

past influenza pandemics, it remains a possibility for COVID-19. This third scenario likely would not require the reinstitution of mitigation measures, although cases and deaths will continue to occur.

COVID-19:

The CIDRAP Viewpoint

PRARAM 9 HOSPITAL : Corporate Strategy

P.23 23

PRARAM 9 HOSPITAL : Corporate Strategy

A = ADV DVANCED ANCED

Spec ecialize ialized, d, Integ egrated rated Solutio ution n fo for Comp mplex lex Disea ease

B = B = BE BETTE TTER

Quality lity of Li f Life fe fo for All Age e Group up

V = VIRTUAL RTUAL

Ho Hospital tal fo for Ne New No Norma mal

“ PRARAM AM9 9 A-B-V V ”

Ope perat rational ional Statisti atistics cs & Fin inancial ancial Performance formance PR PR9 9 Strategies ategies

2 3

Bu Busine siness ss Upd pdate ate & Proje

• ject

ct Updat pdate

4

Overview rview & PR9’s s Strength engths

1 Agenda

P.24 24

P.25 25

Top Line Initiatives : Everyone turn to be sales

Self Pay & Network

Expansion

Cooperation Corporate & Insurance Coverage

Int’l Patient

Agent

• 1. New Products & Services to match with

“New Normal Lifestyle”

• 2. Direct Sale Penetration : B2B
• 3. Effective Brand and Marketing Communication -

Focus Online Marketing : Campaign Management

• 4. Enhance Conversion and Referral Policy
• 5. Maintain Relationship with Customers & Implement

Database Marketing

Ta Target get Seg egment ent

Expat Group

Expansion

Revenue Management Strategy : During Covid-19

• 1. New PR9 Services for New Normal Consumer Behavior

P.26 26

Domestic Patients

P.27 27

• 2. Revenue Initiative

Sel elf-Pay Pay Cust stomers

• mers
• Promoti
• tion Covid-19

19 Safe Hosp spital ital Campaign paign : By SBU

• Occasional

asional Campa paign gn : Check-Up Up / Screening ing & OR Packages kages

• Online

ine Selli ling ng Platfo atform rm

• Promote
• te PR9 Medi

dical cal Service ce Delive very ry

Domestic Patients

P.28 28

Domestic Market Initiative : B2B Market Penetration

Corporate porate & In Insu surance rance

• Promotion

motion Covid id-19 19 Safe fe Hospital spital Campai paign gn

• Customized

tomized Heal althcar thcare e packages kages for r each h Compa pany ny

• B2B Online

ne Selling ling Platf tform

• rm via Insurance

surance Companie panies

• Telemedic

medicine ine consul sulted ted by docto tor r for Corpora porate te Custo tomers mers and High gh end Residences idences

• Out

t Reach h Clinic nic Proposed posed Big Compani panies es / S Schools

• ls

New CBD Condo & High End Residences Private Schools

INTERNATIONAL (EXPATS) CAMBODIA

INTERNATIONAL AGENT SUPPORT : ONLINE MARKETING

MYANMAR CHINA

Clo losu sure re of Ai Airport

• rts
• PR

PR9 9 Tel elemedicine emedicine

• Med

edicine icine del elivery very

• In

Influ luenza enza vaccine cine del eliver ivery

P.29 29

GR GROUP: UP: CANCER NCER

FACEBOOK GROUP MYANMAR : “THE COMMUNITY”

GR GROUP: UP: KI KIDN DNEY+ EY+DM+GI DM+GI

P.30 30

Di Distribu ribution tion Channe nel

• Onli

line ne

• SMS,

MS, EDM DM

• Frien

end-Get Get-Friends Friends

• Corpo

porat rates es

• Chambers

mbers of Comm mmerce erce & Emb mbassies ssies

Expats pats & In Int’l In Insu suran rance ces

P.31 31

Phase e 1 1 (Ja Jan.) .) - Tel elemedicine emedicine for GP GP Do Doctors rs Phase e 2 2 (May) y) - Ext xten ensio sion for Sec econd nd opinion nion in spec ecialist ialists Phase e 3 3 (Ju Jun.) .) - Men ental al Wel ellness lness Ext xten ensio sion project ect : “Telem elemed edicine icine to be e OPD& D& IP IPD” : DA DA & & PR9 9 + In Int’l l insu surance rance to go with… (Mercer, Aeon, Howden Maxi, Maxis, Tower Watson & Int’l Brokers)

Promo

• motion

ion Pack ckages ages

Other Market Initiative : EXPATRIATES

“CO COVID VID SA SAFE HO HOSP SPITAL ITAL CA CAMP MPAIG AIGN”

SHORT VDO “SBU Covid-19 Safe” MEDIA DIGITAL MARKETING

• 3. Effective Branding and Marketing Communication

P.32

Ze Zero ro Lo Loss Cu Custome

• mer

r & Pri rice ce Estim imation ation Ce Center r

P.33 33

• 4. Enhance Conversion and Referral Policy
• 5. Database Marketing

En Enhance nce Reve venue nue fr from m existing sting customer mers, Databas abase e Ma Marketing keting : U Upsell ll VS VS Cross Sell ll

1270 1270 Call ll Outb tbound und Sell Email il Mark arketi eting g Line @ Official ial Account unt

Construction Progress – Building B

P.34 34

B1 1 & & 1 1 Fl.

Construction Progress – Building B

P.35 35

Main Lob

• bby

by

P.36 36

Construction Progress – Building B

Adva vanc nced ed Pain Manage geme ment nt & We Welln lness ess Insti stitute tute ( Fix & FIT T ) : 11 11 Fl.

Construction Progress – Building B

P.37 37

IPD D Ward : 15 15 Fl. & 17 17 Fl.

: : Back k Off ffice ce Buildin lding : : Nurse se Cond ndominium

• minium

Construction Progress – Office & Nurse Condominium

P.38

“Than hank k Yo You”