Duke%20Beijing%20Healthcare%20Leadership%20Forum

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Duke Beijing Healthcare Leadership Forum
APRIL 26, 2007
DURHAM, NORTH CAROLINA

• USING THE U.S. EXPERIENCE
• TO IMPROVE H.I.T. INVESTMENT
• RESULTS IN CHINA

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AGENDA

• THE DORENFEST GROUP AND ITS CHINA BUSINESS
  APPROACH
• THE U.S. HEALTHCARE INDUSTRY AND ITS USE OF
  INFORMATION TECHNOLOGY
• CHINA CAN BENEFIT FROM THE U.S. H.I.T. EXPERIENCE
• A GOOD APPROACH FOR SUCCESSFULLY IMPLEMENTING
  MAJOR I.T. SYSTEM UPGRADES AND CHANGES
• DISCUSSION

3
THE DORENFEST GROUP

• HEALTHCARE CONSULTING AND INVESTMENT FOCUS
• OFFER HEALTHCARE IMPROVEMENT SERVICES TO SUPPORT
  A MORE POSITIVE WORLD FUTURE
• HELP HEALTHCARE ORGANIZATIONS TO IMPROVE
  HEALTHCARE SERVICES WHILE REDUCING COSTS BY
  IMPROVING WORK PROCESSES, MANAGEMENT SYSTEMS,
  SERVICES TO PATIENTS, AND QUALITY OF MEDICAL CARE
• IN 2006 THE DORENFEST GROUP FORMED THE DORENFEST
  CHINA HEALTHCARE GROUP, BASED IN SHANGHAI, TO
  BRING OUR SKILL, TECHNOLOGY, AND CAPITAL TO CHINA
  IN A TWO-PHASE PROGRAM
• WE ARE NOW OPERATING IN PHASE 1 OF THIS PROGRAM,
  OFFERING A VARIETY OF CONSULTING, TRAINING, AND
  EDUCATION SERVICES TO THE CHINA HEALTHCARE SYSTEM
• WE EXPECT TO ENTER PHASE 2 OF OUR ACTIVITIES IN
  CHINA IN 2008 WHEN WE WILL BEGIN TO MAKE
  INVESTMENTS IN WELL-DEFINED, GOOD BUSINESS
  PROJECTS, IN PARTNERSHIP WITH CHINESE HEALTH
  BUREAUS AND HOSPITALS

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BRIEF SUMMARY OF SHELDONS PAST EXPERIENCE IN
H.I.T.

• FORMED COMPUCARE 1969 CEO 1969-1976
• FORMED SHELDON I. DORENFEST ASSOCIATES, LTD. IN
  1976 CEO 1976-2004
• LONG, RICH HISTORY OF MAJOR CONTRIBUTIONS TO
  HEALTHCARE I.T. UNDERSTANDING AND PROGRESS
• WAS RECOGNIZED AS THE LEADING SOURCE OF
  INFORMATION ABOUT HEALTHCARE I.T. AND A LEADING
  HEALTHCARE CONSULTING FIRM
• KEY BUSINESS UNITS INCLUDED THE DORENFEST
  INTEGRATED HEALTHCARE SYSTEM DATABASE AND
  HOSPITAL OPERATIONS IMPROVEMENT AND MEDICAL
  SUPPLIER CONSULTING
• SOLD THE DORENFEST INTEGRATED HEALTHCARE DELIVERY
  SYSTEM (IHDS) DATABASE TO HIMSS ANALYTICS IN
  JULY, 2004

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BRIEF SUMMARY OF SHELDONS PAST EXPERIENCE IN
H.I.T. (CONTINUED)

• DONATED SHELDON I. DORENFEST ASSOCIATES, LTD.
  TO THE HIMSS FOUNDATION TO FORM THE DORENFEST
  INSTITUTE FOR HEALTH INFORMATION TECHNOLOGY
  RESEARCH AND EDUCATION
• THE DORENFEST INSTITUTE CONTAINS A LIBRARY OF
  HISTORIC DATA AND PUBLICATIONS FROM 1986 THROUGH
  2004 WITH HIMSS ANALYTICS DONATING THE NEXT
  CURRENT YEAR OF DATA ANNUALLY
• PROVIDES FREE DATA FOR RESEARCH PURPOSES
  ELECTRONICALLY AND IN PRINT TO UNIVERSITIES,
  STUDENTS, FEDERAL, STATE, LOCAL GOVERNMENT AS
  WELL AS GOVERNMENTS OF OTHER COUNTRIES
• PROVIDES A VARIETY OF FREE REPORTS ON TRENDS IN
  H.I.T. USE
• ENCOURAGES ONGOING RESEARCH INTO USING I.T. TO
  IMPROVE HEALTHCARE

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DORENFEST ACTIVITIES IN OTHER COUNTRIES

• CONDUCT MARKET STUDIES AND CONSULTING ASSIGNMENTS
  ON USE OF INFORMATION TECHNOLOGY IN HEALTH CARE
  IN A NUMBER OF COUNTRIES
• CONDUCT WORLDWIDE STUDIES COMPARING THE STATE OF
  THE ART IN HEALTH CARE I.T.
• CONTINUOUSLY MONITOR AND UPDATE OUR UNDERSTANDING
  OF WORLDWIDE HEALTH CARE I.T. THROUGH A VARIETY
  OF ONGOING ACTIVITIES
• IN-PERSON AND TELEPHONE DISCUSSIONS WITH NUMEROUS
  HOSPITAL EXECUTIVES AND I.T. SUPPLIER PERSONNEL
• REVIEW OF I.T. IN USE AT HOSPITALS THROUGHOUT THE
  WORLD
• WORLDWIDE EDUCATIONAL SERVICES

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DORENFEST INVESTIGATION OF HEALTHCARE IN CHINA

1. VISITED 17 CITIES IN CHINA
2. VISITED WITH HUNDREDS OF LEADERS IN THE
   HEALTHCARE INDUSTRY IN CHINA TO LEARN ABOUT
   HEALTHCARE REFORM IN CHINA ITS PROGRESS, ITS
   PROBLEMS, AND ITS NEXT STEPS
3. VISITED WITH OVER 100 HOSPITALS TO GAIN AN
   UNDERSTANDING OF HOSPITAL OPERATIONS IN CHINA,
   THEIR CURRENT STATUS, AND OPPORTUNITIES FOR
   IMPROVEMENTS
4. VISITED WITH PROVINCIAL AND CITY HEALTH BUREAUS
   TO LEARN WHAT THEIR GOALS ARE FOR THEIR
   PROVINCIAL AND CITY HOSPITALS
5. VISITED PRIVATE HOSPITALS TO OBSERVE THE RESULTS
   OF HEALTHCARE REFORM PRIVATIZATION EFFORTS IN
   CHINA
6. VISITED WITH COMPANIES SELLING PRODUCTS AND
   SERVICES TO THE HEALTHCARE INDUSTRY IN CHINA AND
   WHAT THEY BELIEVE ARE APPROPRIATE NEXT STEPS FOR
   REFORMING THE CHINESE HEALTHCARE SYSTEM
7. EVALUATED A GROUP OF HOSPITAL MANAGEMENT AND
   OWNERSHIP OPPORTUNITIES THAT WERE PRESENTED TO
   THE DORENFEST GROUP TO BECOME MORE FAMILIAR WITH
   THE ALTERNATIVE WAYS TO PROCEED IN BUILDING A
   MODEL HOSPITAL IN CHINA
8. DEVELOPED A STRATEGY FOR BRINGING DORENFEST SKILL
   AND EXPERIENCE TO CHINA

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A FEW CONCLUSIONS ABOUT THE CURRENT ENVIRONMENT
IN CHINESE HEALTHCARE

1. THERE WILL BE RAPID GROWTH IN HEALTHCARE SPENDING
   AND THERE IS A STRONG DESIRE TO IMPROVE
   HEALTHCARE SERVICES
2. THERE IS A DESIRE TO MOVE TOWARD INTERNATIONAL
   STANDARDS FOR SERVING THE GROWING MIDDLE CLASS
   AND WEALTHY POPULATION
3. THERE IS LIMITED SKILL IN CHINA TO ACCOMPLISH
   CHINAS HEALTHCARE IMPROVEMENT OBJECTIVES
4. FOREIGN SKILLS ARE CONSIDERED IMPORTANT AND A FEW
   UNIVERSITIES AND HOSPITALS, SUCH AS DUKE, ARE
   HELPING BY BRINGING THEIR SKILLS TO CHINA
5. BRINGING OUR HEALTHCARE SERVICE IMPROVEMENT
   SKILLS TO CHINA WILL BE VALUABLE TO CHINA AND A
   GOOD BUSINESS FOR US

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THE DORENFEST GROUP VISION FOR CREATING A MODEL
HOSPITAL IN CHINA

• PROVIDES IMPROVED QUALITY OF CARE TO ITS PATIENTS
• OPERATES AT A HIGHLY EFFICIENT LEVEL THROUGH
  EFFECTIVE USE OF SYSTEMS AND BETTER WORK
  PROCESSES
• OFFERS ITS SERVICES TO PATIENTS AT AN AFFORDABLE
  COST
• CREATES A HIGHLY SATISFIED PATIENT POPULATION
  WITH THE PATIENTS OBSERVING A NOTICEABLE
  IMPROVEMENT IN THE SERVICES AND TREATMENTS
  PROVIDED BY THE HOSPITAL
• UTILIZES APPROPRIATE DIGITAL TECHNOLOGY TO CREATE
  A STATE OF THE ART DIGITAL HOSPITAL

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CHINA BUSINESS OPERATIONS

• HOSPITAL MANAGEMENT CONSULTING
• OPERATIONS IMPROVEMENT
• STRATEGIC PLANNING FOR NEW I.T. SYSTEMS
• I.T. SYSTEM SELECTION
• I.T. SYSTEM IMPLEMENTATION
• WORK PROCESS IMPROVEMENT
• MANAGEMENT TRAINING
• OTHER SERVICES
• GENERAL MANAGEMENT CONSULTING FOR HEALTHCARE
  COMPANIES
• MARKET ANALYSES
• PRODUCT STRATEGIES
• MARKET RESEARCH
• HOSPITAL CONTRACT MANAGEMENT
• WORK WITH HOSPITALS NEEDING NEW MANAGEMENT
  (INTERIM OR LONG TERM)
• IMPLEMENT NECESSARY MANAGEMENT PERSONNEL AND
  SUPPORT SYSTEMS
• HOSPITAL OWNERSHIP AND IMPROVEMENT

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CURRENT STATUS OF DORENFEST GROUP CHINA

• FORMED DE RUI YI LIAO ZI XUN, A WFOE BASED IN
  SHANGHAI IN 2006
• RECENTLY COMPLETED PHASE I PROJECT TO HELP
  SHENZHEN HEALTH BUREAU PLAN ITS REGIONAL HEALTH
  NETWORK AND DIGITAL HOSPITAL PROJECTS
• DEVELOPING OTHER PROJECT ACTIVITIES
• REVIEWING CANDIDATES TO IMPLEMENT MODEL HOSPITAL
  VISION
• NOW BUILDING A MANAGEMENT TEAM
• DEVELOPING PARTNERING RELATIONSHIPS TO DELIVER
  SERVICES
• REVIEWING SOFTWARE SYSTEMS IN CHINA AND OTHER
  COUNTRIES TO DEFINE THE BEST SOFTWARE AVAILABLE
  FOR IMPLEMENTATION IN CHINA TO PARTNER ON I.T.
  PROJECTS FOR HOSPITAL CLIENTS

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DUKE BEIJING HEALTHCARE LEADERSHIP FORUM

• THE U.S. HEALTHCARE INDUSTRY AND ITS USE OF
  INFORMATION TECHNOLOGY

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U.S. HEALTHCARE COSTS AS A PERCENT OF GDP ( IN
BILLIONS)
20.0
4,043.6
20
GDP 1970- 2004 (not 75) 75.1 245.8 426.8 696.
0 990.3 1,299.5 1,877.6
1,987.7
15
990.3
1,299.5
696.0
426.8
10
245.8
75.1
5
0
1970
1975
1980
1985
1990
1995
2000
2005
2015
CMS Forecast
SOURCE CENTERS FOR MEDICARE AND MEDICAID
SERVICES
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OPPORTUNITIES TO IMPROVE THE HEALTHCARE DELIVERY
PROCESSHAVE BEEN PURSUED FOR MANY YEARS

• GREAT REDUNDANCY OF INFORMATION
• HIGH ERROR POTENTIAL
• LACK OF TIMELINESS
• HIGH COST
• ORGANIZATION COMPLEXITY

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HOSPITALS SEEK THE E.H.R. AS THE HOLY GRAIL
THROUGH FOUR GENERATIONS OF I.T. SYSTEMS

• FINANCE SYSTEMS (1970s)
• LIMITED CLINICAL SYSTEMS (LATE 1970s AND 1980s)
• MORE ADVANCED CLINICAL SYSTEMS (1990s)
• ELECTRONIC HEALTH RECORDS (2000s)

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HEALTHCARE REFORM BROUGHT INTEGRATED DELIVERY AND
MANAGED CARE
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H.I.T. MARKET TRENDS ( IN BILLIONS)
in billions
30.5
28.0
25.8
23.6
21.6
20.0
19.0
18.5
16.0
13.6
11.6
10.0
8.5
7.5
Actual
Forecast 2006
ANNUAL GROWTH RATE
17.6
15.6
2.7
8.0
5.2
9.3
9.3
8.9
8.9
17.2
16.0
17.6
13.3
6.7
SOURCE SHELDON I. DORENFEST ASSOCIATES, LTD.
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POORLY IMPLEMENTED CHANGE HAS LAYERED REDUNDANT
WORK STEPS ON TOP OF ORIGINAL INEFFICIENCY
GROWTH IN REDUNDANCY
4x
Legacy I.T. Systems
Manual
New Thrusts of the 2000's
3x
NOW
1990's Systems and Surrounding Integration
2x
BEFORE I.T.1x
TOTAL HOSPITAL WORK PROCESS
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U.S. HAS MADE MUCH MORE PROGRESS RECENTLY

• TODAY OVER 100 HOSPITALS HAVE IMPLEMENTED CPR
  WITH CPOE
• MANY OTHERS ARE IMPLEMENTING CPR AND CPOE RIGHT
  NOW
• I.T. IS A MAJOR TOOL FOR IMPROVING HOSPITAL
  PERFORMANCE

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BUT U.S. HOSPITALS HAVE BEEN INEFFICIENT INVESTORS

• OVERSIMPLIFICATION OF I.T. INVESTMENT
  CONSIDERATIONS (I.E., DID NOT KNOW WHAT THEY DID
  NOT KNOW)
• POOR PROJECT PLANNING
• IMPROPER ASSESSMENT OF SOFTWARE PRODUCT
  CAPABILITIES
• IMPLEMENTED A SERIES OF 1/2 SYSTEMS WITHOUT
  PROPERLY REDESIGNING THE WORK PROCESS
• INDUSTRY MANAGEMENT DID NOT LEARN ENOUGH FROM
  PAST MISTAKES, AND THEREFORE, CONTINUED TO REPEAT
  THE SAME MISTAKES
• THIS LEFT THE NATION WITH REDUNDANT, CONVOLUTED,
  EXPENSIVE, ERROR PRONE WORK PROCESSES THAT
  PRESENTLY CRIPPLE THE COUNTRYS HEALTHCARE SYSTEM

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DUKE BEIJING HEALTHCARE LEADERSHIP FORUM

• CHINA CAN BENEFIT FROM THE U.S. H.I.T.
  EXPERIENCE

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INTRODUCTION TO CHINA

• WHEN I FIRST CAME TO STUDY THE HEALTHCARE
  INDUSTRY IN CHINA IN LATE 2004, ATTITUDES TOWARD
  H.I.T. WERE VERY CONSERVATIVE
• HOSPITAL MANAGEMENT WAS NOT HAPPY WITH I.T.
  SYSTEMS IN USE
• FUNCTIONALITY OF APPLICATION SOFTWARE AVAILABLE
  FOR PURCHASE IN CHINA WAS VERY LIMITED AND THE
  MOST FUNCTIONAL SYSTEMS WERE SELF-DEVELOPED
• THE SKILLS TO MANAGE MAJOR I.T. UPGRADES WERE
  FELT TO BE IN SHORT SUPPLY
• AS A RESULT, HOSPITAL MANAGEMENT WAS HESITANT TO
  MAKE MAJOR UPGRADES TO I.T. SYSTEMS
• AT THAT TIME, THERE WAS VERY LIMITED BUYING OF
  MAJOR NEW I.T. SYSTEMS IN CHINESE HOSPITALS
• DURING THE PAST 2 YEARS, THE SITUATION HAS
  CHANGED
• MANY HOSPITALS ARE CONSIDERING MAJOR UPGRADES OF
  I.T. SYSTEMS
• BIG BUDGETS ARE STARTING TO BECOME AVAILABLE TO
  MOVE TOWARD DIGITAL HOSPITALS WITH ELECTRONIC
  MEDICAL RECORDS, PACS AND OTHER SYSTEMS
• BUT WEAK APPLICATION SOFTWARE AND IMPLEMENTATION
  SKILLS ARE DELAYING PROGRESS

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CHINA HEALTHCARE I.T. IS MOVING TO ITS SECOND
GENERATION

• CHINA HOSPITAL WORK PROCESSES ARE REDUNDANT AND
  ERROR PRONE WITH GREAT OPPORTUNITIES FOR
  IMPROVEMENT THROUGH APPROPRIATE USE OF I.T.
• CHINESE HOSPITALS WOULD LIKE TO TAKE A BIG LEAP
  FORWARD IN IMPROVING WORK PROCESSES AND IN
  DIGITIZING ITS HOSPITALS
• THE MINISTRY OF HEALTHS GUIDELINES FOR HEALTH
  I.T. DEVELOPMENT (2003-2010) CALLS FOR ELECTRONIC
  MEDICAL RECORDS AND REGIONAL HEALTH NETWORKS TO
  BE IMPLEMENTED PROVIDING MUCH MOMENTUM FOR
  HOSPITALS AND HEALTH BUREAUS TO INVEST MORE IN
  I.T. NOW
• CHINA HAS NOT INVESTED A LOT OF RESOURCES IN I.T.
  SYSTEMS AND INFRASTRUCTURE TO GET TO ITS PRESENT
  LEVEL OF I.T. USE. WHILE CHINA WOULD LIKE TO
  CONTINUE THIS APPROACH AS IT TAKES ITS NEXT STEPS
  FORWARD, CHINAS I.T. GOALS WILL REQUIRE GREATER
  INVESTMENT

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CHINA HEALTHCARE I.T. IS MOVING TO ITS SECOND
GENERATION (CONTINUED)

• THERE IS CONCERN AMONG H.I.T. EXPERTS IN CHINA
  ABOUT THE READINESS OF H.I.T. SOFTWARE PRODUCTS,
  HARDWARE PLATFORMS, AND INTEGRATION TOOLS TO
  FACILITATE THE ACCOMPLISHMENT OF CHINAS GOALS
• THERE IS ALSO CONCERN AMONG H.I.T. EXPERTS IN
  CHINA ABOUT THE IMPLEMENTATION SKILL AND
  EXPERIENCE AVAILABLE IN CHINA TO TAKE THIS BIG
  LEAP FORWARD THAT IS NOW UNDERWAY
• SO CHINESE HOSPITALS AND HEALTH BUREAUS ARE
  CAREFULLY CONSIDERING HOW TO TAKE THEIR NEXT
  STEPS SUCCESSFULLY
• FOR CHINA TO ACCOMPLISH ITS OBJECTIVE
  SUCCESSFULLY REQUIRES THE FOLLOWING
• OVERCOMING RESISTANCE TO CHANGE
• KNOWING HOW TO MANAGE CHANGE
• LEARNING FROM THE U.S. EXPERIENCE
• DOING MORE OF WHAT THE U.S. DID RIGHT AND NOT
  MAKING U.S. MISTAKES
• DEVELOPING EXPERTISE IN AREAS OF NEED

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DUKE BEIJING HEALTHCARE LEADERSHIP FORUM

• A GOOD APPROACH TO SUCCESSFULLY IMPLEMENTING
  MAJOR I.T. UPGRADES

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THE I.T. UPGRADE PROJECT SHOULD BE DONE IN PHASES

1. STRATEGIC PLAN
2. SYSTEM SELECTION WITH FINAL IMPLEMENTATION
   PLAN
3. SYSTEM IMPLEMENTATION

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STRATEGIC PLANNING PHASE

• ESTABLISH A PLANNING COMMITTEE
• GAIN THOROUGH UNDERSTANDING OF THE CURRENT
  OPERATIONS AND WORK FLOW OF THE HOSPITAL
• IDENTIFY OPPORTUNITIES TO IMPROVE OPERATIONS AND
  WORK FLOW THROUGH NEW I.T. SYSTEMS
• DEFINE THE VALUE OF THE OPPORTUNITIES FOR
  IMPROVEMENT IN TERMS OF THE FOLLOWING AREAS
• REVENUE IMPROVEMENT
• TIME SAVINGS
• OTHER COST REDUCTION
• REDUCTION OF ERRORS
• OTHER QUALITY OF CARE IMPROVEMENTS
• RAISING LEVEL OF PATIENT SATISFACTION
• SELECT THE HIGHEST PRIORITY IMPROVEMENTS FOR
  IMPLEMENTATION
• DEFINE THE NEEDED I.T. SYSTEMS AND CHANGES IN
  WORK FLOW PROCESSES TO ACCOMPLISH THE
  IMPROVEMENTS
• DEFINE USER ATTITUDES TOWARD AND TECHNICAL
  LIMITATIONS OF CURRENT I.T. SYSTEMS AND DETERMINE
  REPLACEMENT REQUIREMENTS

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STRATEGIC PLANNING PHASE (CONTINUED)

1. DECIDE WHETHER TO BUY OR DEVELOP THE I.T. SYSTEM
   UPGRADE
2. PROVIDE THE NECESSARY EDUCATION TO HOSPITAL
   MANAGEMENT, PHYSICIANS, I.T. USERS, AND I.T.
   STAFF SO THAT THEY CAN BETTER UNDERSTAND THE
   REQUIREMENTS TO SUCCESSFULLY MANAGE THE CHANGE
3. CREATE AN ECONOMIC ANALYSIS SUMMARIZING EXPECTED
   COSTS AND BENEFITS OF THE CHANGE PROGRAM
4. GAIN GENERAL APPROVAL FROM HOSPITAL MANAGEMENT
   TEAM
5. FINALIZE A STRATEGIC PLAN TO IMPLEMENT THE
   OPERATIONS IMPROVEMENT PROGRAM

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SYSTEM SELECTION AND IMPLEMENTATION PLAN PHASE

1. ESTABLISH A SELECTION COMMITTEE OF KEY USERS,
   I.T. PERSONNEL, AND MANAGEMENT
2. PREPARE A FUNCTIONAL REQUIREMENTS DOCUMENT
   DEFINING THE OBJECTIVES, FEATURES, TECHNICAL
   REQUIREMENTS, AND ANY OTHER KEY CHARACTERISTICS
   OF THE NEW SYSTEM
3. PREPARE A TENDER REQUEST (REQUEST FOR VENDOR
   PROPOSALS)
4. DEVELOP EVALUATION CRITERIA AND APPROACH
5. COMPARE AND EVALUATE PROPOSALS
6. FOR LEADING SUPPLIERS CONDUCT VENDOR
   SYSTEM DEMONSTRATIONS USING PREPARED SCRIPTS
   CONDUCT TELEPHONE REFERENCE CHECKS CONDUCT
   USER SITE VISITS

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SYSTEM SELECTION AND IMPLEMENTATION PLAN PHASE
(CONTINUED)

1. MAKE FINAL SELECTION
2. BEGIN NEGOTIATING CONTRACT
3. DEVELOP DETAILED IMPLEMENTATION PLAN WITH OVERALL
   GOALS, ORGANIZATIONAL REQUIREMENTS, SPECIFIC
   TASKS, TIMETABLE BY TASK, AND STAFFING
   RESPONSIBILITY FOR EACH TASK
4. DEVELOP MANAGEMENT PROCESS FOR OVERSEEING THE
   IMPLEMENTATION
5. FINALIZE THE CONTRACT

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SYSTEM IMPLEMENTATION

• START IMPLEMENTING PLAN
• MONITOR RESULTS
• MAKE NECESSARY ADJUSTMENTS AND REVISIONS
• KEEP A CLOSE WATCH ON PROGRESS TO MAKE SURE YOU
  AVOID MAJOR PROBLEMS

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• THANK YOU.
• FOR MORE INFORMATION CONTACT
• SHELDON I. DORENFEST
• THE DORENFEST CHINA THE DORENFEST GROUP
• HEALTHCARE GROUP NBC TOWER, SUITE 2725
• RENMIN ROAD NO. 988 455 N. CITYFRONT PLAZA.
  DRIVE
• JINGTIANDI INTERNATIONAL TOWER CHICAGO, IL
  60611-5555
• SUITE 908 UNITED STATES OF AMERICA
• SHANGHAI, CHINA PHONE [phone]
• PHONE [phone] FAX [phone]
• WEB SITE ADDRESS www.dorenfest.com
• SHELDONS E-MAIL ADDRESS sheldon_at_dorenfest.com
• E-MAIL ADDRESS info_at_dorenfest.com