CEIBS Hospital Management Program

1
CEIBS Hospital Management Program
JANUARY 14, 2007
SHANGHAI, CHINA

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

2
AGENDA

• SHELDONS BACKGROUND AND CHINA BUSINESS APPROACH
• THE U.S. HEALTHCARE INDUSTRY AND ITS USE OF
  INFORMATION TECHNOLOGY
• OVERVIEW OF H.I.T. STATUS IN CHINA
• A GOOD APPROACH TO SUCCESSFULLY IMPLEMENTING
  MAJOR I.T. SYSTEM UPGRADES
• DISCUSSION

3
BRIEF SUMMARY OF SHELDONS 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

4
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

5
BRIEF SUMMARY OF SHELDONS 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
• CONTAINS A LIBRARY OF HISTORIC DATA (FROM 1986
  THROUGH 2002 WITH HIMSS ANALYTICS DONATING THE
  NEXT CURRENT YEAR OF DATA ANNUALLY BEGINNING IN
  JULY 2005) AND PUBLICATIONS
• PROVIDES FREE DATA FOR RESEARCH PURPOSES
  ELECTRONICALLY AND IN PRINT TO UNIVERSITIES,
  STUDENTS, FEDERAL, STATE, LOCAL GOVERNMENT AS
  WELL AS GOVERNMENTS OF OTHER COUNTRIES
• WILL PROVIDE A VARIETY OF REPORTS ON TRENDS IN
  H.I.T. USE
• WILL ENCOURAGE ONGOING RESEARCH INTO USING I.T.
  TO IMPROVE HEALTHCARE
• PRESENT ACTIVITIES
• HELPING HIMSS ANALYTICS IN TRANSITIONAL
  RELATIONSHIP
• FORMED THE DORENFEST GROUP IN SEPTEMBER 2004 AS
  AN INVESTMENT AND CONSULTING BUSINESS
• FOCUSING ON INVESTING IN CHINA IN HOSPITAL AND
  HEALTHCARE IMPROVEMENT BUSINESSES

6
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 75 HOSPITALS TO GAIN AN
   UNDERSTANDING OF HOSPITAL OPERATIONS IN CHINA,
   THEIR CURRENT STATUS, AND OPPORTUNITIES FOR
   IMPROVEMENTS
4. VISITED WITH SEVERAL PROVINCIAL AND CITY HEALTH
   BUREAUS TO LEARN WHAT THEIR GOALS ARE FOR THEIR
   PROVINCIAL AND CITY HOSPITALS
5. VISITED SOME 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

7
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

8
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

9
CURRENT STATUS OF DORENFEST GROUP CHINA

• FORMED DE RUI YI LIAO ZI XUN, A WFOE BASED IN
  SHANGHAI
• RECENTLY COMPLETED PHASE I PROJECT TO HELP
  SHENZHEN HEALTH BUREAU PLAN ITS REGIONAL HEALTH
  NETWORK AND DIGITAL HOSPITAL PROJECTS
• NOW BUILDING A MANAGEMENT TEAM
• CREATING OTHER PROJECT ACTIVITIES
• REVIEWING CANDIDATES TO IMPLEMENT MODEL HOSPITAL
  VISION
• 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

10
CEIBS HOSPITAL MANAGEMENT PROGRAM

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

11
HEALTHCARE COST AS A PERCENT OF GDP
GDP 1970- 2004 (not 75) 75.1 245.8 426.8 696.
0 990.3 1,299.5 1,877.6
1,877.6
1,299.5
990.3
696.0
426.8
245.8
75.1
SOURCE CENTERS FOR MEDICARE AND MEDICAID
SERVICES
12
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

13
4 GENERATIONS OF I.T. SYSTEMS IN U.S. HOSPITALS

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

14
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.
15
HEALTHCARE REFORM BROUGHT INTEGRATED DELIVERY AND
MANAGED CARE
16
HOW DID SOFTWARE SUPPLIERS DESCRIBE THEIR
PRODUCTS IN THE 1990s?
17
HOW DID SOFTWARE SUPPLIERS DESCRIBE THEIR
PRODUCTS IN THE 1990s?
18
WHAT IS TODAYS TYPICAL SITUATION AT USER SITES?

• STILL MANY MANUAL RECORDS
• ERROR PRONE WORK PROCESSES
• POOR IMPLEMENTATION AND USE OF I.T. HAS RESULTED
  IN A LARGE AMOUNT OF WORK PROCESS CONVOLUTIONS,
  TANGLES, REDUNDANCY, AND DUPLICATION
• LEGACY SYSTEMS IN PLACE ARE VERY OLD
• OVERSIMPLIFICATION OF AND MISUNDERSTANDING ABOUT
  WHAT TO DO NEXT

19
U.S. HAS MADE MUCH PROGRESS

• 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

20
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

21
THE KEY DRIVERS OF U.S. H.I.T. MARKET GROWTH IN
2004-2005

• COMPUTERIZED PATIENT RECORDS (CPR/EMR/EHR)
• COMPUTERIZED PHYSICIAN ORDER ENTRY (CPOE)
• MEDICATION MANAGEMENT SYSTEMS
• PATIENT SAFETY IMPROVEMENTS
• REDUCING MEDICAL ERRORS
• IMPROVING CLINICAL WORK PROCESSES
• PICTURE ARCHIVING COMPUTER SYSTEMS (PACS)
• SPECIALTY DEPARTMENT INFORMATION SYSTEMS
• EMERGENCY DEPARTMENT (EDIS) SURGERY (SIS)
• PHARMACY (PIS) RADIOLOGY (RIS)
• NUMEROUS OTHER CLINICAL AND FINANCIAL SYSTEMS
• PATIENT DATA SECURITY (HIPAA, ETC)
• RHIOs EMERGE TO SHARE ELECTRONIC PATIENT DATA

22
CEIBS HOSPITAL MANAGEMENT PROGRAM

• OVERVIEW OF H.I.T. STATUS IN CHINA

23
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

24
CHINA HEALTHCARE AND I.T. USE HAS SIMILARITIES TO
THE U.S. IN THE 1970s

• CHINA SPENDS 6.0 OF ITS GDP ON HEALTHCARE (800
  BILLION RMB OR APPROXIMATELY 100 BILLION)
  COMPARED TO U.S. SPENDING ON HEALTHCARE IN 1970
  OF 7 GDP (75 BILLION)
• MOST HOSPITALS IN CHINA USE I.T. SOFTWARE FOR
  FINANCIAL SYSTEMS
• I.T. USE IN CLINICAL SYSTEMS HAS EMERGED ON A
  DEPARTMENTAL BASIS
• SOME HOSPITALS HAVE ACCOMPLISHED MORE ADVANCED
  SYSTEMS WITH MUCH CLINICAL FUNCTION AUTOMATED
  USUALLY THROUGH USE OF SELF-DEVELOPED SOFTWARE
• POOR INTEGRATION OF DIVERSE SOFTWARE SYSTEMS
  CREATES PROBLEMS AS I.T. USE EXPANDS
• THE HARDWARE AND NETWORKING CAPABILITY AVAILABLE
  TO HOSPITALS IN 2005 IS MUCH BETTER THAN IT WAS
  IN 1970s IN THE U.S. BUT SOFTWARE AVAILABLE FOR
  CHINESE HOSPITALS TO AUTOMATE CLINICAL PROCESSES
  IS IN ITS INFANCY

25
CHINA HEALTHCARE AND I.T. USE HAS SIMILARITIES TO
THE U.S. IN THE 1970s(Continued)

• 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

26
CHINA HEALTHCARE AND I.T. USE HAS SIMILARITIES TO
THE U.S. IN THE 1970s(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 DEVELOPING 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

27
CEIBS HOSPITAL MANAGEMENT PROGRAM

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

28
THE PROJECT SHOULD BE DONE IN PHASES

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

29
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

30
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

31
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

32
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

33
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

34

• THANK YOU.
• FOR MORE INFORMATION CONTACT
• SHELDON I. DORENFEST
• THE DORENFEST CHINA HEALTHCARE GROUP
• JINGHAI ROAD NO. 3288, BUILDING 4, SUITE 3302
• PUDONG, SHANGHAI
• PHONE [phone]
• WEB SITE ADDRESS www.dorenfest.com
• E-MAIL ADDRESS info_at_dorenfest.com
• SHELDONS E-MAIL ADDRESS sheldon_at_dorenfest.com