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Company divisions

Discussion in 'All Star Oxygen' started by Anonymous, Apr 6, 2011 at 10:31 AM.

  1. Anonymous

    Anonymous Guest

    Is the company broken down into American and National?
     
  2. Anonymous

    Anonymous Guest

    Damn good oxygen.
     
  3. Anonymous

    Anonymous Guest

    Yeah? Does it average over 100%??
     
  4. Anonymous

    Anonymous Guest

    what?????
     
  5. Anonymous

    Anonymous Guest

    All of the oxygen goes through grueling regular season contests and after the playoffs...the championship. shortly thereafter the team is selected. THE OXYGEN ALL STAR TEAM!!!!!!!!!!!

    Did the FDA have to set up trials and approve O2?
     
  6. O2 Rox

    O2 Rox Guest

    After working as a hospital pharmacy manager for 10 years and founding two home infusion companies, Mike Kuller, RPh, became regional vice president of Apria Healthcare before founding Allstar Oxygen Services in Concord, Calif., in late 1999. In 2004, we
    were ranked the fourth fastest-growing private business in the San
    Francisco Bay area by the San Francisco Business Times. By
    2008, Allstar Oxygen Services had weathered numerous Medicare
    reimbursement cuts and shifting risk between medical groups and
    managed care payers, and had grown to $2.5 million in annual
    revenue. About half of our business was home oxygen, a little less
    than half was CPAP and the rest was DME.

    But by mid-year 2008, we recognized that the Medicare
    reimbursement cuts coming in January 2009 — including oxygen
    patients who would cap after 36 months and the 9.5 percent
    across-the-board cuts — could be devastating and put us out
    of business if we didn't do something. So we began an analysis to
    develop a strategic plan.

    I gathered the company managers together in July, and we had a
    brainstorming session. Fifty-eight percent of our reimbursement was
    Medicare, so we were looking at a pretty significant exposure. Of
    our 600 oxygen patients, roughly 24 percent of them would cap in
    January.

    We were looking at a top-line revenue loss of 14 percent at the
    first of the year, so we needed either to grow our top line or cut
    out $25,000 to $30,000 in monthly expenses, or a combination of
    both. At that point, we had 17 employees, a 40-day DSO and a 6
    percent net profit.

    We came up with a number of ideas to help grow our top-line
    revenue: We would push overnight pulse oximetries to drive more
    oxygen patients. Our two sales reps agreed to call their hospital
    discharge planners on Saturdays to see if there were any patients
    we could help take home. Our customer service reps would begin a
    “would you like fries with that order” campaign to
    remind our referral sources we also provided DME.

    When our delivery techs were in the hospitals delivering
    equipment for patients going home, they would seek out the
    discharge planners to ask if there were any other patients we could
    help them with. And finally, we would pursue three managed care
    contracts we had not been successful in obtaining.

    Looking at the expense side and where we could cut was much more
    challenging. We decided not to replace a delivery tech who had left
    and instead have the logistics manager become our third driver. In
    order to operate with fewer drivers, we needed to invest more
    heavily in nondelivery oxygen technology like transfill and
    portable concentrators. We also decided to eliminate a part-time
    respiratory therapist position and schedule as many of our CPAP
    mask fittings in our office as possible to create more
    efficiency.

    We froze everybody's salaries. At the first of the year we would
    switch to a less expensive health care benefit plan with a higher
    deductible, and increase the employee percentage from 20 percent to
    30 percent. Since the new plan was cheaper, the employee's cost
    didn't change much, but the company's portion went down.
     
  7. Anonymous

    Anonymous Guest

    The employees in our company are like a small family, and it was
    extremely difficult and emotionally wrenching when we announced the
    decision. We talked to the individuals privately and then told the
    rest of the staff. This was one of the hardest things I've had to
    do in owning a small business, and there were tears flowing all
    around, including mine.

    We gave the two employees 30 days of severance pay and worked to
    help them find jobs before the holidays began last year. Then,
    because of having fewer employees, we had to cap everybody's
    vacations at two weeks and pay them out the additional, since we
    had little overlap for coverage.

    The economic meltdown started in November 2008, so after the New
    Year began, people settled in to our new philosophy of doing more
    with less. Surprisingly, morale remained quite high.

    Fortunately, we had invested in a paperless scanning system, and
    this created a lot of efficiency for us. We had also agreed to
    become a preceptor for a local career college, taking in unpaid
    medical assistant externs for six weeks at a time. With our
    workflow reorganization, our billing and collection department
    began to bill Medicare daily rather than three times a week.

    At the end of the second quarter in 2009, we analyzed our
    results. We had been successful at signing one additional managed
    care contract. We now had only 13 employees, a 23 percent
    reduction.