Printable Version

© 2013 Medical Travel Today

Medical Travel Today is a publication of CPR Strategic Marketing Communications, a public relations firm based near New York City that specializes in healthcare and life sciences, with an international clientele. CPR, its Partners, and clients are at the nexus of where medical travel is today, and where it will be tomorrow.

Laura Carabello

Laura Carabello

Managing Editor
Megan Kennedy

Table of Contents

From the Editor

From the Editor: This week in Medical Travel Today, Laura Carabello

News in Review

Upscale Consumers Most Receptive to Medical Tourism

DHA's Prescription to Boost Medical Tourism in Dubai: 3 New Hospitals, 40 Clinics

Medical Tourism Keeps Growing

Strong Foundation For A Thriving ’Medical Tourism’ Industry In UAE

Research and Markets: Booming Medical Tourism in Malaysia


SPOTLIGHT: Ralph Foster II, Vice President, Corporate Development, American Hospital Management Company



Industry News

The $2.7 Trillion Medical Bill

Regulatory Harmonization Institute Workshop for U.S. – Japan Health Care Study Group: Emerging Markets Present Opportunities for Collaboration and Innovative Partnerships

Korea4Health Offers World-Class Medical Services of Korea for Global Patients Seeking High-Quality, Cost-Effective Treatments

Europe is More Affordable Than Ever with airberlin

Diploma in Health Economics to Push Dubai’s Medical Tourism

From the Publisher

What PR Pros Must Understand About Journalists: 10 Top Do's and Don'ts

Upcoming Events

IBMS Medical Tourism Mini Conference

Wellness and Health Tourism Expo 2013

The Health Tourism Show

Africa Medical Executives & Medical Tourism Conference

Global Connected Care Conference and 4th Meditour Expo

Indian Medical Tourism Conference 2013

The Wellness Tourism Congress at the Global Spa & Wellness Summit

4th Medical Tourism Saint Petersburg Exhibition

Mexico: Global Summit on Medical Tourism Business

2nd Malaysia International Healthcare Travel Expo 2013

Health Tourism Expo 2013

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Global Health Voyager


Volume 7, Issue 12

Dear Colleagues:

The globalization of healthcare is fast becoming reality, and the interview with Ralph Foster is further evidence of how companies can now serve a worldwide marketplace. Hospital development projects are a key factor in the proliferation of medical travel activities.

As this publication begins to place more focus upon the issues that impact worldwide healthcare delivery, our readers will be well-informed to conduct healthcare business in a global economy.

Please be in touch and let me know how you are surviving and thriving in this emerging marketplace.

Laura Carabello
Editor and Publisher
Medical Travel Today

Global Health Voyager

Log onto Facebook and join the Medical Travel Today Group. Look for recent news, trends, and post discussions in the board. If you would like to see something in Medical Travel Today let us know in the discussion board. If you have a question, post it there!

You can also follow Medical Travel Today on Twitter. For more information log onto www.medicaltraveltoday.com


Ralph Foster II, Vice President, Corporate Development, American Hospital Management Company

Ralph Foster II, Vice President, Corporate Development, American Hospital Management Company

Medical Travel Today (MTT): Tell me a little about your interest in the space and an overview of your company.

Ralph Foster (RF): American Hospital Management Company is US-based in Washington, D.C. We are a hospital management company – our primary focus –and we also do consulting.

All of our activities are outside of the US. Our company has been around about 15 years, and in that time we’ve been active in 29 countries.

Currently, we have about 25 projects going on around the world in different phases of development. Some of them are operational and some of them are in the beginning stages of design, development and financing.

We originally started in the Caribbean and still have operations in St. Johns, US Virgin Islands. We also work with the government of Antigua, and have a hospital in Panama City that is under management with us for 13 years. It is a facility that has really come along very well in terms of successfully positioning itself in the market. They’ve gotten to the point where they’ve started doing transplants as well as robotic surgery. Also, they have multiple machines and are ramping up more business with insurance companies.

We also have an operational facility in Egypt, just outside of Cairo. It was actually a turnaround project that was originally University Hospital, and subsidized by the University. They had an opportunity to double in size, but it also consisted of making the institution more self-sufficient, so they brought us in to manage the facility and basically turn it around. They currently have 150 beds, and I think they are going up to nearly 300.

We still have an active contract in Saudi Arabia, which should be opening in the next couple of months – Al Qadi Specialty Hospital in Najran. It is a really nice facility that will definitely bring in a lot of clientele.

MTT: With your operations worldwide, are you interested in activities as they relate to medical travel -- with US patients leaving the country for care?

RF: Medical travel, per se, is not really our focus. We are more interested in opportunities that relate to the rich and famous from around the world who used to access the US for quality healthcare services, and due to entry restrictions to alternate destinations, such as Canada, Europe or India.

Today this market segment, as well as their local constituents of varying social economic classes, is demanding access to affordable quality healthcare locally. In addition, there is growing awareness of the need for tourists, which would include residents of the US, who get sick or have a healthcare-related emergency to have access to quality healthcare when they are traveling.

Why? Because we have the technology, excellent healthcare centers, and professional nurses with know-how that has not been available in other countries.

If these people happen to go to other countries, or if they live in the Middle East and are traveling to India or some other locations, our company can provide them with a market facility that is going to have the latest technology, access to the most highly skilled professionals in terms of physicians, nursing teams and auxiliary staff, and the delivery of quality services.

When you have the resources, you can have access in Abu Dhabi to the same MRI you have in Houston. There are clients who want access to those services, but they have not been available.

MTT: Are the hospitals also serving local populations?

RF: Yes. This situation also gives us an opportunity to ramp up the healthcare services available to local populations in many parts of the world, which is something you are seeing in the Middle East right now.

The royal families and a lot of leaders realize that healthcare services haven’t been provided at an adequate level, and they want to bring in the resources, the know-how and the expertise.

We fall into the management aspects of this process, and our goal is to lead the way in terms of taking healthcare to another level and making it accessible to locals.

MTT: Are there collaborative partnerships underway between US and foreign hospitals?

RF: There are a lot of US hospitals that regard their true core business as the “Mother Ship hospital in the US.” They might set up facilities in other countries for various reasons, but one of the reasons is that it is a referral center for that hospital back in the US.

They are simply taking the cream-of-the-crop patients – the ones that are going to be the most acute, the higher margins -- and then they’ll return them to the US and deliver the care stateside.

When you look at US reimbursement or government reimbursement, there are challenges. So whatever international business or international programs that are brought into the domestic hospitals, they are helping the hospital to generate an alternative revenue source. For us, we’re offering a local solution.

MTT: When you say you work for the private sector, does this mean you do not work with foreign governments?

RF: We prefer that our client is private or has an arrangement where the government isn’t the direct payer. Challenges with governments persist -- there are issues with corruption around the world and we operate strictly above board.

Additionally, many governments are typically slow payers or no payers. They run a facility but often don’t have the resources to project what is needed in order to make it effective, operational and profitable.

And then there’s dealing with the civil servants -- a much different mentality. It is more productive to work with a group that is investing in building a first-rate facility, and having the luxury of being able to recruit your own staff and to look at the high-profile people you are seeking to hire and train. These are key differentiators in the local level and deliver the type of service that patients expect. As a result, patient satisfaction is high and there is a higher quality of customer service.

MTT: Do you see certain markets as more productive than others – Latin America? Central America? South America? Where do you see the most opportunity for building new hospitals?

RF: Add on China and India. There is huge potential in those areas.

And Saudi Arabia is going to be going through some major hospital development. The government has gotten to the point that they are giving people interest-free money to build hospitals, but Saudi is a very challenging market. You need to have a local sponsor or partner to set up shop, and it is a process to get into the market. We are really far along in the process because we have a strong partner in the market, and we position ourselves really well.

The other area where there are a lot of challenges is in Libya. We get a lot of requests for Libya, but I won’t even get into the challenges of working in that environment. There are numerous government contenders, but we are more of a boutique management company and more selective in terms of our clientele.

When we get into hospital projects, they span 10- 15- 20-year management contracts. At the end of the day, it is going to be a marriage. In order to have a successful marriage, you have to have common goals and a common vision, with everyone doing it for the right reasons. We do a very thorough job in terms of screening the projects and trying to make the right decision so that we can deploy the right resources. Our goal is to try and elevate these hospitals in the healthcare system.

MTT: When you build these hospitals, do you also provide training?

RF: Yes, definitely. What we normally do is, if a client says, “We’d like your help in developing a hospital, but all we have is just an idea of what we would like to do,” we proceed in several phases. The first phase is a feasibility study to determine if the hospital that is simply dreamed of is something that is going to work. If it is feasible, we will develop the business plan for it.

MTT: Do you charge for those services to conduct a feasibility study?

RF: Yes. From that point, if we move forward a great deal depends upon what the financial situation is. The owner might have some money in the project. There might be some investor money coming in. We’ve also worked with many banks and private equity and private banks to get the project financed.

The second phase involves our engagement as a project management consultant to coordinate the roles and work with the designers, architects, constructors, and all of the different people who are involved in the project. This consulting and building work normally spans one and a half to two years.

Approximately six months before the opening of the hospital, the pre-operations – phase three -- begins. As phase three gets underway, our model is to work with the clients and identify someone who is going to be the CEO. Depending upon the client, the CEO might be someone with a US or British background, but typically CEOs are from the US. Of course, there would also then be an executive management team in place.

Stage four is simply operations and management.

MTT: Are there opportunities for you to utilize telemedicine in any of these settings? What is the model?

RF: Absolutely. Our facility in Antigua does some type of teleradiology.

The model and consulting services often depend upon the individual doctors involved. Many times what drives the relationship is where the doctor went to school!

The other thing the model will account for is knowledge transfer – because that is part of what our model believes in: to be able to share the knowledge, best practices, quality standards, and anything that keeps patients safe.

MTT: Are there opportunities for the doctors in the US to provide services for those who are traveling abroad?

RF: I will let you in on a little something. I can’t tell you too much, but we are working on a project where the concept is going to be to put the facility in a top resort destination and focus on state-of-the-art, minimally invasive procedures. We are coming up with the model where your providers are actually top-flight US, Canadian and European physicians.

MTT: Would this be a resort that Americans would travel to or is it primarily for those not living in the US?

RF: It is actually geared to Europeans, Middle Easterners and Africans. But I could tell you another model that would perhaps be appealing to Americans – look for a press release regarding activities with a group out of St. Kitt’s (Caribbean) to build a surgical center on a Marriot resort.
It is going to be a small facility. I haven’t seen the details of the business plan, but I would imagine they are going to be doing some minimally invasive stuff, maybe plastics.

MTT: How will physicians be compensated?

RF: Regarding physician fees, a US physician can charge the same fee he or she charges here as down in Mexico.

I used to know a physician when I worked at Methodist Hospital. He would frequently fly to Cancun to perform bariatric surgeries because the insurance may not have covered it here and it was a heck of a lot more expensive to do it here in the US.

You could have the same doctor fly his team down there to do the same surgery in Cancun for 25 percent of the cost here. My honest opinion is the US healthcare system is not really a free market when you compare it to other industries that are influenced by global trends and competitive pressures.

MTT: The international medical spa industry is growing. Is that part of your model? They are focusing on minimally invasive, usually aesthetic procedures, and are often connected to a hospital.

RF: The more ambitious the projects, the more different types of things that you see.
People are buying into the health and wellness environment, and it is all about the continuum of care too – not simply the tertiary level. Much larger projects are going to be exploring wellness and prevention programs. On the front end, these types of program keep people out of the hospital, but when they do need hospitalization they will remember the hospital’s name.

So a lot of people are starting to think of more than acute care. This is especially true in a lot of countries that have a large, aging population. They are trying to integrate the idea of retirement communities or retirements homes with medical care. Integrating medical spas would be geared towards that market and the opportunity for enhanced lifestyles.

MTT: So we are also talking about acupuncture, chiropractic and massage?

RF: Sure. In a lot of other countries, you don’t have the regulations that you have with the FDA, so you might potentially have access to a treatment you don’t have in the US. You can go to another country to have it done and come back.

I know a spinal surgeon that was doing some studies with stem cells. He was inserting stem cells in the spinal column to see if it would regenerate the spinal cord, but he wasn’t able to do it in the US. He would go to Monterey, Mexico, and provide the treatment.

MTT: Do you think US hospitals are threatened by this trend?

RF: From a global perspective I believe there are trends that could lead us in that direction. I’ve seen a lot of it and I think the US is losing business to other countries.

For a long time, a lot of people thought foreign patients would buy international policies, which is like having AMX Platinum or AMX Black to be able to go anywhere they wanted to go. But now it is 20 years after the fact, and hospitals caught on that they could charge more money to those folks than they could to local patients. Some people took advantage of it but many didn’t.
But then the game kind of got flipped because the insurance companies are now multinational, and they are tapping into US payer networks. As a result, hospitals are not making the margins on international patients that they did before.

On top of that, let’s say you live in Aruba and you need robotic surgery. You call your insurance company and say, “I have the international policy and I want to go to Miami for surgery.” They reply, “If you want to go to Miami, it is going to cost you $10K out-of-pocket. But we have the same technology available elsewhere, and actually there’s a doctor who practices in Miami and is going to be available in Panama next week. He can perform the exact same surgery on you and the out-of-pocket would only be $2,000.”

That is where you are going to be losing more international patients – especially as the consumers locally have to pay more out-of- pocket. They are going to be shopping around.

MTT: The globalization of healthcare is where the action is going to be going forward. I would think that at some point your company might be interested in talking a little bit more about that.

RF: Yes, but I’ll tell you the one thing that the US providers need to be wary of, at least the ones that are not going in with the right intentions: The word is out, and I learned this at Arab Health this past January, that medical imperialism is a reality.

MTT: Wow – I like that term. That’s a new one. That’s a tough term.

RF: It comes with a lot of baggage.

I am half American and half Spanish – so I’ve seen both sides of the argument. I’m always American, but I can always see different perspectives because I’ve shared that other perspective.
The comment was made at a very high level leadership meeting. In fact, the person who was running the show threw it out to the audience. I wasn’t at the meeting but a colleague of mine told me, “Can you believe this?”

MTT: When you say you are half Spanish, what part? Is your family from Spain?

RF: My Dad is American, Air Force, and my mother is from Madrid. He ended up doing three tours in Spain and I was born on the second run.

MTT: I am working on some projects over there in medical travel. They want to get Americans to come to Spain.

RF: I would! Spain has pretty good healthcare.

About Ralph Foster II

Mr. Foster has an M.B.A. from Our Lady of the Lake University and a bachelor’s in Business Administration in Marketing, with a concentration in International Studies, from Texas State University. He is a dynamic healthcare administrator with 15 years of experience in business development, where he has created the ability to positively impact an organization’s productivity, growth and quality outcomes.

Mr. Foster has built various programs to accomplish international collaboration, physician alliances and various referral networks. He is a member of the American College of Healthcare Executives (ACHE) and served on the board of the South Texas Chapter-ACHE as their Student Affairs Director. He is bilingual in English and Spanish.

Ralph Foster II, MBA
V.P. Corporate Development
1776 I Street NW, 9th Floor • Washington, D.C. 20006 USA
Email: rfoster@ahmc.us.com • Skype: rfoster2.ahmc
Website: www.ahmc.us.com

American Hospital Management Company (AHMC) , is a Washington, D.C.-based diversified international healthcare system with a focus on the administration, management, and development of world-class hospitals and healthcare systems. Founded in 1998, AHMC has grown into the leading international hospital management and administration outsourcing company. AHMC provides integrated management services and total solutions tailored to the unique needs of hospitals and healthcare systems around the world. AHMC currently manages medical facilities and projects under development in various regions and countries of the world including: Saudi Arabia, Jordan, Egypt, Libya, Ghana, Russia, Antigua and Barbuda, St. Kitts, Trinidad and Tobago, Colombia, Ecuador, Peru and Panama. To learn more visit www.ahmc.us.com.



via Parisio 23/a
40139 Bologna, Italy

Phone: +39051 583601 FREE





Ad Multiservice was born five years ago by two founders, Michele Amabene and Damian Tiziano. Headquartered in Bologna, and with capabilities to provide services throughout Italy, all services are performed by experienced professionals and a technical staff.

Our Company logo is an expression of the company's history, with multiple service levels, including:

Medical Services Specialists
Social and Health Services

We partner with other companies in the sector, and our model is based on patient-centric care. Our clients include individuals, associations, hospitals and insurance companies that draw upon all the services needed to transfer patients with serious medical conditions to hospitals across Europe, the Mediterranean and worldwide. We embody a corporate mission to ensure that our customers benefit from a system of prevention, diagnosis, treatment and rehabilitation, according to the highest standards of healthcare.

Our goal is to reach customers wherever they are located: home, hotel, hospitals, or in transit. Headquartered in Italy, we can act with a minimum of notice, and support patients and their families, facilitating communication and activities among the patient, social services, physician specialists, personal health coaches and others in the continuum that supports the psycho-physical health of the individual.

Our service platform is also equipped to manage the activities and social services as delegated by municipalities, nursing homes, and other healthcare facilities as allowed by current legislation. We promote initiatives that establish profitable relationships with institutions, local communities, civil authorities, military and religious groups, voluntary associations, workers' representatives, and those entities that are seeking economic and productive activities for the general population.

The end point is to ensure fully integrated health services, social care and social services, all coordinated to promote optimal quality of life and to prevent, eliminate or reduce the impact of need/hardship resulting from inadequate income, social difficulties, psychological and relational difficulties and lack of autonomy.

CREATE HEALTH: A Corporate Vision

Create Health -- two words to remember the twelve essential concepts of our model.

Knowledge: company operators need to know and have the know-how to deliver high quality, patient-focused care. The investment in time and training stimulate teamwork.

Responsibility: each staff member individually and as a group must assume responsibility for their actions, ensuring that they are able to fulfill commitments.

Equity: means a fair distribution of resources, mitigating any attempts for abuse by individual professionals, associations or pressure groups.

Membership: every member of the staff must develop a sense of belonging and feel part of an organization. This spans values ​​and shared languages to collaborative behaviors and shared decision-making. The result is a healthy working environment – one that is calm, inspiring, and enhances the potential of each employee -- and attracts professionals of excellence to join the team.

Report: explore synergies among the various local and regional institutions, engaging the input of people with social and economic interests. Promote integration among leaders and advance collaborative research.

Excellence: drive optimal performance and quality care that meets international standards and parameters, encourages innovation and development, and achieves service excellence. Endeavor to always strive for effectiveness, appropriateness, security and accessibility to health services – with continuity of care at the forefront.

Security: ensure the safety of personnel through actions and investments aimed at improving the working conditions and patient safety. Undergo continuous review of processes with a goal to prevent errors or to minimize its impact.

Humanity: with our Company at the center of all these activities, it is vital that the uniqueness of each individual is valued in its entirety, ensuring equal opportunities, avoiding all forms of discrimination and respecting the values, religious beliefs, gender differences and a culture of belonging.

Efficiency: waste is often inherent in any business model, but everyone should be vigilant to reduce this practice. The aim is to overcome fragmentation in the delivery of care, and streamline processes in order to develop the most productive workforce and for the good of our clientele.

Industry News

The $2.7 Trillion Medical Bill
Colonoscopies Explain Why U.S. Leads the World in Health Expenditures

by Elisabeth Rosenthal

(nytimes.com)— Deirdre Yapalater’s recent colonoscopy at a surgical center near her home here on Long Island went smoothly: she was whisked from pre-op to an operating room where a gastroenterologist, assisted by an anesthesiologist and a nurse, performed the routine cancer screening procedure in less than an hour. The test, which found nothing worrisome, racked up what is likely her most expensive medical bill of the year: $6,385.

That is fairly typical: in Keene, N.H., Matt Meyer’s colonoscopy was billed at $7,563.56. Maggie Christ of Chappaqua, N.Y., received $9,142.84 in bills for the procedure. In Durham, N.C., the charges for Curtiss Devereux came to $19,438, which included a polyp removal. While their insurers negotiated down the price, the final tab for each test was more than $3,500.

To continue reading click here.

Industry News

Regulatory Harmonization Institute Workshop for U.S. – Japan Health Care Study Group: Emerging Markets Present Opportunities for Collaboration and Innovative Partnerships

Regulatory Harmonization Institute, Inc. (RHI), an international, not-for-profit association dedicated to global harmonization of drug and medical device regulatory requirements, recently presented an educational seminar for the U.S.- Japan Health Care Study Group, which was held in New York City. Entitled “ Lessons Learned in Algeria/North Africa: Workshops, Presentations and Gap Analysis,” the program drew representatives from leading Japanese pharmaceutical manufacturers and focused upon emerging markets for sales, solidifying market share, and bringing product to an expanding customer base.

Dean Erhardt, president of RHI says, “Robust growth in the pharmaceutical markets of emerging world economies has outpaced the overall growth of the global pharmaceutical market, and accounts for the heightened interest among companies in developed nations such as Japan. Current estimates have as much as 90 percent—or $165 billion over the next five years—of future pharmaceutical growth coming from the emerging economies of China, India, Brazil, Mexico, and other regions of the world.*

RHI shared its experience in Algiers where the organization is conducting educational forums on regulatory approval processes.

Joseph Carabello, RHI founder, explains, “Collectively, the emerging markets are reshaping the pharmaceutical marketplace, and undoubtedly offer high potential, with rising GDPs, large and growing populations with increased access to healthcare, and an improving IP and regulatory environment.”

RHI, the only organization whose mission is solely focused on matters related to regulatory harmonization, is supported by members that include government agencies, public and private companies, patient advocacy groups, not-for-profit organizations, academic professionals and other industry groups.  In addition to its educational programs, RHI also generates government and private sector support for information exchange, product development, and investment.

RHI activities focus upon:

  • Reducing the overall cost to bring products to market, assisting in maintaining viable manufacturer margins which can be invested in ongoing research for innovative drug therapies.
  • Reducing the drug lags from country to country, enabling unique innovator products to access new markets quicker and resulting in more innovative therapies being available to more patients.
  • Creating a reduced timeline to get less expensive products -- generics and biosimilars -- to new markets, assisting financially strapped governments in keeping down the cost of therapies.

About Regulatory Harmonization Institute:

Regulatory Harmonization Institute, Inc. (RHI) is a non-profit association dedicated to global harmonization of regulatory requirements with a mission to influence the development and introduction of meaningful therapies to patients across the globe. RHI will advance global harmonization of regulatory requirements for medicines and devices intended for human use, enabling greater delivery of meaningful new therapies to all patient populations. Visit https://www.regharmonization.com.

Media Contact:
Katelyn Petersen
CPR Communications for Korea4Health
201-641-1911 x18

Industry News

Korea4Health Offers World-Class Medical Services of Korea for Global Patients Seeking High-Quality, Cost-Effective Treatments

Korea4Health , providing internationally renowned Korean healthcare services, announces today the launch of its new website and services, featuring the best medical procedures of select Korean hospitals operating in the US and Korea, with some hospitals offering overseas US offices. Individuals seeking high-quality, affordable procedures – including cancer treatment, heart surgery, infertility treatment, organ transplant, neurosurgery, joint replacement, spinal surgery and alternative care – will find that it costs only 20 to 30 percent of the cost in US hospitals.

"The strength of Korean healthcare lies in its highly trained physicians and staff, high-end medical equipment, and well-established medical infrastructure,” says Dr. DoHyun Cho, Executive Director of Medical Korea Council in America. “The number of foreign patients seeking advanced medical treatment in Korea has increased by an average 50 percent annually. Medical doctors from countries all over the world are visiting Korea to be trained in workshops, fellowship programs and seminars from Korea’s highly respected hospitals.”

While Korea’s tourism numbers are gradually increasing, according to CNN, the number of foreign patients visiting Korea for treatments is also significantly increasing. Ministry of Health and Welfare recently publicly announced that the number of foreign patients visiting Korea has reached 155,673 in 2012. In the meantime, there are 91 oversea s Korean medical facilities operating all over the world serving global patients. These oversea s Korean medical facilities allow foreign patients to experience Korea’s excellent medical services without traveling to Korea. Korea4Health offers detailed information about Korean healthcare providers operating in the US as well.

Additionally, safety and quality of Korean medical services are inspected consistently by the government through accreditation and strict evaluation programs. Information featured in Korea4Health is also accredited by KHIDI USA, Korean Government agency under the Ministry of Health and Welfare .

Dr. Cho concludes, “ Korea ’s status as a medical and healthcare leader in the global arena has risen greatly. With growing awareness of the opportunities we offer patients, we foresee a large influx of US patients to our network of hospitals in the US and Korea seeking the best possible treatment at cost-effective prices.”

About Korea4Health

Korea4Health is the gateway to the internationally renowned Korean healthcare services prepared for the US patients exploring the most advanced and affordable healthcare solutions. Initiated by the public-private partnership, it is operated by KHIDI USA, Korean Government agency under the Ministry of Health and Welfare featuring the best medical procedures of the selected Korean hospitals operating in the US and Korea. Visit: http://korea4health.org/, Facebook, and Twitter.

To learn more about Korea’s highly skilled medical professionals, state-of-the art medical equipment, and solid medical infrastructure visit www.korea4health.org

Media Contact:
Katelyn Petersen
CPR Communications for Korea4Health
201-641-1911 x18

Industry News

Europe is More Affordable Than Ever with airberlin

On Wednesday May 22, 2013, airberlin, Germany’s second largest airline, will launch a fare sale that is too good to resist. Fares offered start as low as $729*, including all taxes and surcharges for travel, for example, from New York to some of Europe’s most fascinating destinations like Krakow or Warsaw, Poland. The sale kicks off on May 22  and runs through June 4. In this period, airberlin offers sale fares not only from New York but also from its other US gateways such as Chicago to Copenhagen from $799*, Miami to Zurich from $859* and Los Angeles to Vienna from $849*. Other destinations featured in the sale include Barcelona, Berlin, Dusseldorf, Milan and Rome. From the airberlin gateways New York, Chicago and Miami, the fares are valid for travel from August 16, 2013, through December 13, 2013, and from Los Angeles from August 16  through October 29, 2013.

In addition to airberlin’s great fares, guests will also enjoy newly refurbished economy and business class cabins featuring on-demand entertainment systems, complimentary beverage service throughout the entire flight and superior culinary selections.

To book, visit airberlin.com, contact the call center at 1-866-266-5588, or your travel agent. 

*Fares quoted are sample fares based on round trip travel, and prices vary depending on dates of travel and final destinations. Additional service charges apply, such as booking through the call center or online. Fares are based on limited availability.

About airberlin

airberlin is one of Europe’s leading airlines and flies to 150 destinations in 40 countries. The second largest airline in Germany carried more than 33 million passengers in 2012. airberlin offers a global route network through its strategic partnership with Etihad Airways, which is a 29.21 percent stakeholder, and membership in the   Oneworld airline alliance. The airline with the award-winning service operates codeshare flights worldwide with 14 airlines. The fleet has an average age of five years and is among the most modern and eco-efficient in Europe.

Press Contact:
Madeleine Vogelsang
Communications Manager
Tel: 305-521-1012
Fax:  305-932-1545
E-mail: Madeleine.Vogelsang@airberlin.com       

Industry News

Diploma in Health Economics to Push Dubai’s Medical Tourism

by Carolina D’Souza

Gulfnews.com— Dubai -- For the first time in the Middle East a diploma in Health Economics and Health Technology Assessment (HEHTA) is being offered, honing Dubai’s status as an international hub for medical tourism.

The three-module diploma is offered by the continuous medical education (CME) arm of the Shaikh Hamdan Bin Rashid Al Maktoum Award for Medical Sciences in collaboration with the College of Pharmacy, University of Washington.

To continue reading click here.

From the Publisher

What PR Pros Must Understand About Journalists: 10 Top Do's and Don'ts

By Laura Carabello, Principal, CPR Strategic Marketing and Communications; Publisher of   Medical Travel Today  and   U.S. Domestic Medical Travel™

Bulldogreporter.com—New communication channels are changing the face of journalism, creating a competitive climate for reporting news faster, more succinctly and in a format that is easily read online. Today's news is pieced together with a ground-floor view, relying on interpretation, expertise and knowledge—rather than old-fashioned fact gathering. The news is transmitted via laptop, read on smart-phones, and synthesized into tweets to be shared within siloed communities. Nevertheless, the vital role that journalists play in how the public perceives local, national and international events remains the same.

In terms of what "new journalism" means to strategic communications, journalists and PR pros must continue to rely on each other in a way that is unlikely to change. Sound strategies that optimize this symbiotic interaction continue to be critical for success.

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Upcoming Events
IBMS Medical Tourism Mini Conference

June 26- 27, 2013 – Conrad San Juan Condado Plaza, San Juan, Puerto Rico

To learn more or to register click here.

Wellness and Health Tourism Expo 2013

July 6-7, 2013 Koramangala Indoor Stadium, Bangalore, India

To learn more or to register click here.

The Health Tourism Show

July 11-13, 2013 – London Olympia Grand Hall, London, UK

To learn more or to register click here.

Africa Medical Executives & Medical Tourism Conference


August 28-30, 2013 - Ivory Coast, Africa

To learn more or to register click here .

Global Connected Care Conference and 4th Meditour Expo

September 9-11, 2013 –Anaheim, CA

To learn more or to register click here.

Indian Medical Tourism Conference 2013

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October TBD, 2013 - Bangalore/Ahmedabad, India

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The Wellness Tourism Congress at the Global Spa & Wellness Summit

October 5-7, 2013 – The Oberoi, Gurgaon, New Delhi, India

To learn more or to register click here.

4th Medical Tourism Saint Petersburg Exhibition


October 10-12, 2013 - Lenexpo Exhibition Complex, Saint Petersburg, Russia

To learn more or to register click here .

Mexico: Global Summit on Medical Tourism Business


October 16-18, 2013 - Mexicali, Mexico

To learn more or to register click here.

2nd Malaysia International Healthcare Travel Expo 2013

2nd MIHTE Logo

October 20-22, 2013 - Sunway Pyramid Convention Center, Malaysia

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Health Tourism Expo 2013


December 19-22, 2013 Istanbul Expo Center, Istanbul, Turkey

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Medical Travel Today: Opinions and Perspectives on an Industry in the Making

Medical Travel Today - the authoritative newsletter for the worldwide medical travel industry - is pleased to announce publication of a new book, "Medical Travel Today: Opinions and Perspectives on an Industry in the Making.

Featuring 40 of the newsletter's most compelling interviews from the first five years of publication, the volume chronicles the explosive growth of international medical tourism as witnessed and experienced by some of the key stakeholders and players. A must-read for anyone interested or involved in the industry.

News in Review

Upscale Consumers Most Receptive to Medical Tourism Travelmarketreport.com— Higher income, well-insured US consumers are more receptive to
travelling overseas for health treatment and are less concerned about the risks involved than those who are uninsured and lower income.

DHA's Prescription to Boost Medical Tourism in Dubai: 3 New Hospitals, 40 Clinics
Emirates247.com — Vital signs are healthy for medical tourism in the emirate, as the Dubai Health Authority (DHA) announces three new hospitals, 40 new health centers and a Dh3 billion redevelopment plan for the existing Rashid Hospital.

Medical Tourism Keeps Growing
Executive-magazine.com — The phrase “medical tourism in Lebanon” conjures for many the idea of visitors from the Gulf sitting in cafés and waiting for nose jobs. In reality, plastic surgery makes up only a small percentage of the country’s international patients’ needs. Eighty-five percent of foreigners who seek treatment in Lebanon do so for other medical reasons, according to Mounes Kalaawi, partner and chief executive of Clemenceau Medical Center (CMC).

Strong Foundation For A Thriving ’Medical Tourism’ Industry In UAE
Middleeastevents.com — The United Arab Emirates (UAE) is currently witnessing progress in the global medical tourism industry today. Being a melting pot of cultures and located only a few hours away from one- third of the world’s population, the country is increasingly becoming a preferred choice for regional and international medical tourism business.

Research and Markets: Booming Medical Tourism in Malaysia
Fortmilltimes.com — The Malaysian medical tourism industry is going through a phenomenal growth phase, offering immense opportunities for players involved in the business. Despite the global economic downturn, the market is growing exceptionally in each and every field of medical treatment.

Editor's Note: The information in Medical Travel Today is believed to be accurate, but in some instances, may represent opinion or judgment. The newsletter's providers do not guarantee the accuracy or completeness of any of the information and shall not be liable for any loss or damage caused - directly or indirectly - by or from the information. All information should be considered a supplement to - and not a substitute for - the care provided by a licensed healthcare provider or other appropriate expert. The appearance of advertising in this newsletter should in no way be interpreted as a product or service endorsement by the newsletter's providers.