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What Clofan is and its history

Clofan is a private institution dedicated to providing eye care services, through a highly qualified group projecting its human warmth. Since its inception has been a pioneer in providing outpatient surgical services specialty, modality widely accepted today, and that gives patients the comfort of treatments with minimal disability. It has been characterized byusing cutting edge technology, research level, organization and the human quality of its professionals. Its international presence has positioned itself as the Clinic greater scientific and technological progress at the eye of Medellin.
The Clinic is able to provide care related to prevention, diagnosis, treatment and rehabilitation of all types of vision problems.

In 1984 was born the dream ofseveral ophthalmologists who wanted to create the best Ophthalmology Clinic in the city and one of the best not only nationwide but also internationally, offering quality, technology and the best human resources to improve the quality of life of patients. All this and much more from the beginning could be found in Clofan. The dream became reality with the first seat of the clinic, located indowntown, always within reach of all and for all.
The dream grew as the dreamers who supported this reality: opens the new headquarters of Clofan in El Poblado, pointing again to the professionalism of their doctors, his human warmth and the great technology of the moment.

SWOT analysis

STRENGTHS
Physical infrastructure.
Group of professionals with excellent quality and training.Positioning and brand recognition.
Safety.
Good image among the contracting entities.

WEAKNESSES
Service differentiation between POS users and individuals.
Communication Service. (Call center)
Lack of systematization of some procedures.
HCE.
Timing of appointment scheduling.

OPPORTUNITIES
Medical tourism.
Expansion of infrastructure.
Expanding portfolio.
Research.
Technology.
Quality ofservice

THREATS
High volume of patients that lead to sacrifice quality for quantity.
Improvement of infrastructure by other entities direct competitors.
Regulating the health sector.
Expanding portfolio by other entities.

Competition

-Sandiego: direct competition, offer similar services, high investment in advertising, remembering strong, diversified services in dermatology which canlead to lose focus of the specialty, the cluster members.

-COM and Laurels: Less strengthened
Alternative for proximity and location for particular public

-Santa Lucia: High geographic coverage = geographic coverage facilitates buying decision.Optical positioning which facilitates penetration complementary services.
Occupational eye health. (Portable offices, mobile unit).Uniqueness/Authenticity

-Clinical safety
-Warm and timely service
-Professional and specialized accompaniment
-Knowledge and experience
-Regarding academic
-Comprehensive Ophthalmology
-Advanced technology

Services

- Specialized Department of Ophthalmology and all subspecialties.
-Optometry and Orthoptics.
-Ophthalmic Diagnostic Tests.
-Pharmacy and Optics.
-Specialty Surgeries.
-Ocularprosthesis.

Capital

The company has assets of $ 20,000 million, its debt is 37%. Operating working capital is approximately $ 1,500 million. In recent years, major investments were made over $ 16,000 million to build its new clinical technology and modernize all ready to serve the growing local market and international projection.

Potential partners

The company has establishedstrategic alliances with key suppliers who have made technological showcase Latin American level. His company has opened so that the partners have grown from 32 to 85. They seek partnerships in other cities with new partners ophthalmologists to have wider coverage.

Analogous industries

No one can speak of similar industries because the existing substitutes can be difficult to find and all are...