ation of cash, securities and debt financing.
The overriding strategy of the company is similar to that of Waste Management (now WMX) during its early years: growth through acquisition. Acquisitions compose a large part of the president's background, which is also strong in management, but not in the medical transport industry. Planning for acquisitions is done on both a short-term and a long-term basis, and requires careful coordination across the entire organization.
The company seeks to establish "beachheads" through its acquisition policy. These are strong providers in key market areas which will allow the company to build a foundation in that geographic area. By working with providers who are strong financially, in marketing and who have a reputation for providing a high level of service, the company is able to bring into its organization providers who match the company's internal goals and objectives.
The company is also dedicated to technological leadership. Through the use of a satellite-based system, the company is able to use a single dispatch center for its Northern California operations. This increases the level of service, decreases costs and keeps the corporation well-informed as to the condition, location and serviceability of its fleet of vehicles. The company also seeks to keep its fleet equipped with the technology and equipment necessary to provide a high level of service to the community, and is able to negotiate low unit pricing based on its purchasing power.
Because the company has grown through acquisitions, it is important that it be able to effectively integrate these acquisitions into its operations. This is the responsibility of the chief operating officer, a position created in May 1993. It is up to this officer to ensure that the newly acquired providers meet the level of service that the company expects and that they, in turn, receive the tools and equipment which the company has at ...