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About Oasis Healthcare
Oasis Dental Care Ltd, is the UKs leading operator of dental practices in the UK, with over 120 practices throughout England and Wales. A wholly-owned subsidiary of Oasis Healthcare Plc, Oasis aims to become the national dentist of choice for patients, staff and associates, providing a recognised and consistent service.
History of the business
Oasis has acquired well-established, profitable dental practices with potential for expansion which satisfy specific criteria in terms of size, operating performance and clinical capability. Through investment in new surgeries, practice refurbishment and marketing, supported by the introduction of specialist services, such as Orthodontics and Implants, and increased focus on customer service and higher quality private treatment, the Company expects to achieve significant growth in practice turnover and profitability.
Oasis has undertaken a period of rapid growth since it was established in 1996. The key milestones have been:
1999 Oasis made up of four practices
2000 Growth to 12 practices and listed on AIM
2001 Acquisition of a further 23 practices
2002 Growth to 65 practices
2002 Acquisition of Ora Dental Group Ltd with a further 10 practices
2003 Acquisition of Dencare Management Group Ltd with a further 36 practices
Today Total estate of over 120 practices
The Oasis vision
Our vision is to be the national dentist of choice for patients, staff and dentists, providing a recognised and consistent service.
We aim to harness the capability of over 120 practices whilst recognising that dentistry is a local business which must respond to local needs. Our cluster model provides the balance required for our network of over 500 dentists and 1300 staff.
To meet our strategic vision we have therefore moved away from an overtly centralised business model to one structured into 21 geographically-based clusters of up to 10 practices.
The cluster model
Each cluster is run by a full-time cluster operations manager and a part-time cluster clinical director. This balanced management team - who are fully profit & loss accountable with the authority to make the majority of day-to-day capital expenditure decisions - ensure the application of local knowledge. This structure also ensures that staff and associates work in a culture of belonging to a wider Oasis community. This has a number of benefits:
optimisation of internal referrals
focus on local recruitment activity
sharing of resources, experience and best practise
Acting as a corporate body
Alongside the cluster teams we have five regional dental directors as well as the central clinical Board, formed of a majority of senior dentists. This team is charged with the construction and maintenance of our clinical governance framework, and to determine clinical support for the services we provide.
Our commercial team meanwhile focuses on optimising the commercial gains from our size and scope, including optimising supplier deals and implementing new products and services across the estate.
The future
In the short term Oasis will focus on the continued implementation of localised clustering and optimisation of profit from the existing estate. In the longer term we anticipate embarking on a structured acquisition strategy. We are confident that our vision and strategy will allow a success to be made from the corporate dentistry model.
Major Shareholders
Advent VCT--------------------7,508,113 (9.20%)
BLS Holdings Ltd Prtnship----6,749,964 (8.27%)
Singer & Friedlander IM Ltd--6,590,000 (8.07%)
Joseph Joe King--------------3,347,500 (4.10%) DIR
Goldman Sachs Group Inc-------2,855,500 (3.50%)
BWD AIM VCT PLC--------------2,542,500 (3.11%)
Here is the latest (June 06) update from http://www.armshare.com
The company broker's note dated 31st May 06 projects fully taxed adjusted EPS of 3.3p for 2006/7, 4.1p for 2007/8 and 4.9p for 2008/9 representing P/Es of 4.5, 3.6 and 3.0 respectively based on the share price of 14.75p at 31st May.
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The final results to March 2006 showed sales of 82.5 million (2005: 74.9 million), operating profit of 2.4 million (2005: (384,000)), pre-tax loss of 366,000 (2005: (2.9 million)) and adjusted EPS of 3.36p (1005: 1.78p). The company reported that the growth was achieved from 122 practices (2005: 125); practice EBITDA was 10.9 million (2005: 9.1 million) representing 13.2% of sales (2005: 12.1%) - there are a number of practices, particularly within Greater London, which are achieving under 10% (compared with the target of 15%) and for which strategies are being formulated to deliver improved performance over the current financial year; capex was 4.2 million, of which 1.2 million related to 8 new Welsh practices and 2.9 million was on modernising 36 surgeries; debt was reduced to 37.0 million (2005: 39.5 million); working with Kodak, a new clinical IT system is being developed which will, for example, enable the viewing of patient records by both the referring dentist and the relevant specialist, irrespective of geography.
Research Standing
We said " With the heady days of expansion over, at least for the moment, its going to be a long course of treatment, as exertion of buying muscle and the drive for private patients opens a long road towards the necessary levels of returns. It hasn't been pain free yet, but when the current cavity is filled it may well be time for the healing process to begin."
The company broker's note dated 31st May projects fully taxed adjusted EPS of 3.3p for 2006/7, 4.1p for 2007/8 and 4.9p for 2008/9 representing P/Es of 4.5, 3.6 and 3.0 respectively based on the share price of 14.75p at 31st May.
COMPANY MEETING
ArmShare met the current CEO on 1st December 2005. Oasis has followed the well trodden buy and build strategy, and reached the stage where conventional business skills needed to be applied if the organisation was to deliver shareholder value. In 2004, the CEO who implemented the initial strategy left and his replacement (who joined in August 2004) brought in-depth experience of running retail multi-site operations. This lead to the implementation of the cluster infrastructure referred to above - the early signs are that this is producing a virtuous circle of being more attractive to dentists, providing a better service to clients, organic sales growth and better margins - these early signs were endorsed by the final results to March 2006. Continuation of the virtuous circle will make it quite straightforward for the company to handle what presently looks like excessive borrowings totalling 37 million at March 2006 (2005: 39.5 million). "
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Recent Institution and Director Buying ;
19th Sept 2005 S Lambert buy 1.0 million @ 10.5p
19th Sept 2005 G Blomfield Buy 500,000 @ 10.5p
29th April 2005 Goldman Sachs Buy 2.855 million.
14th Dec 2005 Stephen Lambert Buy 100,000 @ 12p
3rd Dec 2005 Stephen Lambert Buy 165,000 @ 10.5p
3rd Aug 2004 Stephen Lambert Buy 35,000 @ 16.2p
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Links :
Wales Feb 2006 Link