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Our approach is to move carefully and expand gradually, getting to know the characteristics of each market and its economic and cultural issues before moving forward. Japan is a perfect example. We entered the Japanese market in 1998. By year-end 2001, we had 34 affiliated centers and 20 affiliated orthodontists, all through de novo development. Our experience in the vast, untapped Japanese market demonstrates the transportability of our business model. While the typical Japanese practitioners will start only one to three new patients per month, our top-performing centers in Japan now average 30 new patient case starts per month. In 2001, fee revenue from our Japanese affiliated orthodontists grew rapidly and we experienced a significant increase in call volume from prospective patients. As an added benefit, we are helping to promote affordable, high-quality patient care to an underserved population that views orthodontics as something only the affluent can obtain.
We entered Mexico in 1999, taking a similar measured approach. With a strong local management team, three affiliated centers and two affiliated practitioners, our Mexican affiliated orthodontists have achieved profitability, and we have many practitioners wanting to join us. We see strong prospects for future expansion there.
In 2001, we entered the European market with the opening of our first centers in Spain, and we expect to open additional centers there this year. We are exploring opportunities in Taiwan, Korea and the United Kingdom. It’s all part of a gradual process that involves entering new markets one step at a time and creating opportunities for long-term growth.