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Apollo Hospitals, India Considering the elements of a strategic service vision, the following are the fa ctors applicable

to the Apollo Hospitals of India. The service vision framework are according to an exhibit from "Lessons in the Service Sector" by James L. Hes kett, Harvard Business Review, March/April 1987, p. 120. 1. Target Market segments Population Statistics : Population above 920 mill. people with wide variety of economic levels, social statuses, and cultures. Lowest per capita GNP $255, pop ulation growth 2% p.a. Growth real GNP 4.5%. Middle class 270 mill. Wealthy 30 m illion people. Target Market Segment : Upper middle class, the wealthy, and company employees with health insurance (108 million in 1994 ). Half of the middle class able to p ay for private health care. Current Market Status : Most hospitals are state run at very low cost, low tech , and low quality. Private medical facilities are available - highly specialized , charging market rate (not latest technology but provides privacy and intimacy) . Treatment of a complex ailment in a private institution is more time consuming and expensive. Economic liberalization : domestic and multinational companies - more competiti on Demography : urban, high income as dictated by upper middle class and elite cla ss, neighboring countries. Psychography : Targeting people who can afford comprehensive high quality servi ce; who are ready to pay more money for the comfort and treatment by more repute d doctors. Market Growth (income + segments growth) : Sizable market of 30 million (wealt hy ) and 135 million upper middle class person. Proposed Plan : Comprehensive hospital emphasizing on tertiary care -- advance therapy and surgery, complicated medical problems. Primary care is stressed main ly through preventive measures. High quality medical care through the latest med ical technology and the best qualified staff. 2. Service Concept The aim is to provide outstanding value to patient through superior medical resu lts, quick treatment, and a low total cost of care relative to competitors. This can be achieved through the Five stars management philosophy : medical personne l, medical technology, employees, value and hospitality. Customers' perception : high quality, comprehensive service at 10-15% below than the top hospitals in Bombay and Delhi in a shorter time period (on average 7 da ys versus industry's average of 9-12 days). Superior medical treatment: success rate at par with highest international stan dard, competitive total cost of care. 3. Operating Strategy Hospital operates under the Five Stars philosophy. 1. Medical personnel : Highly skilled and experienced doctors mostly returning f rom western countries (well known both academically and clinically). Well traine d and motivated junior doctors, technicians, nurses, and other supporting staff. 2. Medical technology: Latest available technology, constant and quick update, h igh utilization and availability. Large capital investment emphasis in this area . 3. Employees: Constant interaction between all levels. The environment promotes a sense of family/community. Upper management recognizes attendance, punctuality , achievements in sport, and honesty through awards. A 10-20% higher wage for th e employees than local, private hospitals. Flexible atmosphere, free medical car e, and other economic benefits (loan, wedding gift, subsidize meals) attract com

petent employees. 4. Hospitality : Customer oriented/centered service, 30 hrs/year training, well established guidelines (Induction manual). 5. Value : Care/contact after even being released from the hospital. Guest relat ions department improves quality of service and maintains relationship with pati ents. Emphasis on continuous improvements (CHANGE), avoiding a stagnation. Operation: Symbiotic relationship between doctors and the hospital: Doctors pay only rents for the room, but set their own rate (within set boundaries from hosp ital management.) and keep all of the fees received. The hospital earns revenues from running the supporting facilities (room, board, x-rays etc.) Additional services to doctors: excellent and most recent library system (on-lin e system), hospital supported technical conferences in and out house, weekly res earch colloquiums, newsletter (Apollo Heartbeat), arrange visits/training sessio n of recognized doctors from abroad. Continuous improvements effort at all levels Employee training and compensations and other benefits Finance : Initially from own money and stocks, Expansion and operation from reve nue generated from existing facilities, licensing, and insurance package. Marketing: major efforts focused on women in individual consumer market (Well Wo men Clubs), outreach programs for schools, low price preventive check-up package s for families. Different categories of rooms to accommodate different economic level of patient s. There is a long term trusting relationship with patients. Referring doctors : There is a strong effort to keep referring doctors aware of the hospital's advances. Advertisements of the hospital's capabilities and facil ities exists. Organizing medical conferences and publications like Apollo Heartb eat (distributed free of cost to referrals) keep referring doctors attached to t he hospital. And allowing referrals to maintain close contact with own patients in the hospitals promotes the notion that Apollo does not attempt to compete wit h them. Contracts with 150 companies for providing preventive care and advanced treatmen t (Master Health Check). Organization Structure of Apollo Hospitals : Apollo Madras, Hyderabad Training wing/division (Apollo Institute of Hospital management) IHC (Indian Hospitals Corporations) consulting services Within each hospital : consulting doctors (independent) administrative and supporting staffs, different departments (Guest relationship) commensurate with normal hospital practices. Human Resources: good compensation, good training. Control: CHANGE committees, guest relation department, employee empowerment. Measurement: Patients' health most important yardstick for success. 4. Service Delivery System The people from all levels due to their high skills, training and motivation con tribute towards the hospital's vision of providing high quality service and care at competitive price. Most updated technology and equipment with standardize procedures for operations high quality contribute to high quality service. Differentiation based on multidimensional strategy which are high quality, relia ble and quick treatment at competitive price. Barrier to entry to the industry is high, mainly because of high capital investm ent, brand name, well established marketing, referral network, presence in almos t all aspects of business within the health care industry, and contracts with hi ghly recognized doctors. Expansion vehicle promises most effectively to enhance Apollo Hospitals' profits while expanding recognition of the Apollo name. Some the expansion efforts: Building more hospitals and control over entire operation

Limited growth, high capital intensive, no risk sharing by others, no advantage of experience of local channels. Consulting service: Indian Hospital Corporation (IHC) which share experience in hospital management, license Apollo trade name to doctors and entrepreneurs and quicker expansion. Health maintenance organization (Insurance and medicare HMO) which promote high quality health care through a large network of doctors and hospitals. General information about Apollo Hospital: Fonder Dr. Pratap Reddy in 1983 in Madras First corporate hospital in India Offers : sophisticated treatment in comprehensive range of medical specialties a nd state of the Art medical technology, skilled and motivated and dedicated tech nicians, superior highly skilled/ foreign trained and famous in their fields doc tors, supporting staff. Providing top quality medical care