TABLE OF CONTENTS

Sl No. CONTENTS Acknowledgement Chapter 1 Chapter 2 Chapter 3 Chapter 4 Chapter 5 Chapter 6 Chapter 7 Executive Summary Introduction of the Study Objective of the Study Research Methodology Analysis of Promotional Strategy of AMRI Dhakuria Data Analysis, Interpretation & Recommendations Limitations of the Study PAGE No 3 4 5-17 18 19-21 22-30 31-49 50

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Chapter 8

Bibliography

51

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ILLUSTRATIONS
Chapter : Page No.
Chapter 1 4 Chapter 2

Content:

Executive Summary Introduction
a. Customer Satisfaction:

b. c. d. e. f. g.

…………………………… 5-6 Importance & Trends Healthcare Industry in India…………………… 7-10 Growth Drivers……………………………………….11 Company Profile……………………………………..12-13 Service Profile………………………………………...14-15 Competitors of AMRI……………………………….16 Customer Segment……………………………..17

Chapter 3 Objectives of the Study………………………..18

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Chapter 4 Research Methodology………………………..19
a. Market

Segment………………………………………20-21

Chapter 5

Analysis of Promotional Strategy
a. List of Corporate Tie-up……………………...26 b. List of TPA tie-up ……………………………28 c. Internal Promotion…………………………...29-30

Chapter 6

Data Analysis, Interpretation …………………...32-50 & Recommendations a. Target Customer Achieved…………………..32 b. Time taken during admission………………...32 c. Reason behind choosing AMRI……………...33 d. Location……………………………………...33 e. Type of Patients……………………………...34 f. Customer Satisfaction (all)………………….35-46

Chapter 7 Chapter 8

Limitations……………………………….51 Bibliography……………………………...52

Acknowledgement
“Expression of feelings by words makes them less significant when it comes to make statement of gratitude”

Gourab Majumder

Sometimes words fall short to show gratitude, the same happened with me during this project. The immense help and support received from AMRI Hospitals Limited Dhakuria overwhelmed me during the project. In preparation of this report by me, I feel great pleasure because it gives me extensive practical knowledge in my career. I get idea about Indian Healthcare Industry & how this industry is marketed. I am thankful to Mr. Todi (Owner) for giving me opportunity to do my project at his renowned organization. My sincere gratitude to Mr. Subhendu Poddar (General Manager-HR & D) for providing me such an opportunity to work with AMRI Hospitals Ltd Dhakuria. I am highly indebted to Mr. Samir Ghosh, company project guide (General ManagerGrowth & Development), who has provided me with the necessary information and his valuable suggestion and comments on bringing out this report in the best possible way. I am thankful to Dr. S. Samajdar (Faculty Guide) for valuable inspiration and guidance provided me throughout the course of this project. I would also like to thank Mr. D. Chattaraj (SIP Coordinator) for delivering me all the necessary information regarding SIP at that time. I would like to take opportunity to express my gratitude towards all of them who have contributed directly or indirectly in my project work. In addition, I would like to give regards to my Parents, AMRI Staffs, friends who have in some way helped me in completing this project.

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CHAPTER:1

EXECUTIVE SUMMARY

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Experts opine that healthcare marketing is a complex equation because most often the producer, that is, the doctor, himself is the marketer. Since the production and consumption, takes place simultaneously, as in the case of performing an operation, he or she should ensure zero-error delivery each time and every time. There is no physical or time gap between the production and consumption. With the realization of importance of hospital marketing, the presence of a full-fledged marketing department has also been acknowledged. “The marketing department is said to be the voice of hospital where the brand is fashioned and communicated, internally as well as to the community at large,” says Anne Marie Moncure, managing director, Indraprastha Apollo, New Delhi. The marketing department is said to be the voice of hospital where the brand is fashioned and communicated, internally as well as to the community at large.

Purpose and Challenge
One of the leading healthcare providers (Private Hospital) in Kolkata had sensed some dissatisfaction among its both in-patients despite of having all the necessary facilities in form of renowned full time consultants, large number of nurses & staffs, state-of-the-art infrastructure. The study was done exclusively to analyze the internal marketing strategies & to collect the patients feed back to find out the sources of the dissatisfaction. The actual purpose of the study is to identify the sources & level of dissatisfaction among patients & find out the available measures of certain problems.

Deliverables
1. Target Market segmentation of the Hospital. 2. Customer segmentation of the Hospital. 3. Promotional Strategies for specific customer segments. 4. Analysis of Internal Marketing System of the Hospital 5. Sources of dissatisfaction among patients. 6. Feasible recommendations.

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CHAPTER 2: INTRODUCTION Customer Satisfaction: Importance & Current Trends
“The more relationships the customer has with the firm, the higher the real and psychological switching costs and the greater the profits. The more relationship the firm has with the customer, the more the firm has an opportunity to learn about the customer’s behavior. Good predict are even better with behavioral data.” Richard Staelin (Presentation, MSI conference: Taking stock of customer Relationship, March 3, 2006) There is a strong relationship between Satisfaction and Loyalty. The relationship between satisfaction & loyalty is not a simple linear relationship. V Kumar & W. J. Reinartz claimed that the link between satisfaction & retention is asymmetric (dissatisfaction has greater impact on retention than satisfaction) and nonlinear (the impact of satisfaction on retention is greater at the extremes, with the flat part of the curve in the middle called the zone of indifference). (See Figure 1)
NOTE: The dotted line represents a linear approximation of the nonlinear relationship shown. Customer retention Source: W Anderson & V Mittal, “Strengthening the Satisfaction-Profit Chain,” Journal of Service Research 3, no. 2 (November 2000): p.114

Zone of indifference

Customer Satisfaction

Figure 1

Even Reichheld, Markey, and Hopton provided findings that show that customers buy a lot more from companies with which they are completely satisfied, Reichheld et al. To them a customer is satisfied only if they are a “5” on a 5-point scale. (Figure 2) It is proved in a several study that customer loyalty is directly associated with the customer satisfaction. Satisfaction not only creates loyalty but also helps to build goodwill & word-of-

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mouth promotion. Changes in need & consumption pattern have also changed the face of marketing rules of products & services.
NOTE: 1=Completely Dissatisfied 2=Somewhat Dissatisfied 3=Neutral 4=Somewhat Satisfied

Loy alt y

1

2

3

4

5
Figure 2

5=Completely Satisfied Source: T.O Jones & W Sassar, “Why Satisfied Customer Defect”, Havard Business Review, Nov-Dec

Satisfaction

Changes in Needs and Consumption Patterns
Traditional Needs
Internal & self happiness

New Generation Needs
Group & Collective community peace & happiness

Source: 2009 E&Y-FICCI Report on Wellness – Exploring the untapped Potential
Demand for value & mass products & services Demand for premium & luxury products & services

Acceptance by family & close social circle

Social acceptance by large community group, family, friends & work colleagues

Minimal requirements of external assurance, selfcontrolled safety

Innovative schemes for safety, complete guarantee with minimal outflows
Preventive healthcare, fitness, requirement, need for nutrition

Curative & basic healthcare, need for food

Reactive & Proactive, Inward & Basic Gourab Majumder

Proactive & Preventive, Outward & Improvement

Key factors impacting these lifestyle trends are Globalization-Opening of Indian Market to the global economy & Growing awareness due to increased number & type of media channels –both domestic & international

Health Care Industry of India
A massive boom in private hospitals is changing the nation’s health delivery landscape beyond recognition. New hospitals are mushrooming even in smaller towns. Leading healthcare entrepreneurs are targeting tier 1 & tier2 cities to expand their business. The scent of big money is in the air. It is making seasoned business leaders look for an edge in marketing healthcare in a new avatar. It is giving doctors the choice & option of moving from green to greener pastures. At the root is the new-age patient who wants the best treatment money can buy. Bleeding edge technology, wonder drugs & star facilities are now the hospital mantra. Healthcare system is usually large, complex & slow to respond to change. However, the surge of new ideas, approaches & institutions is melting away the age-old barriers to change. India is writing a new chapter of growth.

Few statistics:
Rs 200,000 crore is the size of the industry, slated to clock Rs 300,000 crore by 2012. 2. 80% of the market is in private hands, the highest in the world. 3. 4 million people are employed, making it one of the largest service sectors in the economy. 4. 16% is the rate at which the healthcare sector is growing year on year. 5. 1 lakh beds each year for the next 20 years at Rs 50,000 crore per year is what India needs. 6. 60% of the 15,393 hospitals & 80% of all qualified doctors are in the private sector. 7. 5 % of household income goes to healthcare; 70 % is sought from the private sector.
1.

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32 quality beds per 10,000 people in the metros close to the global benchmark of 35 beds per 10,000. 9. 12% insurance penetration in top 20 cities. The business is growing at 50% per year. 10. Rs 4500 crore is what private firms invested in Indian healthcare during 2006-2010.
8. 11. 5-10

times higher salary rates are being offered by corporate hospitals to doctors. 12. 29 % CEOs believe lack of consistent policy on accreditation hinders growth.

Infrastructure of Indian Healthcare Industry
According to the Investment Commission of India the healthcare sector has experienced phenomenal growth of 16 percent per annum in the last 4 years . Rising income levels and a growing elderly population are all factors that are driving this growth. In addition, changing demographics, disease profiles and the shift from chronic to lifestyle diseases in the country has led to increased spending on healthcare delivery. Even so, the vast majority of the country suffers from a poor standard of healthcare infrastructure which has not kept up with the growing economy. Despite having centers of excellence in healthcare delivery, these facilities are limited and are inadequate in meeting the current healthcare demands. Nearly one million Indians die every year due to inadequate healthcare facilities and 700 million people have no access to specialist care and 80% of specialists live in urban areas.
1. According to WHO statistics there are over 250 medical colleges in the modern system of

medicine and over 400 in the Indian system of medicine and homeopathy (ISM&H).

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2. India produces over 250,000 doctors annually in the modern system of medicine and a

similar number of nurses and Para-professionals.

3. Better policy regulations and the establishment of public private partnerships are possible

solutions to the problem of manpower shortage.

Role of Central Government in (Political & Economical)
Central government efforts at influencing public health have focused on the five-year plans, on coordinated planning with the states, and on sponsoring major health programs. The central and state governments jointly share government expenditures. Goals and strategies are set through central-state government consultations of the Central Council of Health and Family Welfare. The Ministry of Health and Family Welfare, which provides both administrative and technical services and manages medical education, administer central government efforts. States provide public services and health education.

1. The Union Budget for 2008-09, boosted the Indian healthcare industry through a host of Initiatives announced such as tax holiday for next five years for setting up new hospitals in Tier II and Tier III cities.

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2. The clinicical Establishments (Registrations & Regulation Act) Bill 2010—approved by the union cabinet last month—makes it mandatory to provide medical care treatment to stabilize any person in an emergency condition. If the bill is passed in the Parliament, this will be the first time emergency medical care is made obligatory under law in the country.

Social Impact (Health Insurance & new age customers)
The majority of the Indian population is unable to access high quality healthcare provided by private players as a result of high costs. Many are now looking towards insurance companies for providing alternative financing options so that they too may seek better quality healthcare. The opportunity remains huge for insurance providers entering into the Indian healthcare market since75% of expenditure on healthcare in India is still being met by ‘out-of-pocket’ consumers. Even though only 10% of the Indian population today has health insurance coverage, this industry is expected to face tremendous growth over the next few years as a result of several private players that have entered into the market. Health insurance coverage among urban, middle- and upper-class Indians, however, is significantly higher and stands at approximately 50%.Now-a-days new age patients want the best treatment money can buy. The increasing per capita income of Indian Consumer is driving the Industry in India.

New Technologies
Driven by the rising healthcare demands & spending power of India’s affluent generation , medical technology looks set to enter a golden age. A new FICCI-Earnst & Young study predicts 15-20% growth for the Indian medical equipment market. Not surprisingly, private hospitals are taking the lead in introducing the latest technological wonders & creating milestones in treatment.

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Robotic surgery, Flat Panel Digital Cath Lab, iMRI & Brain SUITE are not only introduced accurate treatment & diagnosis but also facilitate less blood loss operations etc. These are as a hole the key behind the phenomenal growth of Indian Healthcare Industry.

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Few Growth Drivers
Name Fortis Hospitals Location 62 hospitals across India 50 hospitals across India Total Beds 10,000 USP Huge capital, top doctors, specialized service The Apollo heart institute is one of the largest cardiovascular groups in the world Pioneering presence in medical education 45 OT & over 350 critical care beds Traditional hospitality & lowcost eye care treatment. Known for service oriented initiatives. Service to the needy & poor people with care & compassion Traditional Hospitality with transparency in all operations & unique packages for Diabetics, senior citizen,

Apollo

9,000

Manipal Hospitals Medanta Medicity Arvind Hospital

Manipal & Bangalore

3571

Gurgaon

1600

4 hospitals

1500

Kasturba Hospital

Manipal

1475

AMRI Hospitals

Kolkata

Over 550 beds+ Upcoming hospitals in different locations

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Bypass etc

About AMRI Hospitals Ltd: Ownership

COMPANY PROFILE (AMRI Hospitals)

AMRI Hospitals –a joint healthcare venture by the Emami Group & Shrachi Group & the Government of West Bengal.

History & Innovation
July1996 AMRI Hospitals is co-founded by Emami & Shrachi Groups, two of Kolkata’s most respectable and developing groups, along with Government of West Bengal (India) to expand health coverage options for consumers. A 161 bed tertiary care hospital is introduced. June2002 A Clinic with specialty in ENT, Eye & Dental is introduced. August2005 A 190 bed Super-specialty hospital is introduced. January2006 Acquired a 184 bed super specialty hospital in Salt lake, Kolkata. Now known as AMRI Salt Lake, Kolkata.

Quality & Certification
1. AMRI hospital is a center for training the student of Institute of Radiology & Medical

Imaging.

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2. Critical Care Unit and Institute of Minimally Invasive Surgery department of the

hospital have been selected for training the Post DNB fellows in respective discipline.
3. The hospital has been accredited of training for fellows from The University of

Newcastle Nova Care Diabetes Academy (TUNDA), which is an internationally recognized institution for research and training in Diabetology.

4. Certified ISO 9001:2000. 5. AMRI Annex is the first Multispeciality Super Speciality Hospital in Eastern India to

be accredited by NABH.
6. AMRI has been accredited with NABL certification for Laboratory Services.

Board of Directors

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Prof. (Dr.) S N Banerjee Prof. M. K. Chhetri Mr. R S Agarwal Mr. R S Goenka Mr. S K Todi Mr. Aditya V Agarwal Mr. Prashant Goenka Ms. Priti Sureka Mr. Ravi Todi Mr. Manish Goenka Mr. Rahul Todi Mr. D N Agarwal Mr. Ashim Kumar Das Dr. Pronab Dasgupta

Chairman Managing Director Director Director Director Director Director Director Director Director Director Executive Director Director Director

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AMRI Dhakuria –Dhakuria Service Profile AMRI

AMRI Main (161Beds) Estd-July-1996

AMRI Annex (190 Beds) August-2005

Specialities 1. General Medicine 2. General Surgery 3. Critical Care 4. Chest Medicine 5. Dermatology 6. Endocrinology 7. Gastroenterology 8. GI Surgery 9. Gynecology &Obstetrics 10. Hematology 11. Nephrology 12. Pediatric medicine & Surgery 13. Psychiatry 14. Urology
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Specialities 1. Cardiology 2. Cardio Thoracic Surgery 3. Critical care 4. Onco Medicine & Surgery 5. Radiotherapy 6. Neurology 7. Neuro Surgery 8. Vascular Surgery 9. Orthopedics 10. Trauma 11. Physical Medicine 12. Obesity Surgery 13. Cosmetic & Maxillofacial Surgery 14. Minimally Invasive (Laparoscopic) surgery

15. Plastic Surgery 16. Geriatric Medicine

AMRI Main (161Beds) Estd-July-1996

Competitors of AMRI Hospitals Dhakuria August-2005

AMRI Annex (190 Beds)

Features & Facilities AMRIFeatures & Facilities Dhakuria operates mainly at the Eastern India. The target market is divided broadly on State-wise customers. The main states under the AMRI target are….. 1. Super Deluxe Rooms 1. Suites 1. West Bengal 2. Single Rooms 2. Tripura 3. Maternity Ward 3. Jharkhand 4. Speciality General Ward 4. Bihar 5. ICCU 5. Orissa 6. HDU
2. Super Deluxe Rooms 3. Double Bedded Rooms 4. Speciality General Ward 5. CTVS 6. ITU

Though AMRI Dhakuria eyeing several states of Eastern India, the main operating region is 7. NICU 7. ICCU Kolkata & other districts of WB.
8. CRIB 8. HDU 9. Pediatric Ward 10.OT 9.24-hr Pharmacy 10.24-hr Lab Services 11.24-hr Emergency 12. OT 13. Dietetics 14. OPD & Special Clinics 15. Preventive Health Check-Ups 16. Physiotherapy 17. Radiology & Imaging

Competitors of AMRI Dhakuria
11.24-hr Lab Services 1. Apollo Gleneagles Hospitals 12.24-hr Pharmacy 13. Dedicated Labor & pre-labor room Ruby General Hospital 3. 14.4. B. M. Birla Heart Research Centre Dietetics 15.5. CMRI Endoscopy 16.6. Kothari Medical Center OPD & Speciality Clinics 17. Preventive Health Check-Ups 18. Radiology & Imaging
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2. Peerless Hospital

7. Belle vue Center 8. BP Poddar Hospital
9. R. N. Tagore International Institute of Cardiac Science 10. Aurobindo Seva Kendra (EEDF)

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Customers (Target Patients) Segmentation of AMRI Dhakuria
Now a day’s all hospitals have divided their customers in 3 categories. They are…

AMRI Dhakuria too has divided their customers into these 3 categories. These patients are generated by the different marketing/promotional efforts.

1. Cash Patients are generated by the direct marketing efforts & by the social promotional

activities (CSR) & word-of-mouth (Goodwill).

2. Corporate patients are generated mainly by the Corporate Tie-Ups between AMRI &

Corporate Houses.

3. TPA customers are Health Insurance policyholders (Mediclaim). Certain Insurers have

collaboration with AMRI.

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CHAPTER 3:

Objectives of the Project

AMRI Dhakuria is one of the fastest growing hospitals in Eastern India. Specially in Kolkata, West Bengal it is considered as one of the finest super multispecialty hospital. So the objective of the study was to understand the efforts behind the phenomenal success of the AMRI Dhakuria in such a short time.

Main Objective:
The main objective of the study conducted on AMRI Dhakuria (26/04 to 26/06) to understand the “EFFECTIVENESS OF THE PROMOTIONAL STRATEGY OF THE AMRI HOSPITAL”.

Primary Objectives:

1. Characterization of the segmentation of target customer of the AMRI Dhakuria 2. Analysis of the promotional strategy implemented by the hospital for target customers

(patients) of each segment.
3. Analysis of the hospital service provided to the customers which is the most important

from the point of view of the Hospital as well as the patients/customers. It is critically important because a better service provides the opportunity for the hospital to attract more customers. Best quality service with smile creates goodwill of the hospital by the creation of word-of-mouth promotion.

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CHAPTER 4:

Research Methodology

A. Formulation of research problem:
1. TARGET MARKET & TARGET CUSTOMER segmentation of AMRI Dhakuria 2. Analysis of PROMOTIONAL STRATEGY for Specific Customer Segment of AMRI Dhakuria. 3. Measurement of CUSTOMER SATISFACTION at AMRI to understand AMRI’s potentiality in service.

A. Literature Survey:
1. Literature survey has been done to get an overview about the basic principles &

trends of service sector. 2. Several literature in form of newspapers, promotional brochure, articles, magazines, official papers, AMRI website are carefully studied to be informed about the current scenario of Healthcare Industry in India.

A. Research Design:
1. 2. 3. 4. Segmentation of target market (Place). Segmentation of target customers (patients). Analysis of promotional strategies for specific customers segments. Analysis of patients generated by the different promotional/marketing strategy (Analysis of Primary & Secondary Data). 5. Survey on customer satisfaction at AMRI Dhakuria (To understand the potential of the AMRI Dhakuria to serve its In-patients & Out-patients). 6. Analysis of collected data (Primary Data).

A. Findings & Conclusion.

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B. Feasible Recommendations: C. Sampling procedure & Sample size:
Random selection method has been taken to collect the primary data of customer view. Total Sample is 130.

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Target Market Segmentation of AMRI Dhakuria

BANGLADES H

INDIA

NEPAL

Segmentation of Target Customers (Patients)

A.

Cash/Trade Patients:

Cash Patients are the patients who do not get any credit facility during the course of their treatment. These patients are admitted with cash payment & are discharged after full payment of treatment expenditure.
B.

Corporate Patients:

These patients are generated by the direct marketing efforts. These patients are admitted on credit & avail credit facilities during the whole course of treatment. The employer (Govt. /Corporate House) of the patients pays the treatment bills. The terms & conditions are different between different companies.
C.

TPA Patients:

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These patients are the Health Insurance Card holder (Mediclaim). AMRI Hospital have Tie-Ups with Insurers. The Terms & Conditions are more complex than Corporate Tie-Ups. Insurers do not pay all the expenditure for the patients.

CHAPTER 5: ANALYSIS OF PROMOTIONAL STRATEGY
AMRI Dhakuria is one of the fastest growing Multispeciality Hospital in Eastern India. AMRI has implemented different marketing strategy for different segments of target market & target customers. Promotional strategies taken for the each segment is described below.

2.1

A. Direct Promotion:
This is the direct marketing policy taken by the AMRI Dhakuria. In this policy the Hospital Representatives (Coordinators, Executives) directly visit to doctors. During this visit they advertise the available facility, equipments of the hospital. They educate the doctor about the modern equipments of the hospital to operate critical cases. They also let the doctors know about the recent success of the hospital achieved. By doing these activities they try to convince the doctor & tell them why AMRI should be the first priority of the patients for treatment. In this activity convincing power, communication skill, personal relationship with Doctor, competitor’s information & moreover excellent product knowledge of the representative is very important to impress doctors.

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Specialist representatives of different discipline (E.g. Oncology, Cardiology and Neurology) visit specialist doctors (eg. Oncologist, Cardiologist, Neuro-surgeon etc). These activities are to generate patients by Referral System. If doctors are convinced enough they refer patients to

AMRI & in reply they get a pre-determined amount of money (Referral).Experienced doctors are given more importance as well as higher referral.

To generate cash patients from the districts and other states several AMRI clinics have been established. Some of them are directly run by AMRI & some of them are run by jointcollaboration with other party. To penetrate the rural market as well as semi urban region these clinics are very important from the point of view of AMRI. Consultants from AMRI regularly visit there to watch patients.

District Information Centre & Speciality Clinic at various place of West Bengal, Jharkhand & Tripura. WEST BENGAL :BankuraMidnapurHaldia Hardik Nursing Home Rabindra Sarani (Near Sadar Police Station ) Phone—250830 /258281/ 253640. Vidyasagar Instt. Of Health. Rangamati Ph- 03222 654042/ 268984 B.C.Roy Hospital Banbishnupur, Balughata Phone – 03224 269048 & Mediland Nursing Home. Manjusree More Phone – 03224 275200 Advance Multispecialty Clinic. Durga Market,Girija More Ph- 0341 2283783 Chandrima Policlinic. Kulpi Road AMRI Clinic ~ Burdwan. Khosbagan

Asansol Baruipur Burdwan -

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Phone – 03426450111

JHARKHAND :Dhanbad TRIPURA:Agartala AMRI AGARTALA INFORMATION CENTRE Medicaids Ronaldsay Road, Near Joynagar Agartala Ph : 0381- 2310900 Mobile : 9436120900 Contact Person : Pinaki Deb Choudhury – 9748451890 Asarfi Hospital. Baramuri Phone- 0326 2295147 09234681514

B. CME (Continuous Medical Education):
This is one of the unique marketing strategies of Hospital Marketing. All the hospitals arrange CMEs very regularly. The uniqueness of CME is that here both the speaker & audience are Doctors. Here AMRI Consultants educate other doctors about the recent advancement in the Healthcare. It may be about any new process of treatment, new equipments, new medicines etc. The main aim of CME is not only to educate doctors about the recent advancement but also to inform them about the availability of these facilities at AMRI.CMEs are also arranged to generate more referred patients at AMRI. Eg. CME at Durgapur on “Diabetics” at 9th June.

C. Community Promotion:
AMRI takes pride in its record of good corporate citizenship. AMRI seek to improve that health & quality of life of communities. AMRI serve through employee involvement, business contributions & financial support. AMRI is dedicated to helping the under privileged in Kolkata through its various schemes, such as economy packages for surgery, discount for senior citizen, neighborhood scheme.

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Blood Donation Camp, Occasional Health-check-up (First come-First serve), free ENT, Eye check-up are done. Eg. 1. “PRONAM” Scheme is run by AMRI & Kolkata Police which provide free health checkup for 25 senior citizens every year. 2. As WHO has declared 2010 as Cancer Screening Year; AMRI is offering free ‘cervical cancer’ screening for women. These activities not only help AMRI to create a bond with common people but also help to create a decent customer bunch every year.

D.

Advertisement:

AMRI advertise on News Papers & magazines (advertorial) about their new equipments & achievements. Except that banners & hoardings are also used to create customers. Banners at Sealdah Station, Salt lake, EM Bypass. These banners are put at such a place so that maximum people can read them. AMRI Times, a news letter of AMRI is published to inform people about AMRI & its advancements & achievements. Several promotional contents/informational brochures are published to create awareness among people about several diseases & as well as about AMRI.

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2.2

A.

Corporate Tie-Ups:

This is the main agenda of Corporate Marketing. It is one kind of B2B marketing, where AMRI knot tie-ups with corporate tie-ups. In this agreement AMRI provide credit facilities to the employees of the corporate house. The company does the payment after the discharge of patients. AMRI send the treatment file & bill to the concerned office & the office pay the bill on behalf of its employees.

List of Corporate tie-ups
AIRPORT AUTHORITY INTERNATIONAL DIV OF INDIA I T C LTD. IISCO JUTE MANUFACTURING CORPORATION M M T C LTD. M S T C LTD. M N DASTUR & CO. NABARD N.T.P.C. - FARAKKA NTPC - KOLKATA N.T.P.C..- KAHALGAON N.T.P.C. - PATNA N.T.P.C. - BARH OIL INDIA LTD. ONGC LTD. P N B SRAMIK UNION POWER GRID CORPORATION RESERVE BANK OF INDIA RURAL ELECTRIFICATION LTD SAHA INSTITUTE OF NEUCLEAR PHYSICS STEEL AUTHORITY OF INDIA - CMO STEEL AUTHORITY OF INDIA - (RMD) STEEL AUTHORITY OF INDIA - (GROWTH DIV) SAIL SUPERANNUATED ASSOCIATION SHIPPING CORPORATION OF INDIA SHRACHI GROUP SMALL IND. DEV. BANK OF INDIA( SIDBI) SOUTH CITY STATE BANK OF INDIA TATA STEEL LIMITED TATA MOTORS LIMITED THE STATE TRADING CORPORATION OF INDIA LTD. etc THE TIMES OF INDIA EMPLOYEES & DEVELOPMENT

AIRPORT AUTHORITY OF INDIA - NATIONAL DIV AIR INDIA ANDHRA BANK ALLAHABAD BANK BALMER LAWRIE CO LTD BANK OF BARODA STAFF CO-OP BANGLADESH DEPUTY HIGH COMM. BHABHA ATOMIC RESEARCH CENTRE / VECC BHARAT PETROLEUM COMPANY LTD. BANK OF INDIA BOKARO STEEL PLANT BOKARO STEEL PLANT CO-OPERATIVE CESC LTD CMC LTD CANARA BANK DAMODAR VALLY CORP. DHAKA BANK LTD. EMAMI GROUP ENGINEERING PROJECTS (INDIA ) LTD. ENGINEERS INDIA LTD. ESI HOSPITAL MANIKTALA ESI HEALTH SCHEME ECHS GARDEN REACH SHIPBUILDER'S GOVERNMENT OF MIZORAM

Gourab Majumder HINDUSTAN AERONAUTICS LTD
HALDIA DOC COMPLEX HINDUSTAN LEVER LTD. HINDUSTAN PETROLEUM CORP. LTD HUDCO

GOVERNMENT OF TRIPURA

B.

Awareness Programme:

To attract & foundation of better relationship with corporate patients awareness programme has a great importance. Seminars on several diseases, preventive measures are arranged at the corporate premises. Full time consultants are the speaker in these seminars & awareness programmes. The main aim of these programmes is to educate people about diseases, symptoms, preventive measures of them, so that they could understand the importance of health check-up , doctor consultation etc. It increases patients at Hospital. If anyone found any health problem related to seminars, psychologically they prefer the Hospital which organized the seminar. Regular programmes also increase the relationship with corporate house, which indeed increase the patients at the Hospital.

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Eg. 1. Date: 11/05/2010

Venue: Power Grid Corporation Speaker: Dr. Sujoy Ghosh

Topic: “Diabetics” is a Silent Killer.
1. Date: 06/06/2010

Venue: Ambuja Udayan

Topic: Health-check-up programme.

A.

Industrial Relationship (B2B Relationship):

The existence of productive relationship in high-contact services markets, and within organizations themselves, led some to see the underlying processes as having potential value in consumer mass markets. The underlying process involved relationship in which the two parties were acquainted and, through dialogue, the association becomes stronger & deeper. These B2B relationships are so important to create a strong mass customer base. E.g. During last one year (1st April 2009 to 31st March 2010) 740 WBSEB patients are admitted in the AMRI Dhakuria among total in-patients 7,653.

2.3

A. TPA Tie-Ups:
It is similar to Corporate Tie-Ups. AMRI has tie ups with several Health Insurers. The Tie-Ups are done under some Terms & Conditions. More or less the facilities customers get are similar.

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But they have to get treatment under some conditions. If anything goes beyond the Insurance Claim, patient has to pay the excess amount.

Third Party Administrators associated with AMRI Hospital, Kolkata

Alankit Health Care Ltd Bajaj Allinz General Insurance Co Ltd Cholamandalam Ms Dedicated Health Care Services (India) Pvt. Ltd Family Health Plan Ltd Genins India TPA Ltd. Heritage Health Services Pvt. Ltd ICICI Lombard Insurance Co. Ltd. Md India Healthcare Services Pvt Ltd Medi Assist India Pvt Ltd. Medicare TPA Services India Pvt. Ltd. Medsave Healthcare India Pvt. Ltd National Insurance Co Pvt Ltd (Dab Branch Cro.Ii)

Internal Promotions
This is the most important part of hospital marketing. If patients get good assistance from hospital along with quality treatment they become satisfied with hospital & and this help to increase the acceptance of the hospital among peoples mind. There are several activities associated with internal promotion. They are……

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A. Patient Relation:
This is very important part of internal marketing. AMRI is very keen to maintain good relationship with patients & their relatives. It also helps to patient recovery & increase customer satisfaction. AMRI in-house staffs are very keen to help patients & patient-party whenever they required. They are very quick reactive. A separate patient-service cell has been formed to help out any patient party’s problem. Every floor has a floor manager to sort out & solve any kind of problems related to patients. Patient & their relatives can lodge complaints to Floor Managers, even directly to Patient Service Cell.

B. Financial Counseling
Financial Counseling of patients is done to inform them about the estimated expenditure of the treatment plan. It removes any confusion of patients mind. It also increases the transparency of hospital operations. In certain cases if patient party is unable to bear the treatment expenditure they are offered alternate plan of treatment to avoid unpleasant incidents. Financial Counseling helps patient party to arrange the money for treatment. It helps to avoid payment related problems during discharge of patients.
C.

Medical Counseling:

Medical Counseling is one of the important tasks of internal marketing. Patient party is regularly informed about the patient’s condition & line of treatment. Any improvement as well as declining of patients health is delivered to patient party. When the patient is critical the news are delivered in such a manner so that they do not become more anxious.

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Delivery procedure of patients’ news is given high priority. Nurses & in-house are responsible for news delivery.
D.

Lodging & Food Supply:

Lodging facility is offered to relatives of patient party who come from a long distance. Separate accommodation is available. These are given according to customers choice. In-house staffs are responsible for help them to lodge .Charges are separate for lodging. Lodging is well equipped by the food service. A canteen is also available for relaxing and to have food, tea, coffee etc.
E.

State-of-the art facilities:

AMRI Dhakuria has all the modern accommodations for the patient party to relax at the hospital. Availability of huge lounge with spacious waiting area, help desk, TV, clean toilets, canteen and telephone facility, mobile charging point etc has add value to AMRI Dhakuria.

CHAPTER 6: Data Analysis, Interpretation & Recommendations

Gourab Majumder

Target Customers Achieved:
Observation:
1. AMRI had penetrated the rural market significantly well.

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2. AMRI clinics have a great importance behind this success story. 3. While penetrating rural market, the urban markets (Kolkata, District City) are not

ignored.

Customer Satisfaction: Waiting period during admission
Interpretation:
Quick response during admission is usual. Few people are dissatisfied with the time taken. The reason may be lack of availability of bed.

Why the patients have chosen AMRI?
Interpretation:
1. Direct Marketing of AMRI (Referral system) is working well (44% patients are referred).

2. AMRI has become a great brand that almost 20% patients have turned up due to Brand name.

Convenience of Location of AMRI Dhakuria:
Interpretation:
Though almost 20% patients have said that location of AMRI is not good (avg+ Dissatisfactory) for them, they have chosen AMRI for their treatment due to its Brand name.

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Type of Patients surveyed at AMRI:
Observation:
In India, only 10% people are under the coverage of Health Insurance & in the study, 10% TPA patients are studied. It is visible that TPA patients are well captured by AMRI. During the study period ( 1st April to 1st June) 54% cash & 46% corporate patients are admitted at AMRI Dhakuria.

Customer Satisfaction: Rural vis-à-vis Urban

Troubleshooting:
Rural people are having communication problem with in-house staffs. Staffs communicate with rural & urban people in similar way. As a result, satisfaction level of rural people has gone down. Rural people hesitate to ask woman staffs when they are in some problem.

Recommendation:
1. Staffs should be proactive rather than reactive. 2. Staffs should communicate differently & carefully with different type of people. They should be more sensitive in their behavior.

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Hospitality at AMRI Main:
Interpretation:
Hospitality is good but infrastructure problem at old building has deducted the ratings.

Troubleshooting:
Frequency of cleaning of toilets should be increased. Maintenance should very regular. People have dissatisfaction with the toilet.

Nursing Problems at Main Building:
Observation: Almost 30% patients are not satisfied with nurses. Few Nurses are not sensitive
to patients and they are irresponsible during night.

Willingness to recommend AMRI Dhakuria to others:

Interpretation:

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AMRI Dhakuria (main building ) has some difficulties infrastructure. However, staffs behavior & service had made them so satisfied that 54% have said that they would recommend AMRI to others for better treatment. If nursing problems are solved, the chances of spreading goodwill will increase.

Customer Satisfaction: Effect of Cost Structure
Interpretation:
Almost 33% patients are not satisfied with cost structure because financial counseling is not done with them. Some dissatisfaction has come because non-improvement of patients over long period.

Customer Satisfaction: Effect of counseling
In this study, data before the date when counseling started & after the date are analyzed.
Before Counseling

Observation:

After Counseling

Counseling has increased the satisfaction level. Patient party become satisfied by knowing the treatment plan & estimated expenditure.

Customer Satisfaction: Effect of Financial Counseling

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Observation: Recommendation:

The range of satisfaction has become small after counseling. Financial & medical counseling should be made mandatory.

Customer Satisfaction: Credit Patients vis-à-vis Cash Patients
Credit Patients Cash Patients

Interpretation:
Corporate patients are visited regularly, where as cash staffs do not visit patients.

Troubleshooting:
Equal importance to both Cash & Corporate patients should be given. This will surely increase the satisfaction level. Both cash & corporate patient satisfaction will increase the goodwill of the hospital as a whole.

Customer Satisfaction: Credit vis-à-vis Cash in-patients

Interpretation:
As credit patients do not need to pay any amount at hospital, they are more satisfied than cash patients over cost structure.

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Recommendations:
Proper counseling can increase the satisfaction level among cash patients. So counseling should make mandatory for all.

Customer Satisfaction: Variation among different economic class
Observation:
Dissatisfaction level is high among different income group

Interpretation:
Lack of counseling is behind the dissatisfaction.

Customer Satisfaction: Variation between OPD facilities, Main vis-à-vis Annex

Observation:
OPD annex has only five departments with different OPD coordinators & main building has only one OPD coordinator. However, the customer satisfaction is not much better in annex than main building.

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Customer Satisfaction: Coordination among departments at Annex
Interpretation: Presence of separate coordinators is creating co-ordination better.

Customer Satisfaction: Rural vis-à-vis Urban
Interpretation:
OPD Co-ordinators are not communicating with a warm smile on face. They should be more careful while dealing with rural people. Their way of communication is similar to all kind of people.

Customer Satisfaction: Main Building OPD vis-à-vis Annex OPD
Interpretation:
1. It is clearly visible that until & unless OPD Co-ordinators will change their way of

handling patients the satisfaction will not increase. Though the, Patient : Staff ratio is smaller at annex building, the desired improvement is not seen due to same reason. 2. As Annex co-ordinators have to handle comparatively less no of patients than OPD Main, they are rated neutral more than Main building staffs. The reason is the reactive nature of staffs & lack of urgency.

Customer Satisfaction: Explanation & behavior of Doctors

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Customer Satisfaction: Regular visitors of OPD

Interpretation:
1. People visit regularly at AMRI OPD due to their favourite consultants. 2. Service is not attractive to them to become regular OPD visitor.

Effectiveness of Seminar:
1. Date:11/05/2010:

VENUE: Power Grid Corporation Speaker: Dr. Sujoy Ghosh VENUE: Power Grid Corporation

Topic: Diabetics the silent Killer
2. Date:11/06/2010:

Topic: Effect of technology on Oncology treatment, Speaker: Dr. Sujoy Ghosh

Observation:
1. Lack of Two-way communication on 11/5/2010 programme. 2. Lengthy speech on second day

3. Huge statistics do not attracted employees. 4. First programme had great two-way communication & short speech by doctor.

Reason behind choosing AMRI Health Check-up package:

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Observation:

Brand name of AMRI has a significant effect on choosing AMRI package.

Coordination of Departments during health check-up procedure:
Observation:
Overall satisfaction of customers is good. Small number of customer turnover per day is not really enough to judge the coordination.

Customer Satisfaction: Delivery procedure of reports
Interpretation:
The health check-up reports is delivered after 48 hours of working day. It is very dissatisfactory to customers. Patients want their reports as soon as possible. Due to that delay, many customers decide to choose another organization for check-up.

Troubleshooting:
Reports should be delivered after 24 hours of working day. Many organizations deliver reports at that fashion. Even sometimes, ask reports verbally to concerned departments to diagnoses the patient’s disease. Therefore, it is possible to deliver reports within proposed time.

Customer Satisfaction: Standard of breakfast supplied

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Observation:
The last 30% (Good +Fair+ Poor) people said that the quality of food is good but the quantity is very dissatisfactory. Even drinking water is not provided with breakfast. Quantity is insufficient after 12 hours of fasting specially for young & healthy persons.

Troubleshooting:
Quantity of food should be overviewed. It can be given according to the age of the customers. At least a bottle or few glasses of drinking water must be provided.

Customer Satisfaction: Behavior of Health check-up Coordinators
Interpretation:
The satisfaction level is very high. Again, they have to handle one or two patients a day. It is hard to draw any conclusion. However, the initial report is very satisfactory.

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Recommendations

1. Awareness programme should be based on two-way communication.

An introduction to the topic should be followed by symptoms, preventory measures & Do’s & Don’ts. Then a questionnaire session should be arranged. Statistics can be avoided as soon as possible. 2. In-house staffs should be more sensitive to patients. They should be Proactive in nature.
3. One in-house staff can be appointed to ask patients’ relatives problems & try to

solve them as soon as possible. The main aim is to sort out problems before lodging complaints.

4. Medical & Financial Counseling should be made mandatory. Hospital should

make sure so that every patient party go through counseling.
5. AMRI should measure Customer Satisfaction periodically, because one key to

customer retention is customer satisfaction.
6. A purified drinking water machine should be planted at Main Building Ground

Floor. 7. A separate Corporate Counter can make the operations smoother. The main responsibility should be to guide corporate patients, deliver Estimates to them etc. It can save precious time.
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8. ONE-TO-ONE MARKETING: Interaction with individual customer to improve the knowledge about their individual needs & to build stronger relationship.

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CHAPTER 7: Limitations of the Study

1. Sample Size of the study was small.
2.

Survey was conducted for only 20 days.

3. Only two awareness programmes attended. 4. Company did not provide its secret data. 5. People may deliver false information.
6.

Not all kinds of promotional activities were attended.

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CHAPTER 8:
Bibliography
Literature
Marketing Management (Thirteen Edition 2009) - P. Kotler & K. L. Keller The Marketing White Book -2010-2011 (Publisher-Business World) India Today (Edition-April 12, 2010) “The Healthcare Boom” W Anderson & V Mittal, “Strengthening the Satisfaction-Profit Chain,” Journal of Service Research 3, no. 2 (November 2000) Customer Relationship Management (Publisher- Cengage) - Rojer. J. Baran, Robert. J. Galka & Daniel Strunk.

Websites
www.amrihospitals.in www.cygnus.com www.scribd.com www.polarisMR.com

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www.pwchealth.com www.wikipedia.org www.google.com

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