Title page

Table of Contents
Executive summary What, how,findings
1.      Industry analysis
         1.1          Industry and Sector performance analysis
         1.2          Macro environmental analysis
         1.3          Competitor analysis
         1.4          Industry forces analysis
2.      Opportunities and Threats
3.      Reference List
4.      Appendix
This will include the workings that support your analysis,
identification of opportunities and threats – such as:
           4.1          Industry and sector performance
           4.2          PESTEL analysis
           4.3          Competitor analysis
           4.4          Industry forces - Porters five forces analysis Opportuity / Threat
           4.5          Scenario analysis – Scenario Cube Short/Medium/ Long
term
           4.6          Blue Ocean Strategy Canvas
           4.7          Blue Ocean Four Actions Framework
           4.8          Salience model
           4.9          Corporate governance issues identification

Notes to help you:

Word count does not include the following:
title page
executive summary
table of contents
graphs, diagrams, or tables
reference list
appendices
You can add subheadings to the sections for ease of reading
Ensure you include the current sector and potential sector
The analysis will be based on evidence. 
Where the application of the model has required assumptions, please clearly state.
Referencing must be applied throughout the Appendix (for academic integrity)
In-text citation in the body of the report must be applied
Follow Harvard Referencing (as per the Deakin instructions)
NO
NO
PESTEL
The following key factors were identified from PESTEL Analysis (refer Figure 4.2)

1. Political
a. Govt stability- G…stable (TOI 2021)

Statista , 3 tables

…..................(Statista 2020, Table 1)

...............(Porter 1980 pg 88)…..........................(Porter 1980 pg 99 line no.)

No to bullet
Following are opportutinities
1. Stable govt
2. Growing Economy

1. Stable govt-aaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaa
2. Growing Economy-bbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbb

Reference
Porter 1980, Competitive advantage, …..

Sept Deakin Batch 2021

https://drive.google.com/drive/folders/1qcp_q_MNgZQT2iG2aEhBuHlNjlJcLuSq
Industry and Sector Analysis

What is industry Growth rate?

Sectors? Challenges
Attractiveness of Industry Opportunity Threat
Future
Shift data 1 data 2

Refer assessment prep task

The hospital industry in India is forecast to increase to Rs. 8.6 trillion (US$ 132.84 billion) by FY22 from Rs. 4 trillion (
https://www.ibef.org/industry/healthcare-india.aspx#:~:text=The%20hospital%20industry%20in%2
 Amount
10
9
8
7
6
5
4
3
2
1
0
2016 2017 2018 2019 2020 2021 2022 2023

Year 2017 2022

Amount 4 8.6

Make chart- don’t copy from net

y FY22 from Rs. 4 trillion (US$ 61.79 billion) in FY17 at a CAGR of 16–17%.
al%20industry%20in%20India,the%20country's%20GDP%20by%202025.
 PESTEL- APOLLO Hospital
Political
Significance Likelihood Total
S. No. Factor Implication to organisation
Rating (1-5) A Rating (1-5) B (AxB)
Government spending has increased in health
Government
1 care sector by 5%, hence it will benefit Apollo 5 5 25
Spending
hospitals

The hospital can use extra human resources

2 Vaccination 3 2 6
to get benefit from Covid vaccination drfive

Trade
3 restriction stability 1 5 5
policy

Govt has introduced new health policy- how it

4 Health policy 4 1 4
impacts my organisation????

5 Employment refer IKEA PESTEL module 1 1 1

laws

6 Corruption 1 1 1
levels
Economic
Significance Likelihood Total
S. No. Factor Implication to organisaion
Rating (1-5) A Rating (1-5) B (AxB)
Paralysis by
1 GDP analysis
2 Inflation
3 Cost of Living

Tax laws are reformed and adhere is more

4 Tax and Duties strict, so legal obligation for company goes up
5 Exchange rate
6
Social
Significance Likelihood Total
S. No. Factor Implication to organisaion
Rating (1-5) A Rating (1-5) B (AxB)
1 Lifestyle 1 4 4
2 Education 2 2 4
3 Demography 3 1 3
Attitudes and
4 beliefs 3 2 6
Ethics and
5 religion 5 1 5
 6 Culture 5 1 5
Technological
Significance Likelihood Total
S. No. Factor Implication to organisaion
Rating (1-5) A Rating (1-5) B (AxB)
1 1 4 4
2 2 2 4
3 3 1 3
4 3 2 6
5 5 1 5
6 5 1 5
Environmental/ Ecological
Significance Likelihood Total
S. No. Factor Implication to organisaion
Rating (1-5) A Rating (1-5) B (AxB)
1
2
3

Legal
Significance Likelihood Total
S. No. Factor Implication to organisaion
Rating (1-5) A Rating (1-5) B (AxB)
1
2
3
 Referencing
Intext citation
Source Website

IBEF 2021,
Hindustantimes, Organisation (day month year) Title of web page,
2021 Threat Website/Organisation, accessed date.

IBEF 2021 IBEF (12 Oct 2021) Healthcare industry in India, IBEF,
Opportunity accessed date 26.10.2021

Sabarwal 2021
IBEF (22 March 2021) Healthcare industry in India, IBEF,
Threat accessed date 30 oct 2021

Hindustantime
2021 Doman M, Palmer A and Scott N (31 January 2020)
‘Cracking the code to Steve Smith's batting success’, ABC
Opportunity News Australia, accessed 5 February 2020.
Shukla 2020a
Opportunity * arrange in descending order (A-z)
Shukla 2020b
Opportunity * sources
* references
Source
Opportunity * based on assumption

Opportunity ….as cited inIBEF, HT2020

Threat
Threat

Source

*data is assumed
Source

Source

Source
 Journal

Author (year) 'Title of article', Title of Journal,

volume(issue):page range, DOI

Kim, W.C., 2005. Blue ocean strategy: from

theory to practice. California management
review, 47(3), pp.105-121. Kim (2005)

End note, zotero, mendley

Doman et al. (2020)

No of authors
Shukla (2020)…..... Shukla 2020

Shukla and Dwivedi

Shukla A., Dwivedi T. (2020)…...... 2020
Shukla A., Dwivedi T., Chauhan R. (2020)…...... Shukla et al. (2020)
Competitors Analysis
Factors AIIMS Max
Strategy low pricing (AIIMS,2020) differentiated product
Objectives low pricing (AIIMS,2020) ??
Assumptions …...................abc(2020)
Resources and capabilities
Anyother (some from below)
Share mkt
Consumer sentiment
Brand image
Pricing
CAGR
Financial analysis

???????
Aster Dm Apollo
aggressive marketing Cost based marketing

Bring information from PESTEL

Bring information from Porters Five forces
Why? big companies----small
Sharma hospital
Kailash
????

Competitor analysis was

done as explained in
Jhonson et al (2007)
…...........
Industry Five Forces

Forces Description Strength

1 5
2 2
Competitive 3 Due to new ….........rule, the entry of new firm is
Rivalry difficult. Hence CR low 1
1 Government spending will attract new entrants (….)... 5
2. Hospital is a capital intesive investment, so new
entrants will not join easily, threat of entry is low 2
3. Due to new tax reform, threat of entry is low as new
Threat of entry entrants cannot enter easily 2
1 2
Threat of 2
substitution 3

Power of 1 more buyers, limited sellers-----power will be with seller

Buyers 3
1 suppliers
Power of 2
suppliers 3

Draw Radar plot

Competitive rivalry 5
Threat of entry 4
Threat of substitution 3
Power of buyers 2
Power of suppliers 4
 Source
Strength of force (Intext
(High/Medium/ Low) citation)
Bring Information from competitors analysis
Bring Information from PESTEL

5 Opportunity and threat

ABC(2020) Short , medium and long run

High =5, Low=1

3.4 *Values are assumed

Radar plot
Competitive rivalry
5

Power of suppliers Threat of entry

Power of buyers Threat of substitution

Scenario Analysis
Scenario Cube Impact Uncertainty
PESTEL Significance Rating (1-5) A Likelihood Rating (1-5) B
Government Stability 5 4
Government Leadership 3 2
Trade restriction 2 2
Tax Regulations 4 1
Employment laws 1 1
Corruption levels 1 1
Lifestyle 5 4
Education 5 4
Demography 4 1
Attitudes and beliefs 2 2
Ethics and religion 1 1
Culture 1 1
Values are assumed

Scenario building

Education

Industry shift
 Scenario Cube
Independence
Total (AxB)
20
6
4
4
1
1
20
20
4
4 Refer Utopia case 2x2 pg 81
1 What if???
1 Build scenarios…..

Consumer lifestyle
ario building Healthy Non-healthy
Low Good lifestyle Disease prone lifestyle
High Diseases as well as treatment
Holistic way of life orientation

Govt spending
less More
low
new entrants???
High competition??
 Strategy Canvas

S. No. Critical success factors AIIMS Max

1 Price 1 2
2 User Interface 2 3
3 Technology capabilities 2 3
4 Security 3 4
5 Brand value 3 1
Blue ocean Home doctor service 0 0
Blue ocean Mobile van 0 0

Chart Title
6

0
Price User Interface Technology capabilities Security Brand val

AIIMS Max Aster Dm Apollo Pro

 Proposed
Aster Dm Apollo Apollo *assumed values
5 4 2 Reduce 1 (low) to 5 (High)
3 2 3 Raise
2 1 3 Raise
1 3 2 Reduce
4 2 4 Raise
0 0 4 Create
0 0 5 Create

hart Title

Security Brand value Home doctor service Mobile van

ster Dm Apollo Proposed Apollo

4 Action Framework

Eliminate
Obsolete services….........
Old technology

Raise
User interface
Technology capabilities
ERRC GRID

Reduce
Price
Number of beds

Create
Home doctor service
Mobile van

* should be retrieved from Strategy Canvas

Stakeholder Mapping : Salience Model

Stakeholder Power Legitimacy Urgency

Medical Physician y y y
Nurse y y
Medicine Evaluation Board y y
Insurance Companies y
National Institute of Health y
 Dominant
MEB
Type Insurance
Definitive company
Dependent
Dominant
Dormant
Demanding Medical
Physician

Dependent
Nurse
Governance issues

Who will be involved in strategy process?

Governance issues
Governance Chain
Board members
Stakeholder/shareholder
Map from Stakeholders