SMCH – the Innovative pediatric

care hospital from India: Case

Analysis
Group 11:
PGP12111 Abhijeet Nagpal
PGP12076 Ishita Bhattacharya
PGP12098 Sheetal Minz
PGP12087 Shefali Singh
PGP12123 Srajal Jain

1
How do you find the SMCH model is unique and different?

1. The international model of office setup practise for the outdoor patient departments with due consideration to not lose
on the basic quality and practises
2. 24*7 operational facility with all the required features
3. Children's play area
4. A private hospital cost INR 0.15 million for NICU hospitalisation, while SMCH offered the same therapy for half the
bill
5. The first ever ambulance with specialised paediatric enquipments
6. Due focus on customer feedback to help improving things
7. Helping the less privileged people to get funds from various sources for their treatment

2
 How do you apply effectuation to analyze their growth?

Applying the Effectuation Cycle to analyze the growth:

MEANS (who am I, what I know, whom I know) – Avasthi pursued medical profession through his hard-work and determination of his
mother. His elder sister was also a doctor, a pediatrician who guided him and he started his career with a government hospital and worked
for 10 years in an intensive care-linked pediatric set up (Armida, 2003), he recognized some very critical gaps in the infrastructure design,
logistics and management within the existing public sector health-care systems, because of which the hospital facilities were not able to
provide the timely neonatal care interventions to the newly born babies. The lack of appropriate medically equipped transport facilities and
inadequate supportive critical care during transfer of emergency cases to bigger public/private hospitals often resulted in loss of lives of the
babies. He felt that the infant mortality rate in the country went unnoticed, though was 100 times higher as compared to adult mortality rate.

GOALS (what can I do?)- In 1983, Avasthi did an estimation of his personal assets and capabilities, and along with the moral support of his
friends and family, he took the plunge to start his own private office practice (clinic) in a space of 2,000 ft2 at Santacruz, Mumbai. The
private clinic grew to become Surya Children Hospital (SCH) and was soon was recognized as the largest and one of the best equipped
Level 3 Neonatal Intensive Care Unit in the country. The initial capital investments for establishing SCH came through his personal savings.
Around the year 2004, Avasthi judged potential projected growth in the health care sector and the future demand of his kind of specialized
services. He took an informed decision of expansions at SCH to expand. Assessing the pros and cons through architectural insights and
financial analysis, Avasthi opted to acquire brown field projects that had pillar-less building, leaving ample scope for internal structural
development as per his needs 3
INTERACTIONS - A dedicated marketing team was appointed that worked toward strengthening SMCH’s brand. The marketing team
engaged with the wider community by various programs such as health education sessions, mass drives through walkathons, school health
drives, media communications, community counselling connect, scientific forum, etc. This, as well, reinforced the mandate of participatory
community and patient engagement with creation of awareness about the hospital and services offered.

COMMITMENTS (relations with stakeholders) - On November 26, 2013, OrbiMed invested INR 540m in his venture. Avasthi was able
to draw positive synergies from all the stakeholders such as the state and local government, doctors, paramedic staff, transportation service
providers, other health-care service providers, insurance companies, pharmaceutical companies, medical devices companies, IT systems
developers and the customer families to provide state-of-the-art, affordable, high-quality comprehensive child care services to the new-born
babies. To reach out and share the benefits of quality care to a larger section of the population, in 2004, Dr Avasthi partnered with the local
municipal corporation under a public–private model of care as a nonprofit hospital management model.

FIRM (SMCH) -The operations of SMCH included a 24 x7 functioning set up, regardless of the nature of ailment, emergency, background
of the family, etc. SMCH, developed as a four-storey well-ventilated building, designed in warm colours, had well-equipped seven
outpatient departments (OPD) for pediatric and gynaecology services, three operation theatres (OT), one labour room, one mother and child
ward and 124 beds (65 neonatal intensive care unit [NICU] beds plus 15 pediatric intensive care unit [PICU] beds). It took special efforts to
provide for a space for children’s play area and a spacious lobby. Managed by a team of 45 doctors and 120 nurses, in 2013, they recorded
consulting services to 40,000 pediatric patients and 1,000 NICU patient admissions. 4
What should be future strategies?

Dr. Avasthi should meticulously do the planning and consider the following parameters to formulate a sound
strategy to scale up the hospital.
●Mindful start
●Affordable loss
●Contingencies
●Partnerships
●Control vs prediction
●Adding management structure
●Defining specialized roles
●Planning and forecasting with discipline
●Sustaining the culture

5
Thank You