Management Information System

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Table of Contents……………………………………………………………………………...2
Executive summary 3

Organizational Profile 3

Strategies 4

Technology Involved 5

Data Management 6
Bupa Stakeholders 6

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 Part One
Executive summary
Bupa company is an international healthcare and multi-insurance group, with services
and headquarters in the United Kingdom. The company is a private healthcare organization
defined by collateral. The company's goal is to assist individuals in staying better, well, and
enjoyable lives with no investors; their clients are their aim. The company offers excellent
global insurance with products and services to approach the healthcare they require at any
moment, anywhere globally, even if at home or when studying, staying, or functioning
overseas (Ghobadian & O'Regan, 2011). Health insurance depicts 72% of Bupa’s dividends
globally and 17.9 million clients. The company controls disparate health plan services for an
additional 13.6 million clients globally, including hospitals, outpatients’ clinics, dental
centers, and digital services.
The company also runs aged care facilities in the United Kingdom, Australia, Spain,
and New Zealand. The organization aims to modernize the high-tech qualities in the industry
so that catering could be offered with the cherishing and the amusement, and Bupa needs to
compose its clients healthier (Ghobadian & O'Regan, 2011). The company has a portfolio of
projects, tools, and plans to bolster health, contentment, and sustainability in the
community. The company builds digital potentiality across its international business precisely
so that its services can be accessed online or via an App. This report discusses Bupa's
organizational profile, business strategies, the technology involved, data management, and
shareholders.
Organizational Profile
The organization was developed in 1947 when 17th British canny corporations
merged to provide healthcare for the common public. The company services started as private
medical coverage, providing policies to people and organizations. It elevated to encompass
privately run hospitals, outpatients’ clinics, health evaluations, GP services, and digital well-
being. The company organizational structure is a hierarchy structure whereby Chief
Executive Officer is the overall leader. The company believes strong governance and risk
management are significant to accomplishing its perception of being the most devoted health
insurer and provider (Torjesen, 2013).
The organization also has a board of directors whose duty is to provide transparent
leadership in context approach and risk appetite and to monitor management enforcement of
the approach in the economical and compelling administration and risk management
formation. The company structure is anticipated to empower the board to drive in a structure

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of economical and competent leadership so that risk is definitely adjourned and governed.
The company C.E.O is accountable for the everyday leadership and management of the
company. The C.E.O may compose decisions in all matters impacting the activities,
depiction, and enforcement of the approach of Bupa company.
The C.E.O yearly reports to the Board with both three-year plans and annual
functioning programs; once approved, they are answerable for their enforcement and
consignment and reports on evolution at persistent and routine intervals (Torjesen, 2013). The
Chief Executive Committee members report directly to the C.E.O, who evaluates their
achievements, promises their advancement, and facilitates training. The C.E.O takes the lead
accountability for maintaining and advancing the organization's influence and relationships
with the media, regulators, states, local communicates, trade bodies, and clients. Bupa's
organizational structure contains various senior leaders such as the Chief Executive Officer,
Board of Directors, Chief Financial Officer, and Chief Legal Officer. The company also has
various committees, including Audit Committee, Risk Committee, Nomination and
Governance Committee, Remuneration Committee, and Sustainability Committee.
Strategies
Competitive advantage entails factors that allow companies to generate more
economical or greater quality services or products than rivals. Competitive advantage needs
the organization to offer a precise advantage to its focus market that is exceptional than what
the competition provides. The companies consider the real benefit of services they provide
such that it must be something that customers need and offer real value. Competitive
advantage enables the company to gain more customers and maintain its brand loyalty. The
company needs to be intently aware of its target market to establish demand, the driver of all
monetary development. The competitive advantage strategies include:
1. Cost leadership strategy – the strategy entails companies offering feasible worth at a
cheaper price. The organizations do so by frequently boosting functional competence.
The intensity is placed on managing regulated items at a low per-unit price for price-
delicate consumers. The strategy is exceptionally competent in acquiring market share
and gaining clients' attention (Valipour et al., 2012). Bupa company uses a cost
leadership strategy by offering its services cheaply. The company services are of
sufficient quality and definitive to a group of clients at a lower cost than competitors.
The strategy is more flexible as the company can discount prices more often. Also,
Bupa company has implemented advanced technology, which helps save time and
reduce operating costs.

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 2. Differentiation strategy – refers to companies offering unique products or services
from what their competitors may offer in the marketplace. The strategy allows the
company to compete in the market with other than lower prices. Also, the strategy
creates brand loyalty to consumers since the Bupa company maintains the perceived
quality of its services. The company has expanded its services to other unique services
such as dental and digital as per the demands and desires of the clients (Valipour et
al., 2012). The company also creates a monumental strategy to help alter the local
health care system by the aid of dispersal of financing and its clients. The strategy has
helped the company build a buoyant brand image in the international market.
3. Focus strategy refers to a core marketing strategy that grants an organization to
recognize a niche market's particular demands and establish services that match the
demands. The strategy focuses on providing value to clients in the niche market. The
strategy enables Bupa company to maintain its geographic market focus. The
company has Health Cities Programs that focus on creating flexibility both in people
and the wider society by investing in healthy behaviors and lively environments. The
programs enable the company to attract more clients and spread the need for a healthy
life. Bupa company uses a focus strategy by understanding its customers' unique
market with niche demands.
The best strategy to boost the performance of Bupa company is Cost leadership strategy.
The strategy allows customers to receive the best healthcare and insurance services
affordably. The company can attract more clients and increase its popularity globally as it
cares for its clients.
Technology Involved
Bupa is a UK-based company that deals with health insurance. Having a big customer
base in the region makes Bupa invest in the best infrastructure to keep the business afloat. IT
infrastructure refers to IT components and IT services. The hardware consists of devices such
as Processor, monitor, keyboard, and printer. Software refers to a program or collection of
programs that enable the hardware to process data. Network refers to the connecting system
that permits different computers to share resources. Information security refers to processes
and tools designed and deployed to protect sensitive business information from modification,
disruption, destruction, and inspection. The company has various technologies supporting its
network, security, and data management services. Bupa utilizes a cloud-based infrastructure
to make its services fast and accessible from various areas at a glance (Husain & Ermine,
2021). The company has a local area network on-premises infrastructure, apart from the

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cloud-based services. The two are integrated to provide a hybrid model that offers better
service for insurance customers. The company uses Windows servers for its software
requirements.
Bupa has more than 900 on-premises devices or nodes. All these are operated on a
server-client model and are integrated with the Microsoft Azure cloud services (Lee, 2019).
The company has a monitoring platform that enables it to look at the system closely. Logic
Monitor offers Bupa an effective and cost-saving platform that consolidates the on-premises
and cloud services. The company uses integrated SIEM for its system security. The security
is cloud-based and monitors every event in the network.
Bupa has been using server-client infrastructure for a long time. The company has
been supported by Microsoft .Net since 2005 (Lee, 2019). The systems are very responsive
and accessible over the internet. The software was built upon the service-oriented architecture
to enable optimal uptime for critical services for the company. The software supported the
services even on low bandwidth. Microsoft.net software’s are light on computers, so they
provide a good experience for the clients and the servers.
Data Management
Data is a vital tool for every company that needs to stay ahead of its competitors.
Bupa understands this and has proper data management in place. The company utilizes a
cloud facility to store and run some of the analytics it requires on the data. ASG
Technologies' data intelligence tool is Bupa's data management and analysis choice for its
data (Lee, 2019). It enables the company to understand the logic behind data. The company
has embraced business analytics artificial intelligence to handle the data they gather through
their hybrid cloud. The company has complex and diverse customer needs. The company
utilizes a customer relationship management platform that runs via the Microsoft dynamics
supported by Azure. With proper utilization of data, the company has been able to make
better strategic decisions for the company’s growth.
Bupa Stakeholders
Bupa has several stakeholders that contribute to the company's success. The
stakeholders comprise customers, employees, and management. The customers are the buyers
of the insurance. They expect the best services from the company to refer others to the
company. System failures will affect the customers significantly. Employees are also affected
by the system significantly. They require the system to be convenient and respond fast to
ensure no drag in the business operations (Riikkinen et al., 2018). The management is the
greatest beneficially of a good system. With proper data management and analytics tools, the

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management can make appropriate strategies for the company's growth. Bupa has continued
to lead in the insurance and health market. The success is all attributed to proper data use and
data compliance to ensure data privacy.

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 References
Ghobadian, A., & O'Regan, N. (2011). Successful strategy making in Bupa not‐for‐profit
provident: A case study and interview with Mr. Ray King, chief executive of
Bupa. Journal of Strategy and Management.
Husain, S., & Ermine, J. L. (2021). Artificial Intelligence and Knowledge Management. In
Knowledge Management Systems. Emerald Publishing Limited.
Lee, J. H. (2019). Effects of private health insurance on unmet medical experience in chronic
disease patients. European Journal of Public Health, 29(Supplement_4), ckz186-670.
Riikkinen, M., Saarijärvi, H., Sarlin, P., & Lähteenmäki, I. (2018). Using artificial
intelligence to create value in insurance. International Journal of Bank Marketing.
Torjesen, I. (2013). Private healthcare must improve its transparency, quality, and cost, just
like the NHS, says Bupa leader.
Valipour, H., Birjandi, H., & Honarbakhsh, S. (2012). The effects of cost leadership strategy
and product differentiation strategy on the performance of firms. Journal of Asian
Business Strategy, 2(1), 14-23.