ARAVINDEYE

ARAVIND EYECARE
CARE

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ARAVIND EYE CARE
S.no. Name Enrolment No.
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1 Ankit Kumar Pandey PGP22036

2 Abhinav Prakash PGP22003

3 Durba Bose PGP22074

4 Jyoti Nahar PGP22090

5 Muskan saini PGP22123

6 Prateek Pareek PGP22144

7 Raj Rajeshwari Agrawal PGP22156

8 Sharad Gupta PGP22188

9 Shubham Kumar PGP22200
10 Vanshika Garg PGP22232
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 Case overview
• Aravind Eye care started in 1976 as an 11 bed hospital in Madurai by Dr. G Venkataswamy, now has

branches at Theni, Tirunelveli, Coimbatore, Pondicherry, Dindigul and Tirupur.

• Dr. V’s vision was to prevent blindness in India by providing high-quality, high volume and compassionate

eye care to all.

• An integral part of Aravind eye care systems is its community outreach programs which take eye care

services to the doorstep of the community

• Aravind’s core services are funded by fees from paying patients. At Aravind patients pay only if they want to.

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 Case overview
• The underlying idea of Aravind is to achieve cost-effectiveness and efficiency through standardization and
engineering’ surgeries for high volume production

• The services of the hospital are divided into smaller units and the patients are transferred from one unit to
another in the form of assembly lines.

• Aravind is able to serve more than 250,000 patients through this cost-effectiveness model

• With the increase in awareness about cataract, Aravind has begun to shift its focus on more comprehensive
outreach services such as Diabetic Retinopathy camps and refraction camps

• Aravind plans to extend its outreach services to include all specialty areas of eye care in the near future.
 SWOT Analysis
• STRENGTHS

o GOODWILL
 The hospital have good reputation among all level income peoples either free or paid.

o LOW COST OF OPERATION

 Because of AUROLAB the hospital is well equipped to provide services at low cost.

o OWN EXCELLENT STAFF & TRAINED MANPOWER

 Number of the surgery done by the Staffs is comparatively high compared with other organizations.

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 SWOT Analysis
• WEAKNESSES

• Low profitability: - 5-7% beds are used for profitability. that can lead to shortage of

funds to invest into new projects.

• Aravind Bed business model can be easily replicated by competitors.

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 SWOT Analysis
• OPPORTUNITIES

o More than 39 million people are blind in India. And also 2 million added every year.

o Because of mass eye camps, it is able to reach the urban and semi-urban directly

without any big advertisement.

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 SWOT Analysis
• THREATS

o The organization is fully family run that might limit the scope of new and innovative

leadership

o Age and life-cycle segmentation of Aravind Bed shows that the company still hasn’t

able to penetrate the millennial market.

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The Business Model

• Aravind provides care to those who can afford to pay market rates and then use the profits to fund care
for those who cannot.

• Maximizing the use of infrastructure & productivity of staff, especially surgeons.

• Establishment of Aurolab as a non-profit charitable trust for manufacturing ophthalmic consumables at

affordable prices.

 Dr. V got inspiration from McDonald’s, janitor cleaning toilets at airport and catering people at five star
hotels to reach out efficiency at Aravind.

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Company Strategies

• Organization's unstinting focus on the elimination of cataract blindness

• Pursuing a hybrid business model

• Low cost operating system

• Vertical integration of key production inputs

• Highly disciplined and motivated workforce

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 Efficiency in the Eye Care
- The way of McDonald’s

Aravind takes inspiration from the Business Model of McDonald’s

Differentiating work into smaller work units

Integrating work units with high precision and efficiency

 An Average Surgeon An Aravind Eye care Surgeon

/
500 Surgeries per year 2000 Surgeries per year
30 mins 10 mins

250,000 surgeries per year

Surgeon working on two operating tables alternately

Business Dimensions

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 Problems faced by Aravind

• Expensive Equipment, difficult to setup in a village.

• Earning a symbolic amount, problem to setup a hospital in rural area.
• Lack of education and awareness
• There was no physical authority to monitor.
• Not meeting the screened number of people and surgeries done.
• Reach to customers.

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 Solutions

• Holding Eye camps (40 a week) to attract and create awareness.

• Establishment of 40 storefront centres to attract the infrequent villagers for treatment.

• Staffing and training (2 years) of Rural Women.

• Remote examinations with the help of cameras.

• Treatment in the form of assembly lines to increase efficiency.

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 Recommendations

• The organization should think of diversifying its operations in the northern part of the country.

• Aravind should sell IOLs to the competing eye hospitals in the country.

• Use donations as the central part of your cash flows.

• They should invest in direct marketing channels like radio, to aware a larger mass.

• Instead of camps, the organization should open permanent small clinics in villages under the supervision of a local head.

• Offer research opportunities to the doctors’. This might be beneficial in future.

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End of Presentation
Thank You!

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