The Right shift

The Adversity: US picture

 Indian screnario
 The industry has been witnessing loss of business and this
trend is expected to continue for the foreseeable future (at
least 3-6 months), and the fact that the sector’s costs are
predominantly (around 80 per cent) fixed, it is expected that
there will be losses and severe impact on cash flows.

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 The franchisee model..

 Global at local. Global services with local care and comfort.

 To leverage on local care relations with fulfillment of global
services aspirations.
 VISionary’s shot
 In USA atleast 35 – 50 franchises in health in sectors neye and
hearing care, para)medical care, and mental health care.
 21 in the Netherlands, and 15 in both the UK and Canada.
 53 social healthcare franchises in various Asian and
African countries in 2011.
Hardly 2 players in this field are having national presence with good
presence.
Effectively a vacuum, a fertile unattended land…..
 Favorable national healthcare
franchise market
 Only few national players.
 Eye care, mental care and family care targeted.
 None in bone and joint care.
 Shortage of centres of excellence
 Being elective surgeries public inclination towards
established brands.
 Established brand of Shalby Joint care with excellence.
 Surgeons with limited resources and knowledge
 Models to work
 Standalone

 Fractional
 Goals
 Growth
 Inclusion of new patients, hesitant to travel.
 Establishing unmatched leadership with local presence.
 Identifying new business fields pharmacy retail, lab, diagnostic
services tie up.

 Competitive position
 Financial performance
 Structure
 Front
 Presentation, products and services.

 Back
 New marketing, admin, licensing,
 Old training and operational

 Tier 2 cities, concern professional autonomy

 challenges erosion and survival
 Focal points
 Positioning towards customers
 Strength of brand name
 Products and services
 Franchise (format facilitators) control
 Strictness of selection
 Extent of SOP
 Extent of centralized decision making
 Extent of monitoring possibilities for enforcement
 Contractual payments
 Perceived reasonableness of payments
 Franchise criteria
 system age & size
 franchisee age (time of being franchisee)
 franchisee attitude & skills
 type of franchise / type of service
 external context
 Functioning
 System-wide adaptation
 Local adaptation
 Resistance to change
 Ease of knowledge sharing
 More bureaucracy
 Uniform presentation
 Reliable / predictable performance levels
 More overhead
 Accelerating innovation & implementation