CASE STUDY # 5:

NARAYANA HRUDAYALAYA
HOSPITAL
PRESENTED BY:
ALEJANDRO, KAREN MARIE R.
AWANG, JENIROSE
Content
 Viewpoint
 Time Context
 Statement of the Problem
 Objectives
 Areas of Consideration
 Assumption
 Alternative Courses of Action
 Analysis
 Conclusion
 Plan of Action
 Narayana Hrudayalaya (NH) in Bangalore, India, is a large cardiac
surgery center founded in 2001 by Dr. Devi Shetty. The hospital
has grown rapidly and received patients from around the world.
Despite facing challenges from internal and external factors, NH's
success serves as a lesson for the future of healthcare.

Our primary recommendation is Highly

experienced cardiologists and cardiac surgeons
I. Viewpoint should have incentives especially since they have
long working hours.

Also, an opportunity to attend international

conferences after a certain period of working at NH
II. Time Context

 2001 – 2014
 May 2001
 Khanna et. al, 2005
 Economic Times, 2008
 NH Group of Hospitals, 2014
III. Statement of the
Problem

Narayana Hrudayalaya Hospital

should stick to what they really need
IV. Objectives

To determine the degree to which they continue to assist the

poor.

Knowing how to get surgeons and all levels of staff on board and totally
engaged in the same attitude and belief system when they are distributed
across the globe and numerous.

To improve Nayarana Hospital’s practice without compromising its

vision and mission.
V. Areas of Consideration
Strength: Weakness:

• Affordable health care • No new methods of cost reduction

• Telemedicine • Lack of infrastructure
• Yeshavini insurance scheme

Opportunity: Threat:

• Building new infrastructure • Others can follow the same strategy

• Branching to other medical specialties • The high turnover rates
VI. Assumption

 Alejandro  Awang
They already know They should stick to their
strategy together with
what are the things
their vision and mission
that are needed for the so that they will be still
success of their able to help poor people
operation
VII. Alternative Courses of Action

ACA1:
ACA2:
The expansion strategy
The marketing strategy
which was very rapid
targets not only the
made the surroundings ACA3:
poor majority of the
(suppliers and health Gaining better deals
population but
workforce) look from the suppliers
attracting the wealthy
forward to dealing through the purchasing
people both locals and
with NH. This alliance with the
foreigners. That’s how
facilitated the gate for Calcutta Hospital.
they could fund their
the management to get
operations that mainly
better deals and
aimed at serving the
smoothed their
poor.
workflow
VIII. Analysis

Advantages
 This will enable operations to be
improved, the supply chain to be
streamlined, costs to be reduced, and
customer satisfaction to be increased
Disadvantages
 The challenge is ensuring that the
quality of the product is maintained

ACA1:
The expansion strategy which was very rapid made the surroundings (suppliers
and health workforce) look forward to dealing with NH. This facilitated the gate
for the management to get better deals and smoothed their workflow.
VIII. Analysis

Advantages Disadvantages
 It not only benefits the health  Rich people might double the
but also improves society as a price in order for them to be
whole first in line

ACA2:
The marketing strategy, targeting not only the poor majority of the population but
attracting the wealthy people both locals and foreigners as well. That’s how they
could fund their operations that mainly aimed at serving the poor.
VIII. Analysis

Advantages Disadvantages
 Doctors and staff at Narayana  When they are promoted, the
Health will be inspired to work hospital will have to pay more.
hard.

ACA3:
Opportunity of career growth
 IX. Conclusion

Narayana Health aims to In spite of providing good

services at comparatively low
treat middle-class and profits, the hospital earns high
Recruiting the right staff
rural patients at low cost revenues due to a reasonable
for Dr. Shetty’s vision
and provides good pricing structure and effective
services. and efficient utilization of
resources.
Decision Matrix
CRITERIA ACA 1 ACA 2 ACA 3

Ease of 2 3 2
Implementation

Acceptability 1 1 1

Cost Effective 2 2 2

Practicality 3 3 1

Beneficial 3 3 2

Timeliness 2 1 3

Total 13 13 11
  Ease of Implementation. The strategy or choice suggested
is appropriate for the current circumstance.
 Acceptability. The hospital’s issue is addressed by the
ACA.
Operational  Practicality. The ACA’s benefits are inherent, and they
produce positive outcomes for both doctors and patients.
Definition of  Cost-effective. Implementing a plan and getting good
Terms results without spending a lot of money
 Beneficial. Makes it possible for doctors to treat patients
affordably while also earning the wages they deserve.
 Timeliness. The hospital’s difficulties will be easily
overcome.
 Activities Person in Charge Time Frame
Highly experienced cardiologists Management, Finance, and Immediately
and cardiac surgeons cannot be Human Resources
satisfied for a long time if they are
not getting incentives especially
that they have long working hours.

Evaluation and feedback about the Human Resources Immediately

performance of the trained general
practitioners should be given some
attention. This experience is
brand-new in the health industry in
X. Plan of
general and in the NH particularly.
Action
An opportunity of career growth Head Supervisor and Human Immediately
should be offered for those Resources
intermediate specialties.
Something likes the possibility of
earning certificate of specialty in
their training field.
Some undergraduate students Management Immediately
can be given scholarships, and
in return, they would have to
work for NH for some agreed-
on time

Workers can take advantage of Management Immediately

some privileges, like kids-
nursing services, special
discounts in specific markets
or facilities

Opportunity of attending Management Immediately

international conferences after
certain period of working at
NH
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