Abstract: Narayana Hrudayalaya was founded in May 2001 and is the pet project of the famous cardiac surgeon team led by Dr. Devi Prasad Shetty under the umbrella of the Asia Heart Foundation. NH grew quickly and was soon able to receive patients from around the world. Several lessons can be learned from the success of Dr. Shetty’s project. Most impressively, we see how one person’s dream can change the world Today he is expanding this idea to include complex treatment modalities like cancer and organ transplant, while adding increasing number of beds to his already large healthcare conglomerate Narayana Health. This paper attempts to study the growth of Narayana Hrudayalaya and the success of its IPO even when the market sentiments was low …show more content…
Narayana Hrudayalaya has strong reputation and clinical capabilities in cardiac and renal sciences. Narayan Hrudayalaya also continues to expand across other high value clinical specialties to benefit from increasing demand for quality healthcare services. Narayana Health Group was founded in the year 2000 by Dr. Devi Shetty and was established under the guidance of the Asian Heart Foundation. It is headquartered in Bengaluru. Today, it has 31 hospitals in 19 locations. Today, it runs 31 hospitals across 19 locations. In 2013, Narayana Hrudayalaya Pvt. Ltd. officially changed its identity to Narayana Health. This multispecialty hospital chain houses 1500 full-time Doctors and 15,000 employees across the country. An average of 150 surgeries are performed on a daily basis and an average of 80,000 outpatients are recorded at the hospital facilities every …show more content…
Devi Prasad Shetty “Hands that serve are more sacred than lips that pray." The words of Mother Teresa had a profound effect on Dr. Devi Shetty, who was the late Nobel laureate's personal cardiac surgeon in the early 1990s. Narayana Hrudayalaya is promoted by Dr. Devi Shetty who is a social entrepreneur who has enabled millions of low-income people to access quality health care. His social entrepreneurship notwithstanding, Devi is a world-famous pediatric heart surgeon in his own right. In 1990, he became the first doctor in India to perform neo-natal open-heart surgery on a nine-day-old baby, launching the practice of pediatric heart surgery in India. He also performed Asia’s first dynamic cardio myoplasty operation to strengthen a weak heart muscle. He has performed over 20,000 major heart surgeries and has built four of the largest heart hospitals in
...and his vision in successfully transforming the medical center to a tertiary care facility. However, in 2008 under Ron Henderson, the medical center expenses began to skyrocket and revenues failed to keep up. Also, a hospital census indicated that, on average, Medicare patients consisted of 58% and Medicaid patients consisted of 18% which caused the medical center to suffer from reductions in reimbursements. Although noted by solid evidence that utilization was experiencing a steep decline, Mr. Henderson added 127 new positions to the medical center. In 2009, Mr. Henderson was fired after the board of trustees realized that this financial bind of an $8.6 million deficit was caused by Mr. Henderson. In order for the new CEO, Richard Reynolds, to succeed at his new job title, he must create a benchmarking process adopting certain goals to remain a worthy competitor.
Strengths Long-standing reputation Provision of quality healthcare Highest rank in patient satisfaction Recipient of Joint Commission accreditation Serving a diverse population Weaknesses Smaller than other four hospitals Decrease in net profit Increase in expenses Significant increase in long-term debt Not-for-profit status Opportunities Changes in government regulations Change in lifestyle Influx of patients due to higher patient satisfaction Cost savings Opening of some outpatient clinics and surgery centers Threats Too much competition
The health care organization with which I am familiar and involved is Kaiser Permanente where I work as an Emergency Room Registered Nurse and later promoted to management. Kaiser Permanente was founded in 1945, is the nation’s largest not-for-profit health plan, serving 9.1 million members, with headquarters in Oakland, California. At Kaiser Permanente, physicians are responsible for medical decisions, continuously developing and refining medical practices to ensure that care is delivered in the most effective manner possible. Kaiser Permanente combines a nonprofit insurance plan with its own hospitals and clinics, is the kind of holistic health system that President Obama’s health care law encourages. It still operates in a half-dozen states from Maryland to Hawaii and is looking to expand...
There has been a shortage of physicians, lack of inpatient beds, problems with ambulatory services, as well as not having proper methods of dealing with patient overflow, all in the past 10 years (Cummings & francescutti, 2006, p.101). The area of concern that have been worse...
Hospital A before the merger was a for-profit hospital, relatively new facility, in east side of town. It consisted of 110 hospital beds, 8 of which were reserved for transitional care. Services provided were: general surgery and same day surgery, full-service rehabilitation department and radiology department. Other services included kidney dialysis center, on-site retail pharmacy, blood bank, women’s center e...
I was born in a small town of -----------of underdeveloped country of Bangladesh. I grew up speaking Bengali, wore traditional clothes, created intricate henna designs on women’s hands, and performed classical Bengali music. Since childhood, thought other than becoming a doctor never registered in my mind. My high grades in high school helped me to obtain admission in one of the most desirable place to learn Medicine, Mayemen Medical College.
Shouldice Hospital is successful in its objective of providing high quality, low cost, and focussed health care. It is popular even without any major advertising efforts.
Salil Shetty. 2016. Making Change, the Challenge and The Potential ( speech to IAVE World Volunteer Conference). Retrieved from
Multihospital chains and buying groups were formed, with the aim of increasing the hospital's bargaining and purchasing power for equipment and supplies. In 1985, about 45% of all U.S hospitals were affiliated with multihospital chains, and it was predicted that 65% would be so affiliated by 1990
The facility is the sixth largest cardiac surgery center in the United States and the tenth in the nation for heart valve surgery.... ... middle of paper ... ... The Presence of Politics is another marketing tool that is used by the facilities I chose, as well as others.
After securing his leaving certificate Victor had chosen a course in medicine. This decision was greatly influenced by the tragic passing of his beloved mother from cancer. He was destined to save lives. Victor started his degree in medicine at the University of Sydney in 1956 where he studied undeterred and focussed soley on building his career. Victor never lost sight of his goal and in 1962 he completed his course and was now known as Dr. Victor Chang. Victor commenced work at the St Vincent’s hospital in Sydney where he took a real ...
After her doctor’s visit that she reluctantly went to, she announced to the family that she was suffering from a damaged heart valve. We were all terrified about what would happen to her, but she assured us that the doctor said it could be fixed with a minimal risk.
Furthermore, Malik did not rely on his own knowledge to help his patients recover. He was humble enough to admit, “The problem aint not knowin, it’s not askin”. That is why Malik ...
Question 1: Critically analyze the growth strategy adopted by the Aditya Birla Group. What are your views on the business portfolio adopted by the group? (7 marks)
“The Aravind Eye Care System has dramatically improved the quality, volume and efficiency of eye care delivery in India and inspired health workers everywhere.” (Brilliant, L & Brilliant, G. (2007)) The workflow of doctors are set high, they perform over 200,000 surgeries per year. Keeping the waiting time between each operation very small and steady, resulting in many more patients becoming operated on. “The second core principle is excellence in execution of ensuring a high level of efficiency in providing the treatment, including outpatient services and surgeries.” (Tikoo, R. Financial Express). The gap between each operation was so precise and consistent; it solely helped improve the efficiency of the hospital. “By the time the first operation was finished, the second patient already had a microscope focused on their eye. Dr. Aravind then moved straight to table no.2 without any interlude.” (Manikutty, S & Vohra, N