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evaluating target market segments
question on market segmentation
target market and market segmentation
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Operating Strategy
Apollo Hospitals, India
Considering the elements of a strategic service vision, the following are the factors applicable to the Apollo Hospitals of India. The service vision framework are according to an exhibit from "Lessons in the Service Sector" by
James L. Heskett, Harvard Business Review, March/April 1987, p. 120.
1. Target Market segments
· Population Statistics : Population above 920 mill. people with wide variety of economic levels, social statuses, and cultures. Lowest per capita GNP $255, population growth 2% p.a. Growth real GNP 4.5%. Middle class 270 mill. Wealthy
30 million people.
· Target Market Segment : Upper middle class, the wealthy, and company employees with health insurance (108 million in 1994 ). Half of the middle class able to pay for private health care.
· Current Market Status : Most hospitals are state run at very low cost, low tech, and low quality. Private medical facilities are available - highly specialized, charging market rate (not latest technology but provides privacy and intimacy). Treatment of a complex ailment in a private institution is more time consuming and expensive.
· Economic liberalization : domestic and multinational companies - more competition · Demography : urban, high income as dictated by upper middle class and elite class, neighboring countries.
· Psychography : Targeting people who can afford comprehensive high quality service; who are ready to pay more money for the comfort and treatment by more reputed doctors.
· Market Growth (income + segments growth) : Sizable market of 30 million
(wealthy ) and 135 million upper middle class person.
· Proposed Plan : Comprehensive hospital emphasizing on tertiary care -- advance therapy and surgery, complicated medical problems. Primary care is stressed mainly through preventive measures. High quality medical care through the latest medical technology and the best qualified staff.
2. Service Concept
· The aim is to provide outstanding value to patient through superior medical results, quick treatment, and a low total cost of care relative to competitors.
This can be achieved through the Five stars management philosophy : medical personnel, medical technology, employees, value and hospitality.
· Customers' perception : high quality, comprehensive service at 10-15% below than the top hospitals in Bombay and Delhi in a shorter time period (on average
7 days versus industry's average of 9-12 days).
· Superior medical treatment: success rate at par with highest international standard, competitive total cost of care.
3. Operating Strategy
· Hospital operates under the Five Stars philosophy.
1. Medical personnel : Highly skilled and experienced doctors mostly returning from western countries (well known both academically and clinically). Well trained and motivated junior doctors, technicians, nurses, and other supporting staff. 2. Medical technology: Latest available technology, constant and quick update,
Operations refers to the transformation of raw materials(inputs) into finished products(outputs). The operations process is one of the key business functions and is a crucial component to business success. Like every business, Qantas is affected by many internal and external influences requiring it to have effective strategies to respond to these influences. Businesses that are able to adopt and utilise effective operational strategies are able to quickly adapt and either reduce or take advantage of these influences that impact the business. The effectiveness of these strategies can measured by Qantas’ performance and whether or not it is able to hold it’s competitive advantage. How well these strategies respond to the influences on operations will determine the level of success that Qantas achieves.
Healthcare within the United States is one of the cornerstones in our society. The impact of doctors, nurse practitioner, physician assistants, nurses, and technical medical specialties help deliver precise care to millions of Americans on a daily basis. There are many aspects of healthcare within these states that are a commendable effort in the care of patients. Even though efforts are made to better healthcare there are many problems that arise everyday. There are thousands of healthcare facilities across the U.S, but not all of these facilities run on the same format. It seems that it would be beneficial for all healthcare facilities to run as a unit. It would be impossible though, because most of these facilities are privately owned with
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At the end of the World war–II, two U.S. senators, Lister Hill and Harold Burton proposed a law to allocate federal income in constructing new hospitals. This law was accepted in 1946, which became the major reason for expansion of the hospital system in the U.S. (Sultz & Young, 2014, p. 115). In 1980, Clark, Field, Koontz TL, and Koontz VL concluded that this Act helped to increase the number of hospital beds significantly. However, the physician’s growth lagged behind the growth of hospital beds. The physician movement between states was not affected by this
It is debt-free and has highest overall occupancy rate among the city’s six general hospitals
On average while a doctor sees 20 patients a day( according to a doctor that I know here), in India an average physician sees 45 outpatients and 18 inpatients a day. There are some days where a doctor would have seen 55-60 inpatients a day. ( don't be surprised, it's not just Friday the 13th). By no means is the waiting line to see the doctors a pleasant sight. Imagine my frustration when an International Patient ( no offense intended) asked me, if all the patients had appointments they wouldn't have to wait so long. She didn't have an appointment too, but because the international patient pays more ( 11$ as opposed to 6$), she can see the doctor when she arrives. There are only so many slots, that to get an appointment they would have to wait longer. The patient satisfaction is an issue here due to the long waiting hours...
After analyzing the Coastal Medical Center, it is apparent that the employees and staff have no conception of the mission, vision, and values of this health care facility. In addition to this lack of structure, CMC has many projects in the midst of production that lack support of a common goal, employees are unsatisfied with their jobs, the two boards lack ability to agree on strategic decisions for the organization,, and the medical center has a dismal reputation when it comes to quality care.
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Healthcare is an evolving industry with a business side that equally compliments its human side. In recent years hospitals across the country have been shifting gears to meet deadlines and health measures predetermined by governing bodies. Often enough these targets are focused on profitability rather than the health of patients. One hospital that stands out amidst these controversies is Pennsylvania Hospital, known as the nation’s first hospital it has stood
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