STRATEGY MANAGEMENT Submitted By: Vaibhav Arora,

PORTERS GENERIC FRAMEWORK Jasvin Singh , Hitesh Gupta ,

Soumendra Kumar Dash
PORTER’S GENERIC STRATEGIES

 It was established by Michael

Porter in 1980.
 It tells us how organizations can
have an upper hand with the right
procedure.
NARAYANA HRUDAYALYA HOSPITALS
 Founded in 2000. Founder: Dr. Devi Prasad Shetty. (performed >15000 heart surgeries

 Originated in Bengaluru and expanded throughout India and Cayman .

 30 medical specialties in 23 medical centers in India. Known for affordable health care

 USP: Open Heart surgery and Health Tourism.

  ELIMINATES DISTRIBUTION COSTS

 ECONOMIES OF SCALE
 SINGLE STOREY HOSPITALS

 MAXIMUM OUTPUT
https://www.youtube.com/watch?v=qssQTPqz0_0
DIFFERENTIATIO
N STRATEGY
ARAVIND EYE
CARE HOSPITAL
PORTER’S GENERIC
FRAMEWORK
  Founded by Dr. Govindappa Venkataswamy
(popularly known as Dr.V) at Madurai, Tamil Nadu in
1976
 It has developed into an association of eye medical
clinics and has had a significant effect in annihilating
INTRODUCTION cataract related visual deficiency in India
 Since 2012, Aravind has treated more than 32 million
patients and performed 4 million medical procedures.
 USP – TO ELIMINATE NEEDLESS BLINDNESS
ELEMENTS OF
BUSINESS
MODEL
 Aravind Eye Hospital has figured out how to spread its
brilliant angled domain over the planet dependent on

BUSINESS  Orderly high-volume creation of services offered at

much reasonable rates.
MODEL  Thought of reproducibility .
 Staff are prepared with certain set of skills which is
extremely common in to every one of its tasks
MCDONALD’S
McDonald has figured out how to spread its brilliant

BUSINESS angled domain over the planet dependent on

 Orderly high-volume creation of services offered at
much reasonable rates.
MODEL  Thought of reproducibility .
 Staff are prepared with certain set of skills which is
extremely common in to every one of its tasks
 FROM MCDONALD'S TO MCSURGERY

Aravind's prosperity can be ascribed to the accompanying reasons:

 Characterizing the fundamental reason of the services they offer .

 Separating the work into constituent parts, and afterward ceaselessly reassemble and adjust the numerous steps.t

 The framework works easily, to the extent that such tasks keep up quality control, and treasure consumer loyalty, increase

the flow of profits.

COST LEADERSHIP STRATEGY
EFFICIENT VALUE  Productivity with quality

CHAIN  Cross-training the work-force

MANAGEMENT  In-house manufacturing
DIFFERENTIATION STRATEGY

The selection of
differentiation as a
Addressing the generic strategy
customers’ increasing enables Aravind Eye
Embedding the
wellness concerns by Hospital to grow their
innovation.
an increase in the client base by
product line. emphasizing over the
unique product
features.
 FOCUS STRATEGY

• Aravind Eye Hospital utilizes the focus strategy both in course of

reasonable prices and offering the best value. The low-cost focus strategy
is utilized by fulfilling the requirements of a niche segment of the market
at the such a reasonable price that no one could offer.
• By concentrating on commodity characteristics, Aravind Eye Hospital
changes its branding policies and delivers constant variations in product
conception to fulfill the consumers’ emotional expectations and maximize
the value which they are getting by paying a certain amount.
APOLLO
HOSPITALS
PORTERS GENERIC FRAMEWORK
VITAL ELEMENTS
IN OUR VISION FOR THE
FUTURE.

Dr. Pratap C Reddy

Founder Chairman - Apollo Hospitals Group
 Apollo Hospitals was set up in 1983 by Dr. Prathap C Reddy, eminent as the
architect of present-day medical services in India.

Apollo Hospitals has developed as Asia's premier coordinated medical care

services, supplier and has a vigorous presence over the medical services
biological system, including Hospitals, Pharmacies, Primary Care and
Diagnostic Clinics and a few retail wellbeing models.
INTRODUCTION
The foundations of Apollo's heritage are its unstinting spotlight on clinical
greatness, reasonable costs, current innovation and forward-looking exploration
and scholastics.

Since its origin, Apollo Hospitals has been regarded by the trust of more than
150 million people who originated from 140 nations. At the center of Apollo's
patient-driven culture is TLC (Tender Loving Care), the enchantment that rouses
trust among its patients.
 Cost Leadership Strategy
 Proper asset Utilisation and minimise the waste through standardised
 A Huge Pharmacy Network
SOP’s & Lean Management

 In House Production Of Medicines

 Differentiation Strategy
 Clinical E x c e l l e n c e  The New Healthcare Paradigm Is D r i v e n B y
Te c h n o l o g y
• Driven by talented specialists
and nitty gritty conventions .
• 7 JCI certify medical clinics .
• Progressive scorecard -
ACE@25, which assesses 25
quality pointers benchmarked
against the world's best-
distributed results.

 Academic Excellence
Courses with:
• University of Queensland
• University of Sydney
•Royal College of General Practitioners (RCGP), UK
• AHERF
• IGNOU
https://www.youtube.com/watch?v=6wvxNS
vxjIQ&t=4s
Courses for paramedics, nurses, physiotherapists and hospital administrators.
 FOCUS STRATEGY
Cost Efficiencies and Focus On Improving key Operating measurements

Upgraded Asset usage and least misuse of all assets through normalized SOP's and Lean administration.
Expanding Average income Per Day per bed. Higher patient turnover by lessening normal length of remain
and improved ward measures for quicker turnaround season of all indicative cycle.

The low-cost focus strategy is adopted by serving the needs of a niche market segment at
the lowest possible price, which means the market segment they are targeting is the
middle class – upper class and providing them the best services at best possible prices..

By focusing on its item credits, Apollo Hospitals Differentiation through Hospitality

overhauls its marking procedures and acquires persistent changes the item planning and
bundling to fulfill the clients' mental desires and boost an incentive for cash
 MEDANTA HOSPITALS

PORTER GENERIC STRATEGY

 Introduction
India’s largest and most reputed multi-super specialty healthcare institute located in Gurgaon, Haryana.

Founded by Dr. Naresh Trehan an eminent cardiac surgeon in year 2009 (43 acre with 1250 beds)

Mission: To offer world class, affordable and holistic healthcare services.

In best hospital Ranking by newsweek.com Medanta is holding 2nd Rank in renowned medical services after AIIMS and
followed by Chirstian medical college, apollo at 5 th, Fortis at 8th , Bombay hospital at 13th and Manipal at 18th.

Average 20k plus international patients per year form 15+ different countries

Specialty: Cardiac, cancer, Kidney transplant, Plastic surgery, Diabetes etc.

MEDANTA COMPREHENSIVE MEDICAL ECOSYSTEM

https://www.youtube.com/watch?v=kaFyLPBGvEs
Patient Centricity
Patients at Medanta are provided with multiple options for treatment by extremely dedicated healthcare professionals who are trained to always put their patient’s interests ahead of
the institution when it comes to deciding a suitable course of diagnosis.

Cohort-driven treatment
The institution has been envisioned with the aim of bringing to India the highest standards of medical care along with clinical research, education and training. Medanta has been
established as the premier tertiary and quaternary care hospital and is a major referral center in the subcontinent.

Technologies
Constantly Endeavour to provide patients with the latest and most advanced treatment options using the latest technology for greater accuracy and reduced recovery time. Whether it’s
the Da Vinci robotic system for minimally invasive procedures of the heart, a 256-slice CT (computed tomography) scanner for 3-D imaging or Brain Suite for neurosurgery, At
Medanta, technology and innovation will be the key drivers for providing the best outcomes for our patients.

Holistic Approach
Patients at Medanta are provided with multiple options for treatment, the most suitable of which is arrived at through cross-function, cross-specialization committees that work
together to decide the best course of action in any given case. 

Infrastructure
With 10 multi-specialty hospitals, five teaching hospitals and several fertility clinics spread across North India. Medanta’s integrated facilities are designed to be equal parts hospital,
research centers and medical and nursing schools that come together to make institutions that live up to the highest standards of healthcare delivery across the world.

Medical Practitioners
Medanta, at its core, is a conglomeration of multi-super specialty institutes which are led by renowned medical practitioners most of whom are not just highly decorated, but also
pioneers in their respective arenas.

Specializations
Medanta’s massive 2.1 million sq. ft. campus houses facilities for over 22+ super-specialties, all under one roof. As a matter of fact, each floor at Medanta is dedicated to a single
specialization to ensure that they function as independent hospitals within a hospital and yet have the comfort of collaborating on complex cases.
 LOW COST STRATEGY-PRICING STRATEGY
 1/10th price for treartment as comapred to Western countries

 Competitive pricing in Indian market offers the services at 15-20% low to have the high customer base.

 High performance value chain supported by technological development.

Focus Differentiation
 Focus Differentiation
 In a nutshell Medanta matches the highest standard of healthcare delivery across the world

 It follows multi pronged strategy in the creation of brand value

 World class infrastructure with deployed cutting-edge technology and highly integrated and comprehensive information
system.

 Marketing Strategies Towards Medical Tourism.

https://www.youtube.com/watch?v=rOek5F-uPKc
BENCHMARKING

 Benchmarking is the search for the best

industry practices which will lead to
exceptional performance through the
implementation of these best practices”
(Camp, 1989)

 Benchmarking can be a major investment.

It is portrayed as both resource and time
intensive and hence should be done
meticulously (Vaziri, 1993; DeToro, 1995).
THANK YOU!