INDUSTRIAL EXPOSURE PROJECT

A STUDY OF SPECIALIST HOSPITAL INDUSTRY

“apollo hospital”
Submitted in Partial Fulfillment of the requirements for
the Award of Degree of Bachelor of Business
Administration (BBA)

2016-2019

Submitted by: NISHANT

Under the guidance of: MR. Shakti Sharma

BHARATI VIDYAPEETHUNIVERSITY
SCHOOL OF DISTANCE EDUCATION,
Academic Study Center – BVIMR, New Delhi

(A Constituent Unit of Bharati Vidyapeeth

University ,Pune)AnISO9001:2000CertifiedInstitute

1
 NAAC Re-Accreditation Grade “A” University

ACKNOWLEDGEMENT

This project is a result of dedicated effort. It gives us immense pleasure to

prepare this is A STUDY OF SPECIALIST HOSPITAL INDUSTRY
“apollo hospital” We would like to thank our project guide MR. SHAKTI
SHARMA, for consultative help and constructive suggestions on the matter
on this project. We would like to thanks our parents and colleagues who
have helped us in making this project a successful one.

2
 DECLARATION

This is to certify that I have completed a Project titled " A STUDY OF

SPECIALIST HOSPITAL INDUSTRY “apollo hospital” under the
guidance of MR. SHAKTI SHARMA in the partial fulfillment of the
requirement for the award of Bachelors of Business Administration of
BharatiVidyapeeth University, New Delhi. This is an original piece of work
& I have not submitted it earlier elsewhere.

NISHANT

3
 CONTENTS
CHAPTER 1:- Introduction to Company
1.1:- Nature of Business/History
1.2:- Type & Ownership pattern
1.3:- Organisational structure
1.4:- Production Layout
1.5:-Organizational Policies
CHAPTER 2:- Industrial Analysis
2.1:- Industrial Overview
2.2:- Current Issues
2.3:- Key Competitors
2.4:- Environmental Scanning (PESTEL analysis)
2.5:-Porter’s Five Forces Model of Competition
CHAPTER 3:- Marketing Strategy
3.1:- Products of the company
3.2:- 4'Ps
3.3:- STP (Segmenting Targeting and Positioning)
3.4:- Distribution Channels
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 3.5:- Promotion Strategy
CHAPTER 4:- Financial Analysis
4.1:- Sources of Finances
4.2:- Ratio Analysis (Any 3)
4.3:-Net Profit or Net Balance Sheet
CHAPTER 5:- Key learning from the company and
Recommendations
5.1:- Performance Analysis of the company [Minimum 4-5
lines]
5.2:- Reasons for the diversification of the company
5.3:- Comment on Organizational Leadership
5.4:- Market Share / Growth Rate of the company
5.5:- SWOT Analysis of the company
CHAPTER 6:- Finding
CHAPTER 7:- Conclusion

5
6
1.1 Nature of Business/History:-
Apollo Hospitals Enterprise Limited is an Indian hospital chain based in Chennai,
India. It was founded by Dr Prathap C. Reddy in 1983. Several of the group's hospitals
have been among the first in India to receive international hospital accreditation by
America-based Joint Commission International (JCI).[2][3] as well as 13 NABH National
Accreditation Board for Hospitals & hospital Providers hospitals.[4]

The group has developed services in telemedicine, after starting a pilot project in 2000 in
Pratap Reddy's home village.[5]

The organisation signed a ‘memorandum of understanding’ with Health Education

England in April 2016 to provide a large number of doctors to fill vacancies in the
English National Health Service.

HISTORY

2011

- Stem Cell Therapy Program Launched by Apollo Bramwell Hospital, Mauritius

- Apollo Hospitals first in Chennai to use bio-resorbable stents

- Apollo Hospitals becomes the World’s Second Busiest Solid Organ Transplant Centre

- Apollo Gleneagles Cancer Hospital Launches Eastern India's first dedicated

comprehensive Bone Marrow Transplant Unit

- Apollo Hospitals Group Website has been honored with the Internet Advertising
Competition Web Award 2011 

- Apollo Life launches M.I.N.D Line, tele-counselling helpline

2012

- Apollo Hospitals announces the launch of the MRI-HIFU, a breakthrough, non-invasive

technology, for treatment of uterine fibroids.

- Apollo Group of Hospitals launched the First of its Kind - Dental Wellness Center in
India, the "WHITE", 7-star Dental Spa at Chennai.

7
- Apollo Hospitals successfully completes over 55 complex Robotic surgeries

- Apollo Hospitals Chennai launches the Apollo Foot Care Service

- Apollo Hospitals performs a complex Robotic assisted Urosurgery on a 7 year old

African child

- Apollo Hospitals completes 929 solid organ transplants in a single calendar year

- Apollo Gleneagles Hospitals, Kolkata has won the "Institute for Competitiveness (IFC)"
Mini Strategy Award.

2013

-Apollo Hospitals Enterprise Ltd has entered into a Rs 400 crore deal with Beam
Applications S A (IBA) to set up a Proton Therapy Centre for cancer therapy in India.

-Indus Health has signed an agreement with Apollo Hospitals in Hyderabad to set up a
new center in the city.

-Apollo Hospitals, Chennai has won an EXCELLENCE Award from Hospital

Management Asia (HMA) for several categories.

-Apollo Hospitals launched The Physical Medicine and Rehabilitation Centre.

-Apollo Hospitals, Chennai inaugurated its first ever Apollo Insulin Pump clinic in the
city.

-Apollo Hospitals ties up with US varsity for Patient care & Academics.

2014 -Apollo Hospitals signs MoU to acquire HMSL. -Apollo Hospital and US-based
AliveCor Inc. has join hands to provide for patients an innovative mobile device to access
cardiac screening tools. The device will enable Apollo Hospitals to tackle the problem of
heart arrhythmias in their patients. -Apollo Hospitals has been awarded the I.C.O.N.I.C
IDC Insights Award 2014 for industry best practices by displaying innovation &
creativity by raising the bar for adoption of technology in Health & Life Sciences
Vertical. -Apollo Hospitals, Chennai successfully performed a Robotic surgery for
Cancer base of the tongue, a first of its kind in Tamil Nadu -Apollo Hospitals and Fiji
National University have signed an MOU for hospital collaboration. -Apollo Hospital

8
launched at Indore.

2015 -Apollo Health and Lifestyle Ltd. expands its footprint with the acquisition of Nova
Specialty Hospitals -Apollo Hospitals has signed a Memorandum of Understanding
(MoU) with Indian Railway Catering and Tourism Corporation (IRCTC) to facilitate
hassle-free travel for patients from the North-East -Apollo Hospitals won the National
Business Excellence (BE) Star Awards organized by the Confederation of Indian Industry
-Apollo Hospitals successfully performs Asia’s first en-bloc combined heart & liver
transplant, a remarkable achievement in the global hospital space. -Southern Railways
has joined hands with Apollo Hospital Chennai for 24/7 free emergency medical
assistance at the Chennai Central Railway Station. -Apollo Hospital won the Australian
Service Excellence Award for 2015 for its high standards of Management, training and
commitment to Excellence

2016 -Apollo Hospitals acquires majority stake in Assam Hospitals -Apollo ties-up with
HESCG to build hospital in Hainan Province, China. -Apollo receives National Awards
for Excellence in hospital -Apollo Hospitals launches a state of the art, world-class,
contemporary super-specialty tertiary care hospital in Navi Mumbai -Apollo Hospitals,
Ahmedabad wins the Smartest Hospital Building 2016 award at the Network 18 And
Honeywell Smart Building Awards 2016. -Apollo Hospitals, Bilaspur, has received
award for energy conservation by CREDA at Raipur

2017 -Apollo Hospitals Group bags the top 4 positions across categories in the Times All
India Lifestyle Hospital and Clinic ranking survey 2017. -Apollo Hospitals has launched
the Healthy Heart Program, India's first Heart disease prevention and reversal Program.
-Apollo Hospitals, Navi Mumbai successfully inaugurated Apollo Cancer Care Hospitals
and TrueBeam STx, an Advanced Stereotactic Radiosurgery System. -Apollo Hospitals
Group and MCO have partnered for an academic collaboration to conduct a series of
health awareness initiatives in UAE. -Apollo Hospitals Group bags 7 awards at the
Hospitals Management Asia Awards 2017 across categories. -Apollo Hospitals has
partnered with Godrej HIT to launch India's first online Platelet Donor Community for
patients suffering from dengue. -Apollo BGS Hospitals, Mysore launches Karnataka's
first state-of-the-art Gastroenterology Unit.

9
1.2 Type and Ownership Pattern:-

Shareholding of Promoter and Promoter Group

(1) Indian  

Individuals 20 20,556,635 20,556,635 14.82 14.82 10,952,35 53.28

/ Hindu 0
Undivided
Family

Central - - - - - -
Governmen
t / State
Governmen
t(s)

Bodies - - - - - -
Corporate

Financial - - - - - -
Institutions
/ Banks

Any Others 3 27,285,844 27,285,844 19.67 19.67 21,804,36 79.91

(Specify) 4

23 47,842,479 47,842,479 34.49 34.49 32,756,71 68.47

Sub Total
4

(2) Foreign  

Individuals - - - - - -
(Non-

10
 Residents
Individuals
/ Foreign
Individuals)

Bodies - - - - - -
Corporate

Institutions - - - - - -

Qualified - - - - - -
Foreign
Investor

Any Others - - - - - -
(Specify)

Sub Total - - - - - -

Total 23 47,842,479 47,842,479 34.49 34.49 32,756,71 68.47

shareholdi 4
ng of
Promoter
and
Promoter
Group (A)

(B) Public Shareholding

(1)
 
Institutions

11
Mutual 45 8,810,184 8,810,184 6.35 6.35 - -
Funds / UTI

Financial 8 126,410 122,572 0.09 0.09 - -

Institutions
/ Banks

Central 1 323,708 323,708 0.23 0.23 - -

Governmen
t / State
Governmen
t(s)

Venture - - - - - -
Capital
Funds

Insurance 10 2,271,954 2,271,954 1.64 1.64 - -

Companies

Foreign - - - - - -
Institutional
Investors

Foreign - - - - - -
Venture
Capital
Investors

Qualified 275 67,528,546 67,528,546 48.69 48.69 - -

Foreign
Investor

Nominated - - - - - -
investors

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 (as def. in
Ch. XA of
SEBI
(ICDR)
Regulations
)

Market - - - - - -
Makers

Any Others - - - - - -
(Specify)

Sub Total 339 79,060,802 79,056,964 57.00 57.00 - -

(2) Non-
 
Institutions

Bodies - - - - - -
Corporate

Individuals - - - - - -

Individual - - - - - -
shareholder
s holding
nominal 0
share
capital up to
Rs. 1 lakh

Individual 40,6 7,224,381 5,442,791 5.21 5.21 - -

shareholder 67
s holding
nominal

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 share
capital in
excess of
Rs. 1 lakh

Qualified - - - - - -
Foreign
Investor

Any Others 3,02 4,573,631 3,994,827 3.30 3.30 - -

(Specify) 1

43,6 11,798,012 9,437,618 8.51 8.51 - -

Sub Total
88

Total 44,0 90,858,814 88,494,582 65.51 65.51 - -

Public 27
shareholdi
ng (B)

Total (A)+ 44,0 138,701,2 136,337,0 100. 100. 32,756,7 68.4

(B) 50 93 61 00 00 14 7

(C) Shares - - - - - - -
held by
Custodians
and against
which
Depository
Receipts
have been
issued-m

(1) - - - - - -

14
 (2) - - - - - -

Sub Total - - - - - -

Total (A)+ 44,0 138,701,2 136,337,0 100. 100. 32,756,7 23.5

(B)+(C) 50 93 61 00 00 14 4

15
1.3 Organizational Structure:-

Name Designation

Prathap C Reddy Founder & Executive Chairman

Shobana Kamineni Executive Vice Chairperson

Sangita Reddy Joint Managing Director

Sanjay Nayar Director

G Venkatraman Director

T Rajgopal Addnl.Independent Director

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Name Designation

Preetha Reddy Executive Vice Chairperson

Suneeta Reddy Managing Director

Deepak Vaidya Director

N Vaghul Director

Vinayak Chatterjee Director

B V R Mohan Reddy Addnl.Independent Director

1.4Service Layout

Apollo hospital is a leading integrated hospitals delivery service provider in India. The
hospital verticals of the company primarily comprise hospitals, diagnostics and day care
specialty facilities. Currently, the company operates its hospital delivery services in India,
Dubai, Mauritius and Sri Lanka with 45 hospital facilities (including projects under
development), approximately 10,000 potential beds and 314 diagnostic centres.

17
In a global study of the 30 most technologically advanced hospitals in the world, its
flagship, the Apollo Memorial Research Institute’ (AMRI), was ranked No.2, by
‘topmastersinhealthcare.com, and placed ahead of many other outstanding medical
institutions in the world.

Apollo hospital is a leading integrated hospital delivery service provider in India.

The hospital verticals of the company primarily comprise hospitals, diagnostics and
day care specialty facilities.  

Currently the company operates its hospital delivery services in India, Dubai, Mauritius
and Sri Lanka with 45 hospital facilities (including projects under development),
approximately 10,000 potential beds and  over 330 diagnostic centres.

In a global study of the 30 most technologically advanced hospitals in the world, its
flagship, the Apollo Memorial Research Institute’ (AMRI), was ranked No.2, by

18
‘topmastersinhealthcare.com, and placed ahead of many other outstanding medical
institutions in the world.

Apollo Memorial Research Institute

Apollo Memorial Research Institute (AMRI) is a multi-super-speciality, quaternary

care hospital with an enviable international faculty, reputed clinicians, including
super-sub-specialists and speciality nurses, supported by cutting–edge technology.

A premium referral hospital, it endeavours to be the 'Mecca of hospital' for Asia Pacific
and beyond. Set on a spacious 11-acre campus with 1000 beds, this 'Next Generation
Hospital' is built on the foundation of 'Trust' and rests on four strong pillars: Talent,
Technology, Service and Infrastructure

1.5:- Organizational Policies:-

DIVIDEND DISTRIBUTION POLICY

This policy is being adopted and published in compliance with the Securities and
Exchange Board of India (Listing Obligations and Disclosure Requirements) (Second
Amendment) Regulations, 2016.

SEBI vide its notification dated July 8, 2016 introduced a new regulation 43A which
prescribed that the top five hundred listed entities based on market capitalization

19
(calculated as on March 31 of every financial year) shall formulate a dividend
distribution policy which shall be disclosed in their annual reports and on their websites.

Title and Applicability

Apollo Hospitals Enterprise Limited (‘Company’) has developed its Corporate Social
Responsibility Policy (‘Policy’) in accordance with section 135 of the Companies Act
2013 and the rules made there under.

CSR Vision Statement

Creating Wellness.

CSR Mission Statement

 Create a meaningful and lasting impact on the communities in remote areas by

helpingthem transcend barriers of socio-economic development

 Extending Comprehensive Integrated hospital Services to the community

 Develop the skills of the youth through high quality education and research in hospital
services

20
2.1 Industrial Overview:-

21
The hospital industry (also called the medical industry or health economy) is the range
of companies and non-profit organizations that provide medical services,
manufacture medical equipment, and developpharmaceuticals. It includes the generation
and commercialization of goods and services lending themselves to maintaining and re-
establishing health.[1] The modern hospital industry is divided into many sectors and
depends on interdisciplinary teams of trained professionals and paraprofessionals to meet
health needs of individuals and populations.[2][3]

The hospital industry is one of the world's largest and fastest-growing industries.
[4]
 Consuming over 10 percent of gross domestic product (GDP) of most developed
nations, health care can form an enormous part of a country's economy.

Health care in the United States is given by numerous different legitimate elements.
Current evaluations put US hospital spending at around 15% of GDP, which is the most
astounding on the planet. The United States spends the most noteworthy level of health
care costs on pharmaceuticals on the planet. In the United States, around 85% of residents
have health protection, either through their manager or bought exclusively.

For purpose of finance and management, the hospital industry is typically divided into
several areas. As a basic framework for defining the sector, the United
Nations International Standard Industrial Classification(ISIC) categorizes the hospital
industry as generally consisting of:

1. Hospital activities;

2. Medical and dental practice activities;

3. "Other human health activities".

This third class involves activities of, or under the supervision of, nurses, midwives,
physiotherapists, scientific or diagnostic laboratories, pathology clinics, residential health
facilities, or other allied health professions, e.g. in the field of optometry, hydrotherapy,
medical massage, yoga therapy, music therapy, occupational therapy, speech therapy,
chiropody, homeopathy, chiropractic, acupuncture, etc.[5]

The Global Industry Classification Standard and the Industry Classification

Benchmark further distinguish the industry as two main groups:

1. healthcare equipment and services; and

2. pharmaceuticals, biotechnology and related life sciences.

The hospital equipment and services group consists of companies and entities that
provide medical equipment, medical supplies, and hospital services, such as hospitals,
home hospital providers, and nursing homes. The latter listed industry group includes
22
companies that produce biotechnology, pharmaceuticals, and miscellaneous scientific
services.[6]

Other approaches to defining the scope of the hospital industry tend to adopt a broader
definition, also including other key actions related to health, such as education and
training of health professionals, regulation and management of health services delivery,
provision of traditional and complementary medicines, and administration of health
insurance.

2.2: Current Issues

Apollo Hospitals Q4 PAT seen up 47.8% YoY to Rs 71.2 cr: Edelweiss

Edelweiss has come out with its fourth quarter (Jan-March’ 18) earnings estimates for
the Healthcare sector. The brokerage house expects Apollo Hospitals to report net profit
at Rs. 71.2 crore up 47.8% year-on-year (up 5.5% quarter-on-quarter).

Net Sales are expected to increase by 14 percent Y-o-Y to Rs. 1894.3 crore, according to
Edelweiss.

Earnings before interest, tax, depreciation and amortisation (EBITDA) are likely to rise
by 28.1 percent Y-o-Y (down 1.5 percent Q-o-Q) to Rs. 217.8 crore.

Buy Apollo Hospitals; target of Rs 1336: Axis Direct

Apollo Hospitals' Q3FY18 revenue (adjusted for GST) increased 16% YoY to Rs 19 bn,
while EBITDA increased 14% YoY to Rs 2.2 bn. Results could have been better had it
not been for (1) Regulatory caps on stent & knee implant prices, (2) Rs 105 mn loss from
Navi Mumbai facility; (3) Rs 70 mn guarantee money paid to doctors; & (4) Adverse
GST rate revisions on input service.

Outlook:

PAT of Apollo Hospitals over the past 5 years has remained flat on account of higher
investments in setting up new hospitals and clinics. However, over FY17-20, Apollo is
adding mere 265 beds and we expect beds which were commissioned over the past 3
years to show margin expansion.

23
2.3: Key-Competitors
Name Last Price Market Cap. Sales
(Rs. cr.) Turnover

Apollo Hospital 1,088.25 15,140.30 6,441.77

Apollo Health 152.65 7,917.30 645.12

Narayana Hruda 269.65 5,510.59 1,645.91

Thyrocare Techn 684.10 3,675.23 300.06

Healthcare Glob 300.60 2,639.69 538.78

Shalby 214.15 2,313.03 324.00

Poly Medicure 253.35 2,235.23 439.78

Kovai Medical 641.65 702.11 525.62

Indraprastha 49.30 451.95 765.72

Opto Circuits 10.25 294.68 50.38

Lotus Eye Care 30.00 62.39 33.96

2.4: Environmental Scanning(PESTEL analysis)

Political Factors: Government Subsidies

The hospital industry is impacted by many factors including, insurance mandates, tax

legislation changes, and consumer protection. Government spending for hospital can be
affected by tax policy changes. It can be a benefit, allowing for increased subsidies. Or it
can be a cause for concern. Governmental changes can affect the public and the hospital
services they’re entitled to, especially with changing hospital bills and plans.

Economic Factors: Loss of Services

Healthcare organizations will be affected by many economic factors, especially inflation,

unemployment, and interest rates. Any of these changes can change how the public is

24
able to spend their money, impacting policy spending. Companies who manufacture
medical devices won’t have many people able to pay their rate if the unemployment rate
is increased. Likewise, if less people are able to work, they won’t qualify for work
benefits, including hospital.

For people without these benefits, it’s likely they won’t be able to pay the entire cost of
any hospital or emergency room visit. They’re less likely to seek help when they become
ill. The public will have a limited selected of health services they can actually afford.

Social Factors: Changes in Beliefs

Healthcare relies on understanding the changes in demographics and public values.

Certain communities can share fears, beliefs, and cultural norms. If a hospital
professional or hospital isn’t aware of these conditions while they treat that public, it can
cause problems. Additionally, medical professionals need to stay on their toes about new
trends.

For example, the use of essential oils as a cure for various illnesses including cases of flu,
fevers, and even incurable conditions like autism, are on the rise. Understanding why
people are turning to these natural remedies can help hospital professionals talk and
discuss concerns or treatment with these users.

Another example is the new trend of eating detergent pods. Understanding why kids are
turning to such dangerous activities can help prepare clinics if they children need
assistance at their location.

People are also becoming more health conscious. Some business across the country must
now post the calorie amount of each item on their menu, giving people the option to
choose what to eat based on these numbers.

The public, in general, is turning towards specific health diets including paleo and keto.
Or they’re making changes, like eating less f artificial sugars and processed chemicals.
This is in response to the growing threat of obesity in adults and children. Hospitals and
health professionals can benefit from following these shifting and progressive trends.

Technological Factors:

The hospital industry is seeing positive changes in treatments because of technological

advancements. Developments with medical devices allow patients to receive better care.
For example, hearing aid devices have the tools to enhance performance, providing
crystal clear sound, less background noise, and premium options for a better hearing
experience.

25
We’re seeing changes in app developments, allowing patients to get care faster than ever
before. More businesses are using apps to connect doctors with patients right in their
homes. And the ability to ask questions about illnesses now include email and live-chat
on websites. We’re heading towards a positive direction for patient care thanks to our
ever-evolving technology.

2.5:Porters five forces model of competition

Threats of New Entrants

New entrants in Health Care Equipment & Services brings innovation, new ways of
doing things and put pressure on Apollo hospitals through lower pricing strategy,
reducing  costs, and providing new value propositions to the patients. Apollo hospitals
has to manage all these challenges and build effective barriers to safeguard its
competitive edge.

 By innovating new products and services. New products not only brings new
patients to the fold but also give old customer a reason to buy Apollo hospitals ‘s
products.

 By building economies of scale so that it can lower the fixed cost per unit. 

 Building capacities and spending money on research and development. New

entrants are less likely to enter a dynamic industry where the established players
such as Apollo hospitals keep defining the standards regularly. It significantly
reduces the window of extraordinary profits for the new firms thus discourage
new players in the industry.

Bargaining Power of Suppliers

All most all the companies in the Health Care Equipment & Services industry buy their
raw material from numerous suppliers. Suppliers in dominant position can decrease the
margins Apollo hospitals can earn in the market. Powerful suppliers in Health Care
Equipment & Services sector use their negotiating power to extract higher prices from the
firms in Health Care Equipment & Services field. The overall impact of higher supplier
bargaining power is that it lowers the overall profitability of Health Care Equipment &
Services. 

 By building efficient supply chain with multiple suppliers.

 By experimenting with product designs using different materials so that if the

prices go up of one raw material then company can shift to another.

26
  Developing dedicated suppliers whose business depends upon the firm. One of the
lessons Apollo hospitals can learn from Wal-Mart and Nike is how these
companies developed third party manufacturers whose business solely depends on
them thus creating a scenario where these third party manufacturers have
significantly less bargaining power compare to Wal-Mart and Nike.

Bargaining Power of Buyers

Buyers are often a demanding lot. They want to buy the best offerings available by
paying the minimum price as possible. This put pressure on Apollo hospitals profitability
in the long run. The smaller and more powerful the customer base is of Apollo hospitals
the higher the bargaining power of the patients and higher their ability to seek increasing
discounts and offers. 

 By building a large base of patients. This will be helpful in two ways. It will
reduce the bargaining power of the buyers plus it will provide an opportunity to
the firm to streamline its sales and production process.

 By rapidly innovating new products. patients often seek discounts and offerings
on established products so if Apollo hospitals keep on coming up with new
products then it can limit the bargaining power of buyers.

 New products will also reduce the defection of existing patients of Apollo
hospitals to its competitors.

Threats of Substitute Products or Services

When a new product or service meets a similar customer needs in different ways,
industry profitability suffers. For example services like Dropbox and Google Drive are
substitute to storage hardware drives. The threat of a substitute product or service is high
if it offers a value proposition that is uniquely different from present offerings of the
industry.

 By being service oriented rather than just product oriented.

 By understanding the core need of the customer rather than what the customer is
buying.

 By increasing the switching cost for the patients.

Rivalry among the Existing Competitors

If the rivalry among the existing players in an industry is intense then it will drive down
prices and decrease the overall profitability of the industry. Apollo hospitals operates in a

27
very competitive Health Care Equipment & Services industry. This competition does take
toll on the overall long term profitability of the organization. 

 By building a sustainable differentiation

 By building scale so that it can compete better

 Collaborating with competitors to increase the market size rather than just
competing for small market.

28
29
3.1 Products
Services

 ICU Service

 Thrombolysis

 Decisions for Cardioversion and emergency ECG administration and

interpretation

 Medical Rounds

 Acute management of Myocardial Infarction and other medical emergencies

 Emergency Activities :

 Immediate Intervention Advice

 Emergency Consultations

Outpatient Activities :

 Marketing Management Project

 Apollo hospital Limited

 Video Consultations

 Psychology Consults

 Outreach programmes

 Health Camps

Radiology Activities :

 CT Scans

 MRI

 Ultra Sounds

 X-Ray

 Nuclear Medicine Studies

30
  Any Digitized Image

3.2. Four P’s (Product, Price, Place, Promotion, People,

Physical Evidence, Process)

Product:

Apollo Hospitals, a leading hospital in India, excels in the field of cardiology, oncology,
knee replacement, diabetes treatment, neurology, etc. All these come under the product in
the marketing mix of Apollo Hospitals. It employs robotics liked Da Vinci Robotics
Surgical System, and Information Technology to ensure perfection in processes.
Implementation of Information Technology has helped the hospital to maintain records
throughout the country for the patients and analytics can help guess the development of
the condition before it happens. Apollo Hospitals conducted 10000+ surgeries in FY 16.

Price:

Apollo hospitals are priced in the first-class segment. It ensures quality and trust through
its brand connect, for which consumers are willing to pay the premium. Having involved
elite technology in its processes, high price points are justified. Competitors of Apollo
Hospitals like Apollo hospital are priced in the same segment. The pricing strategy is of a
premium product as it is almost the market leader in close toe with its competitors.

Place:

Apollo Hospitals is present in most tier one and tier two cities. It has different types of
models like Apollo Clinic, Apollo Reach Hospitals, Apollo Cradle, etc. Apollo Reach
Hospitals cater relatively backward places. Apollo Cradle is for childcare. Such different
models help Apollo Hospitals ensure its presence in all fields of medicine. Apollo is both
accessible and available in multiples cities and Muscat and Dhaka outside of India.

Promotion:

Apollo Hospitals has marketing strategies, advertising, and promotion activities like
Tender Loving Care (TLC) which customises the patient experience. Etc. Apollo
Hospitals also invested one hundred in fifty crores to promoted medical tourism in India.
Other plan like Billion Hearts Beating was awarded as the best promotion program of
2012.

31
Since this is a service marketing brand, here are the other three Ps to make it the 7Ps
marketing mix of Apollo Hospitals.

People:

The chain of hospitals runs with a huge manpower consisting of doctors, administrators,
ward boys, nurses, pharmacists, etc. Recently Apollo Hospitals hired twenty three
thousand members. The doctors at Apollo are motivated to adopt new technologies to
tackle with medical cases. These doctors were able to treat 370000+ patients in FY 16
and 3300000+ outpatients.

Physical Evidence:

The fact that Apollo Hospitals has won many accolades in the field of cardiac cases and
oncology is proof for Apollo’s success. It is also accredited by NABH and JCI. It recently
won the Week-Nielsen Hospitals Survey as the Best Multi Specialty Private Hospital in
Chennai. All its hospitals are its physical evidence. It has a reception, guest waiting area,
cafeteria etc for people accompanying patients. Apollo hospitals have different rooms on
different floors like ICU, baby care, emergency wards etc.

Process:

Apollo hospital is a pioneer in utilising telemarketing in the field of medicine. Apollo

hospitals has always been first to adapt to new technological advancements, which helped
them to create a niche in their processes. Unique standardised medical procedures
conducted through the length and breadth of the country and in two other countries as
well. All the medical procedures are excellent in quality and updated. Apollo Hospitals
also runs a ‘Ask Apollo’ helpline for redressal of any issues. Hence this completes the
marketing mix of Apollo hospitals.

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3.3:- STP (Segmenting Targeting and Positioning)
Segmentation, targeting, positioning in the Marketing strategy of Apollo Hospital –

Segmentation

The process of defining and subdividing a large homogenous market into clearly
identifiable segments having similar needs, wants, or demand characteristics. Its
objective is to design a marketing mix that precisely matches the expectations of
customers in the targeted segment.

Few companies are big enough to supply the needs of an entire market; most must
breakdown the total demand into segments and choose those that the company is best
equipped to handle.Segmentation helps in understanding characteristics of different
groups of the population having similar attributes. Apollo Hospital
uses demographicand psychographic segmentation strategies with variables such as age,
gender, income, region, and marital status.

Targeting

Target market is the end consumer to which the company wants to sell its end products
too. Target marketing involves breaking down the entire market into various segments
and planning marketing strategies accordingly for each segment to increase the market
share.

Description: In simple words, not all products can be consumed by all customers and
each product has a different set of consumers who want to purchase the product. In order
to attract a particular segment of the market, the company at times, modifies the product
accordingly. Creating the target market involves conceptualizing the product,
understanding the need of the product in a market, studying its target audience etc. Target
marketing would revolve around deploying marketing techniques for a particular segment
of markets which could be key to attract new customers, expand business opportunities
across geographies and expand distribution network to widen the reach. Since the Apollo
Hospital group have a presence in a broad range of offerings in the hospital market,
therefore, it uses differentiated targeting strategy.

Positioning

 In marketing and business strategy, marketposition refers to the consumer’s perception

of a brand or product in relation to competing brands or products. Market positioning
refers to the process of establishing the image or identity of a brand or product so that
consumers perceive it in a certain way.

33
For example, a car maker may position itself as a luxury status symbol. Whereas a battery
maker may position its batteries as the most reliable and long-lasting. And a fast-food
restaurant chain may position itself as a provider of cheap and quick standardized meals.
A coffee company may position itself as a source of premium upscale coffee beverages.
Then a retailer might position itself as a place to buy household necessities at low prices.
And a computer company may position itself as offering hip, innovative, and use-
friendly technology products. Positioning creates a comparative picture in the mind of the
prospective customer. It uses benefit and product class positioning strategy.

3.4:- Distribution Channels

With Pan India presence, Apollo hospitals have emerged as the prominent player with
unparalleled experience in the Health Care Industry. It has more than 70 hospitals, 75
Clinics, 7500+ Clinicians, 12 Surgery centers, 44 Laboratories & 163 collection centers,
38 Diabetic care centers, 73 Dental care centers, 5 Dialysis Centres and 12 Birthing
Centres.

Brand equity in the Marketing strategy of Apollo Hospital- The first corporate hospital

network has been synonymous best-in-class hospital services across the country.  Apollo
has created high visibility in the market through its full-fledged brand architecture.

The brand has won several awards & accolades over the years such as 13thbest hospital
award in the Asia Pacific region, business Superbrand for the year 2016.

Place or distribution mix in Apollo hospital can be described in terms of physical access
of the Apollo hospital, time access, informational and promotional access of the hospital.
In Apollo physical access comprises the channels which the hospital using for
distributing the health services. Location of the Apollo hospital includes the branches or
outlets to operate, size, where located and what are the specialization at each branch they
are offering etc, and designing of the facilities. Apollo is utilizing different channels for
delivery of health services to the needy.

34
3.5:- Promotion Strategy
Promotion for any product or service is essential for any company. It is because only
through promotion people would come to know about the product. Only after knowing
about the product they consider purchasing. All the promotional strategies can be
classified under two categories – Push and Pull.

Push strategy

In push strategy promotional activities are done for the distributors, wholesalers and
retailers to push the product to the consumers. Trade fairs, wholesaler discounts, bonus
and all the activities which benefit the distributors are all examples of push strategies.
Hence the demand is pushed or created in the distribution channel. These activities are
not visible to consumers and hence it is mostly unknown to the customers.

So when one goes to a mobile store to buy a new phone and the shopkeeper urges and
shows only Samsung phones, it is push marketing and the shopkeeper is getting more
margin on selling Samsung phone than any other brand.

Pull Strategy

In pull strategy promotional activities are done for the consumers. Advertisements, digital
campaigns, discounts in stores etc are some examples of pull strategy. Hence demand is
created in the consumers which in turn go to the retail stores or e-commerce websites to
buy these products. These activities are visible to all the customers.

When a customer goes with a specific brand and product in his mind to the market, it is
the pull strategy that has worked for the company.

Apollo Hospitals has marketing strategies, advertising, and promotion activities like
Tender Loving Care (TLC) which customises the patient experience. Etc. Apollo
Hospitals also invested one hundred in fifty crores to promoted medical tourism in India.
Other plan like Billion Hearts Beating was awarded as the best promotion program of
2012.

35
36
4.1 Sources of Finance:-

Holder's Name No of Shares % Share Holding

Promoters 47842479 34.39%

ForeignInstitutions 67528546 48.54%

NBanksMutualFunds 8810184 6.33%

GeneralPublic 7224381 5.19%

Others 4997497 3.59%

FinancialInstitutions 2398364 1.72%

CentralGovt 323708 0.23%

4.2 Ratio Analysis:-

Key Financial Ratios of Apollo
Hospitals Enterprises

Mar Mar Mar Mar Mar

'17 '16 '15 '14 '13

Investment Valuation Ratios

37
Face Value 5.00 5.00 5.00 5.00 5.00
Dividend Per Share 6.00 6.00 5.75 5.75 5.50
Operating Profit Per Share (Rs) 55.63 53.23 48.74 44.12 39.79
Net Operating Profit Per Share 463.0 388.79 330.12 277.57 238.48
(Rs) 2
Free Reserves Per Share (Rs) -- -- -- -- --
Bonus in Equity Capital -- -- -- -- --
Profitability Ratios
Operating Profit Margin(%) 12.01 13.69 14.76 15.89 16.68
Profit Before Interest And Tax 8.24 9.90 11.21 12.48 13.28
Margin(%)
Gross Profit Margin(%) 8.28 10.02 11.32 12.55 13.41
Cash Profit Margin(%) 8.12 10.82 11.19 11.83 12.33
Adjusted Cash Margin(%) 8.12 10.82 11.19 11.83 12.33
Net Profit Margin(%) 4.42 6.82 7.54 8.56 9.31
Adjusted Net Profit Margin(%) 4.40 6.74 7.47 8.51 9.23
Return On Capital 8.95 11.05 12.08 12.72 13.13
Employed(%)
Return On Net Worth(%) 7.96 10.77 10.96 11.15 11.33
Adjusted Return on Net 7.96 11.51 11.42 11.15 11.16
Worth(%)
Return on Assets Excluding 257.2 246.55 227.21 213.10 196.05
Revaluations 5
Return on Assets Including 257.2 246.55 227.21 213.10 196.05
Revaluations 5
Return on Long Term 8.98 11.36 12.23 12.77 13.20
Funds(%)
Liquidity And Solvency Ratios
Current Ratio 1.83 1.66 1.80 1.88 1.86

38
Quick Ratio 1.56 1.53 1.61 1.64 1.63

Debt Equity Ratio 0.75 0.61 0.48 0.34 0.33

Long Term Debt Equity Ratio 0.74 0.57 0.46 0.34 0.32

Debt Coverage Ratios

Interest Cover 2.79 4.58 6.79 5.83 6.56

Total Debt to Owners Fund 0.75 0.61 0.48 0.34 0.33

Financial Charges Coverage 3.99 6.06 8.68 7.31 8.05

Ratio
Financial Charges Coverage 3.62 5.25 7.06 6.28 6.75
Ratio Post Tax
Management Efficiency Ratios

Inventory Turnover Ratio 14.56 12.81 13.81 14.57 16.15

Debtors Turnover Ratio 10.09 9.29 9.02 8.63 8.50

Investments Turnover Ratio 14.56 12.81 13.81 14.57 16.15

Fixed Assets Turnover Ratio 1.55 1.44 1.45 1.47 1.48

Total Assets Turnover Ratio 1.05 1.12 0.98 0.97 0.92

Asset Turnover Ratio 1.15 1.12 1.06 1.01 1.01

Average Raw Material Holding -- -- -- -- --

Average Finished Goods Held -- -- -- -- --

Number of Days In Working 37.23 103.81 110.92 107.46 97.78

Capital
Profit & Loss Account Ratios

Material Cost Composition 34.59 34.09 30.57 28.38 26.04

Imported Composition of Raw -- -- -- -- --

Materials Consumed

Selling Distribution Cost 2.39 2.30 -- -- --

Composition

39
Expenses as Composition of 1.43 1.80 2.01 1.38 0.94
Total Sales
Cash Flow Indicator Ratios

Dividend Payout Ratio Net -- 22.59 23.08 24.18 24.75

Profit
Dividend Payout Ratio Cash -- 14.70 15.85 17.39 18.32
Profit
Earning Retention Ratio 100.0 78.88 77.86 75.82 74.88
0
Cash Earning Retention Ratio 100.0 85.93 84.60 82.61 81.48
0
AdjustedCash Flow Times 5.08 3.54 2.92 2.22 2.17

4.3 Net profit or Net balance sheet

BalanceSheet - Apollo Hospitals Enterprise Ltd.

Rs (in Crores)
Particulars Mar'17 Mar'16 Mar'15 Mar'14 Mar'13
Liabilities 12 12 12 12 12
Months Months Months Months Months
Share Capital 69.56 69.56 69.56 69.56 69.56
Reserves & Surplus 3509.45 3360.57 3091.51 2895.16 2658.03
Net Worth 3579.01 3430.13 3161.07 2964.72 2727.60
Secured Loan 2527.88 1802.29 1314.05 853.25 863.48
Unsecured Loan 140.93 299.67 202.53 167.92 34.23
TOTAL LIABILITIES 6247.82 5532.09 4677.65 3985.89 3625.30

40
Assets
Gross Block 4265.81 3863.75 3179.11 2646.20 2259.56
(-) Acc. Depreciation 599.13 932.12 751.57 657.50 568.04
Net Block 3666.68 2931.62 2427.55 1988.70 1691.51
Capital Work in Progress 327.51 .00 512.16 480.96 372.73
Investments 1074.59 909.77 713.02 690.03 896.03
Inventories 442.50 422.15 332.50 264.97 205.39
Sundry Debtors 661.30 615.11 549.54 468.45 426.61
Cash and Bank 272.81 255.76 249.23 208.90 255.47
Loans and Advances 1129.49 1124.91 1035.96 754.58 506.84
Total Current Assets 2506.11 2417.93 2167.23 1696.90 1394.30
Current Liabilities 1262.40 1253.16 1011.87 739.06 623.28
Provisions 64.66 53.17 130.44 131.63 106.00
Total Current Liabilities 1327.06 1306.33 1142.31 870.70 729.28
NET CURRENT ASSETS 1179.05 1111.60 1024.93 826.21 665.02
Misc. Expenses .00 .00 .00 .00 .00
TOTAL 6247.82 4952.99 4677.65 3985.89 3625.30
ASSETS(A+B+C+D+E)

41
5.1:- Performance Analysis of the company

Performance Ratios:

42
    ROA(%) 3.96 5.28

   ROE(%) 8.27 10.31

   ROCE(%) 9.32 10.49

5.2:- Reasons for the expansion/ Contraction or diversification

of the company
Apollo hospital on Tuesday sought 15-day extension to declare Q2 and Q3
earnings results. It said the auditor wouldn't be able to complete the auditing process
before the stipulated board meeting. Earlier, the company claimed to release the quarterly
results in its board meeting on February 13. In a regulatory filing, Apollo hospital said
Tuesday's board meeting would consider the resignation of its promoters and Fortis
founders Malvinder Mohan Singh and Shivinder Mohan Singh.
Fortis statement said that apart from paying Rs 65.98 lakh fine to stock exchanges for
"non-submission of un-audited financial results", the reports emerging in the media had
"enhanced the scope of limited review audit by the statutory auditors for the quarters
ended September 30, 2017, and December 31, 2017." The company added: "We
acknowledge and consider it just and equitable in the interest of governance and investors
at large".
"While the normal audit process was going on smoothly, after the aforesaid news items,
our interaction with auditors indicates that the audit process may not complete before the
stipulated date of the board meeting," it said.
Market regulator Sebi on February 10 said it was probing the controversy surrounding
group firms of Apollo hospital. The controversy pertains to a report published in
Bloomberg last week that alleged regulatory lapses in the transfer of funds from Apollo
hospital to some promoter-linked companies. "We are examining the Fortis issue," Sebi
Chairman Ajay Tyagi told mediapersons on February 10, adding that "...we also received
a reference on Religare from somewhere I can't disclose, and it will be looked into."

43
Religare Enterprise, which is a diversified financial services group, and Apollo hospital
have the same promoter groups.
Tyagi's statement came a day after media reports alleged that the Singh bothers took Rs
473 crore from their publiclly listed company, Apollo hospital, about a year ago without
the board approval. The funds were mentioned as cash-and-cash equivalents in the
company balance sheets but were allegedly routed to the Singh brothers. Refuting the
allegations, Fortis said it deployed funds in secured short-term investments with
companies in normal course of treasury operations. The company release to the regulator
termed it "loan", claiming they were fully "secured", and being repaid.
The duo quit as directors from the company's board on February 8, days after the Delhi
High Court order upheld the Rs 3,500 crore arbitral award in favour of Japanese drug
maker Daiichi Sankyo. In a statement, the company said the resignation is "intended to
free the organisation from any encumbrances that may be linked to the promoters in light
of the recent HC judgement".
Earlier, it was also said that Fortis's auditor, Deloitte Haskins & Sells LLP, had refused to
sign off the Q2 results until the funds were accounted for or returned, but Apollo hospital
denied the allegations saying "the limited review process for Q2 and Q3 results is in
progress".
Individually, Malvinder Mohan Singh and Shivinder Mohan Singh held 11,508 shares
each in Apollo hospital Ltd as on December 31, 2017, out of total 51,86,17,631 shares of
the company. Besides, the company has been caught up in several controversies
surrounding its finances and court case involving arbitral award.
 

5.3:- Comment on Organization Leadership

Apollo Hospitals was established in 1983 by Dr. Prathap C Reddy. It was India’s first
corporate hospital, and is acclaimed for pioneering the private healthcare revolution in
the country. Since then, Apollo has risen to a position of leadership and has emerged as
Asia’s foremost integrated healthcare services provider. It has a robust presence across
the healthcare ecosystem, including Hospitals, Pharmacies, Primary Care & Diagnostic
Clinics. The Group also has Telemedicine units across 10 countries, Health Insurance
Services, Global Projects Consultancy, Medical Colleges, Medvarsity for E-Learning,
Colleges of Nursing and Hospital Management and a Research Foundation. In addition,
'ASK Apollo' - an online consultation portal and Apollo Home Health provide the care
continuum.

The cornerstones of Apollo's legacy are its unstinting focus on clinical excellence,
affordable costs, technology and forward-looking research & academics. Apollo

44
Hospitals was among the first few hospitals in the world to leverage technology to
facilitate seamless healthcare delivery through electronic medical records, hospital
information systems and telemedicine-based outreach initiatives. The organization
embraced rapid advancement in medical equipments worldwide, and pioneered the
introduction of several cutting edge innovations in India. Soon the country's first-ever
Proton Treatment Cancer Centre will be launched by Apollo, and it will serve over 3
billion people.

Since inception, Apollo Hospitals has been honored by the trust of over 50 million
patients from 140 countries. At the core of Apollo's patient-centric culture is TLC
(Tender Loving Care), the magic that inspires hope amongst its patients.

As a responsible corporate citizen, Apollo Hospitals takes the spirit of leadership well
beyond business and it has embraced the responsibility of keeping India healthy.
Recognizing that Non Communicable Diseases (NCDs) are the greatest threat to the
nation, Apollo Hospitals is continuously educating its fellow Indians on personalized
preventive healthcare as a key to wellness. Dr. Prathap C Reddy's initiative aptly named
the "Billion Hearts Beating Foundation" endeavors to keep Indians heart-healthy; over
half a million people have taken a pledge on www.billionheartsbeating.com

5.4:- Market Share / Growth Rate of the company

Name Market Market Cap. Sales Net Profit Total Assets

Share (Rs. cr.) Turnover

Apollo Hospital 29.48% 15,140.30 6,441.77 285.15 6,247.82

Fortis Health 4.14% 7,917.30 645.12 -74.72 4,896.73

Narayana Hruda 7.31% 5,510.59 1,645.91 95.11 1,107.10

Thyrocare Techn 18.53% 3,675.23 300.06 74.85 418.27

Healthcare Glob 8.13% 2,639.69 538.78 23.52 658.73

Shalby 5.79% 2,313.03 324.00 63.26 -

45
Poly Medicure 6.85% 2,235.23 439.78 53.39 338.23

Kovai Medical 17.37% 702.11 525.62 59.78 319.74

Indraprastha 1.32% 451.95 765.72 26.25 295.63

Opto Circuits 0.27% 294.68 50.38 -364.04 1,598.26

Lotus Eye Care 0.81% 62.39 33.96 0.43 49.55

5.5:- SWOT Analysis of the company

Strengths in the SWOT analysis of Apollo Hospitals
Strengths of any organization encounter and accumulatively account for the positive
aspects of any brand. This is exactly what the case with the Apollo Hospitals is as well. It
accounts for a number of strengths that makes it one of the most favorable hospitals
around the country. The following are the strengths of Apollo Hospitals:

 Present in all the major cities – one of the best aspects of this hospital is its
availability across all the major cities across India. This ensures to make it easier
for people to avail the services from anywhere they are located in. This makes it a
lot easier to avail any of the services, even during the times of emergency because
of the easy availability of the hospitals across the various cities.

 Highly qualified and experienced doctors – the doctors and facilities are what
make a hospital good. This is something that is readily available in Apollo
Hospitals. Every single appointed doctor is highly qualified with impeccable
experience which ensures that you are in good hands and not just callous ones.
This is what segregates this hospital from the sea of other hospitals.

 Big brand name – the brand name of Apollo Hospitals is yet another thing that
sets it apart from the other hospitals. The brand name has been the result of years
of hard work and dedication put behind the same.

 Amazing services – prompt services in Apollo Hospitals is another positive

aspect of it. It has a dedicated emergency section which tends to severe and most
important cases. Not just that, it even has separate sections for all the different
aspects including renal, cardio and even the gynecology and cancer departments.
Weaknesses in the SWOT analysis of Apollo Hospitals

46
Weaknesses in an organization account for the downside in a brand’s works and services.
There might not be many downsides when it comes to Apollo Hospitals, but there are
some. Some of the weaknesses of Apollo Hospitals include:

 High costs – this is one of the downsides that have been around since the
beginning. Even with the world-class services that they provide, they charge a
hefty amount of money which is not always affordable by the common people.
This is why this hospital is not always the first option for the ordinary people,
even with the kind of services that they provide.

 Lack of it in suburban areas – the hospital is mainly found around the main
cities and not built around the suburban areas. This is why many patients fail to
avail the services of the hospital if they are from a remote of the suburban area.
Opportunities in the SWOT analysis of Apollo Hospitals
Opportunities classify as the sectors in the market where they can expand and spread their
name in. It accounts for the main sectors where the brand can grow and proliferate. The
opportunities that can be cited for the Apollo Hospitals include:

 Increased costs of healthcare in western countries – even with the increased

costs in Apollo Hospitals, it is a lot lesser than what you would normally pay for
in the western countries. This is exactly one of the reasons for the rising
opportunities that this hospital has over its contemporaries.

 Underdeveloped healthcare availability – India is that third world country that

is evolving in terms of hospitals and healthcare. This is definitely one of the main
reasons which account for positive opportunities for the Apollo Hospitals. The
lesser amount of developed healthcare service providers around the country pose
as one of the best opportunities for this hospital.
Threats in the SWOT analysis of Apollo Hospitals
The threats account for the obstacles along the path of success for the brand.  The threats
that are expected to be experienced by the Apollo Hospitals include:

 Newer evolving hospitals – with the advancing technology and newer medical

interventions, several hospitals are evolving with their services as well. This is
one of the primary threats that the Apollo Hospitals might encounter in the
coming future. Newer technologies are being added and most of the high-end
hospitals are incorporating the same into their services to be able to successfully
serve people with their added and advanced services. This is one of those threats
that this establishment might face along the way but with the amount of brand
trust that it has built surrounding it, it is going to be hard to deter it from its place.

47
48
1. The profiles of respondents of all hospitals reveal that a majority of the respondents are
males. About 40% of the respondents belong to the age group of 40-60 years. Occupation
wise, there are significant differences found between the respondents of four hospitals. In
case of Apollo hospitals, employees who are in service dominated the survey which in
case of Care hospital, business men dominated the study. Majority of the respondents are
graduates.

2. About 50% of the respondents of all hospitals expressed that they are advised by
friends and relatives and specialists to visit the hospitals.

49
3. When the respondents visited the hospitals, about half of them received ‘some’
information, which has become a source of dissatisfaction. Since they were not provided
with adequate information at the reception stage, the respondents expressed their
dissatisfaction. This observation was found to be relevant for all hospitals.

4. Phone contact has become a major source for taking appointment in case of Care
hospital, and Mediciti hospital which personal contact has become a major source for
majority of respondents of Apollo hospital and Yashoda hospital. Majority of the
respondents expressed that it is convenient to contact the hospitals.

5. Most of the respondents of four hospitals could not find it difficult to get the
admission pass and it is convenient for a majority of respondents.

6. The explanation of procedures relating to admission is an important aspect of patients

care. It was observed that in case of all the four hospitals about 70% of the respondents of
each hospital have rated the procedure as good and fair very few respondents are not
happy with the explanation procedure.

50
Conclusion
In the age of hyper competition now a days all business organizations are competitive
with one another in creation of good and reasonable infrastructure facilities and well as
trained staff. Therefore the data and opinions of the respondents representing all the four
hospitals are more or less common identical and closely related. To sum up, there was no
significant difference found in the performance and efficiency between the two sample

51
group of hospitals. The satisfaction levels of the patients in all the four samples also were
more or less identical.

Suggestions
1. As the patients who visit the hospitals are in the age group of 40 and above, the
hospitals should focus their attention on improving the medical care and design proper
health schemes to benefit the above group of population.

2. It may be suggested that the corporate hospitals are advised to exploit the income range
of below Rs.1,00,000 and are required to come out with lot of value added services like
loyalty packages, family packages and other health schemes to attract the population with
below Rs.1,00,000.

3. It may be advised that the sample hospitals should focus their strategies on the illiterate
segment and design innovative, unique and individual health checkup packages.

4. The sample hospitals should focus on the suitable marketing approaches and practices.
As a part of marketing philosophy, the supporting staff and technician should be given
advanced training related to behavioural aspects such as courtesy and empathy in dealing
with patients to become more patients friendly.

5. The appraisal system of personal should invariably include the scores of patient
evaluation of the supporting and technical staff. Hence the hospitals should make it
mandatory to have the appraisal of medical and supporting staff

BIBLIOGRAPHY

https://www.apollohospitals.com/

https://en.wikipedia.org/wiki/Apollo_Hospitals

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https://www.scribd.com/doc/48678317/Apollo-Hospital-Case-Study

https://www.marketing91.com/marketing-strategy-of-apollo-hospital/

https://www.mbaskool.com › Marketing Mix of Companies › Services

https://www.scribd.com/doc/85714660/7-ps-of-Service-Marketing-Apollo-Hospital

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