401 presentation apollo

7/30/2019 401 Presentation Apollo

1/22

Customer Satisfaction,

Retention andEngagement strategy forApollo Hospitals Dhaka.


2/22

Group Details

Name ID

Syeda Nowrin Shibly 091 0141 030

Tasnia Jahan 091 0144 030

Natasha Mahzabin 091 0374 030

Muntasir Hasan Shoummo 091 0583 030

Hasib Anwar 091 0


3/22

Company Background

Apollo hospitals

Launched through the association between ApolloHospitals Enterprise Limited and STS Holdings Limited

Started its operation on April 16, 2005

Mission -To bring healthcare of international standardswithin the reach of every individual.

Committed to the achievement and maintenance of excellence in education,research and healthcare for the benefit of humanity.

Vision To be recognized as a health care industryleader,

Valued by patients and healthcare providers,

Respected by the health care community,

Sought after as an employer and admired by competitors.


4/22

Customer Satisfaction


5/22

Champions & Desperados

Champions

Corporate PatientsBusiness executiveswho prefer paying moreto get more, Priceinsensitive patients

Patients who could notget the service in anyother hospital e.g.Neurological patients

Desperados

Patients who are forced tohave tests at the hospital ata higher price which aresometimes unnecessary-usually very price sensitivepatients

Wrongfully diagnosedpatients

Who think they are being

charged more than theyshould be.


6/22

Sources of Dissatisfaction

Very expensive

Unannounced raise in priceof pathological tests

Better service to the Corporatecustomers than the ordinary ones.

Patients are sometimes put to ICUeven though its not necessary

Patients are not discharged by thehospital easily (by the hospital

authority)

Doctors pressure to get the tests done

from the hospital labs instead ofhaving them done elsewhere

Some patients also complain that thedoctors do not come on time


7/22

Satisfaction Action Plan

Differentpackages and

facilitiesaccording to

theaffordability

of thepatients

Informing thepatients

beforehandthrough a

phone call oran SMS if adoctor is

supposed tobe late

Flexibility inrecommendin

g places toget any tests

done (withoutaffecting the

patientshealth)

The rate forthe testsshould be

matched tothose of the

otherhospitals andany increase

in the feesshould bejustified bythe authority

Strictregulations

andinstructionson at whatconditionspatients

should not be

released withdoctors

permission


8/22

Customer retention


9/22

Customer Retention Portfolio

Desperado Passive Champions

Stay

Prisoner

1. Neurological patients

2. Who cannot afford to go

abroad

3. Bashundhara people who

are bound in emergencies

4. For some specific doctors

who only see patients atApollo

Settler

1. Bashundhara people

who find it convenient to

stick with Apollo

2. Top executives from

various companies who

get subsidized treatment

offers of Apollo fromtheir organizations

Loyal

1. Corporate patients

2. More for more value

seekers, who do not

care about the high

price

DefectRunaway

1. People faced with wrongdiagnosis and mistreatments

from the hospital, switch toother hospitals since it is a

sensitive service

Switcher

1. When the settlers move

from Bashundhara

2. When top executivesswitch their

organization.

Adventurer

1. Sensitive sectors:

patients always

seeking more reliableservice e.g.

orthopedics patients

2. For a specific doctor

serving at another

hospital


10/22

Retention Action Plan

Prisoners &Settlers to

Loyal

Ensure the best quality of service andtreatment not only in Bashundhara but

also in the city. Make sure patients do not have to wait

long for doctors especially the criticalones.

Try to cut down the price withoutcompromising with the service quality

Switchers toLoyal

Develop branches of Apollo Hospital inareas outside Bashundhara

Runaways to

Loyal

Hospital employees and doctors will be

penalized for any mistake in diagnosis ortreatment and the patients fees will bereturned and served again free of cost

Adventurersto Loyal

Research and development emphasis ondepartments like Bones & Joint Centre

for which patients prefer other hospitals


11/22

Customer engagement


12/22

Customer Engagement

PortfolioNegatively Engaged Positively Engaged

Custo

mers

Complainers Advocates

No

n-

Customers

Detractors Supporters


13/22

Customer Engagement Portfolio

Dissatisfied customers with the serviceor treatment

Those who think Apollo charges muchhigher in comparison to their serviceprovided

Complainers

Whose relatives or acquaintances weremistreated and they badmouth aboutthe hospital

Those who do not prefer Apollo as theythink treatment is highly expensive andthey are vocal about their opinion

Detractors


14/22

Customer Engagement Portfolio

Loyals of the hospital

Who value the good environment regardlessof the high cost

usually patients insensitive of the price

Corporate Patients

Advocates

Whose family members or relatives received

good quality treatment Who have had good experiences while

visiting friends and family

Those who appreciate the international levelatmosphere and reputation of Apollo eventhough they have never been patients

Supporters


15/22

Action Plans for Customer

EngagementGetting feedback from customers about how toimprove their service experience

Creating membership cards for loyal and regularpatients

Additional services for patients who stay for a longtime


16/22

Action Plans for Customer

Engagement

Providing treatment to poor patients free of cost byopening booths outside the hospital once a week

Foods at a discounted price from the cafeteria forthe family members of the patients

Creating awareness regarding high qualityhealthcare among people

Make sure that no mistreatment should occur to thepatients.


17/22

MDC framework

Mobilize

Mobilize ouremployees from toplevel management tolower level employees

by providing themwith a shared

objective which iskeeping our

commitment whileserving people.

Holding meeting oncein every three months

to remind everyemployee of the

objective and makesure that theobjective of

satisfying, retaining

and engagingcustomers is being

fulfilled.

We have to make surethat whoever is

involved with thisorganisation shares

the same objective toserve customers.


18/22

MDC framework

Detect

We have alreadydetected thesources of

dissatisfaction

to thecustomers.

We can lowerthe price of ourservice so thatwe can serve a

large number ofpeople.

If any doctorcomes in late

then we wouldlike to provide

50% discount tothe charge that

has been madeto get the

service on time.


19/22

MDC framework

Convert

We will have open communicationwhere the customers can sharetheir point of views and so that

they get a chance to have a directconversation with us.

We would have hotline or let them fill upa comment form through which the

customers can tell us what they dislikeabout our service.


20/22

MDC framework

We will train the employees to pay attention tothe complaints made by the customer and try

to solve it immediately so that we can haveloyal customers.

We can also do some CSR activities i.e. providingpoor people with clothes in winter and giving the

poor children free medication so that we engageboth customers and non-customers which veryimportant for any type of organisation.


21/22

Conclusion

Though Apollo Hospital has already been anestablished hospital in the town, yet they canattract more patients by implementing specific

customer satisfaction, retention andengagement plan.

These plans will bring good for both thepatients and hospitals resulting in higher

revenue for the hospital and creating highervalues to patients.


22/22

Thank you

401 presentation apollo

Documents