desigining of sale & distribution channel for a healthcare company
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Sales and distribution channel of a health care company. www.unitedworld.edu.inTRANSCRIPT
A PRESENTATION ON DESIGINING OF SALE & DISTRIBUTION CHANNEL FOR A
HEALTHCARE COMPANY
PRESENTED BYANIMESH UKIL, BHARGAV SEKHAR BHUYAN
KISHALAY SAMANTA, DIPAN SARKARPRABAR RAKSHIT, SAIKAT KUNDUSANI SAHA, SARBAJIT PRAMANIK
SAYAN ADHIKARI, AKRAM ZAMEER
Vision
We will strive with excellence to fulfil the needs of the community in its chosen field of medical treatment while maintaining International Standards.
Mission
To serve and enrich the quality of life of patients suffering from diseases, through the efficient deployment of technology and human expertise, in a caring and nurturing environment with the greatest respect for human dignity and life.
Goals• Improve the Quality & Safety of our Services• Provide New Services to Meet the Growing Health Needs of our
Community• Be a Great Place to Work• Initiate & Participate in Integration, consistent with our other Strategic
Directions• Enhance the Effectiveness of our Systems, Infrastructure and Processes• Achieve Operational & Capital Financial Targets• To be ranked as the no.1 hospital in the city or region
SEGMENTATIONPRODUCT/ SERVICE SEGMENTATION
SURAKSHIT CARE HOSPITAL
ward – cancer, maternity, child, OPD, psychiatric, general.
Income group – middle class (2-4L/A), higher middle class (4-8 L/A), rich(>8L/A).
Visiting frequency – regular, routine, occasional.
SURAKSHIT PATHOLOGY
Individual patient, patient referred by general physician, Govt. hospital, large/ medium size hospital, international clients, internet users.
Type of test – anatomical, clinical, dermatopathology.
SURAKSHIT PHARMACY
Visitor of shop, consumer who like to delivery at door step.
Medicine of OPD, various IPD provide our hospital as well as other hospital.
Various business unit – other nursing home, clinic, hospital.
SERVICE/ PRODUCT
CORPORATE STRATEGY
OPERATING STRATEGY
MARKETING & SELLING
STRATEGY
CUSTOMER BUYING
BEHAVIOUR
SURAKSHIT CARE HOSPITAL
relationships with physicians, Investing in technology, Partnering with Government policies.
Time efficiency, documentation, feedback, trust, relate with path lab & pharmacy store.
Sensible, internal, marketing tools, general practitioner.
Regular, occasional, routine.
SURAKSHIT PATHOLOGY
“early detection & prevention”, high tech, quality, presence.
Quality, internet, relate to hospital.
Tie-up, acquisition, various type of report, self developed innovation
Changing customer behavior, physicians’ aspiration.
SURAKSHIT PHARMACY
Presence in all over, import & distribution.
Efficiency, quality,
Product- variety, place-other than competitor’s place, price-reasonable promotion-employees
OTC, prescribed.
MARKET POTENTIALS
• The Indian healthcare industry, which comprises hospitals, medical infrastructure, medical devices, clinical trials, outsourcing, telemedicine, health insurance and medical equipment, was valued at US$ 79 billion in 2012, and is expected to reach US $160 billion by 2017.
• REASONSExpanding middle classChanging disease profile (acute disease to chronic
disease)Emerging health insurance marketMedical tourism.
INDIAN MARKET COMPETITIVENESS• Entry barriers to private players in the medical education
sector• INSURANCE –
Lack of regulations or control over provider behaviorUnaffordable premiums and high claim ratiosCovariate risks
• Market Failure due to information asymmetry• Low FDI in the healthcare sector• The Indian Medical Device industry largely relies on imports • Healthcare is still inaccessible for a large section of the Indian
population• INTERNATIONAL REASONS –
International Cartels
COMPETITORSAPPOLO HOSPITALS
• Emerged as the single largest private hospital• Operates hospitals, clinics, laboratories and medicine shops• Manages a network of approximately 41 hospitals and clinics• Has a bed capacity of around 9000 beds.
FORTIS• Co founded by the Indian Pharmaceutical major Ranbaxy Laboratories.• Started in 2001• Has approximately 1200 hospitals with more than 1900 beds• Has a joint venture with DLF to set up hospitals all across the country
with an investment of about US$ 1.5 billion.WOCKHARDT
• India’s leading healthcare and pharmaceutical company• Started its operations in 1989• Renowned for the special cardiac care given to patients of all ages• Has 10 hospitals with more than 1500 beds.
DEMAND FORECASTED• USING, y = a + b x
for 2011-12, y = 1.208+0.062 (3) = 1.394 for 2012-13, y = 1.208+0.062 (4) = 1.456 for 2013-14, y = 1.208+0.062 (5) = 1.518 for 2014-15, y = 1.208+0.062 (6) = 1.580 for 2015-16, y = 1.208+0.062 (7) = 1.642
2011-12 2012-13 2013-14 2014-15 2015-161.25
1.3
1.35
1.4
1.45
1.5
1.55
1.6
1.65
1.7
DEMAND FOR BED IN MILLIONS
YEAR
DEM
AN
D F
ORE
CAST
ED
SALES FORECAST FOR “SURAKSHIT” HOSPITAL
We assume that in the year 2013-14 1.45 millions patients will be admitted in hospital in all over India. We target to 350 patients per day for our IPD segment, which is 9% of all patients all over India. The factors behind this forecast are-– We started business in West Bengal, which has most dense
population in India,– We can tap market base of UP, Bihar, Jharkhand, Orissa.– Kolkata is more near than any south Indian city for north-
east state,– Kolkata is cultural capital of India; we can go for medical
tourism,– Central Government’s looking east policy will help to
improve medical tourism.
SALES CHANNELS
Health care service providers, as well as health care product firms, often do not sell their services and goods directly to end users, a set of intermediaries, or channel partners, perform a variety of functions needed to deliver them.
CHANNEL MEMBERS:• Sales agents• Medical representatives• Doctors• Assistants to doctors
METHODS FOLLOWED BY CHANNEL MEMBERS
TELEMARKETING TELECALLING DOCTOR CONSULTATIONS
MAILS AND PHONE CALLS
CAMPAIGNS AND EVENTS
PRODUCT & PAYMENT FLOW IN MEDICAL STORE
COMPENSATION AND INCENTIVES
• Commission on referrals.• Incentives for bringing in more clients for
doctors.• Awarding with employee of the month• Incentives on the basis of grades on service
provided by them.• Fringe benefits• Job security
CONTROLLING THE SALESFORCEPRODUCTIVIT
Y ANALYSIS
SALES ANALYSIS
WHAT HAPPENED
WHY IT HAPPENED
WHAT TO DO
SALESFORCE EXPENSES
• Should be fair to the sales people• Should be fair to the company• Simple and economical• Clear enough to prevent misunderstanding• Expense to be paid without much delay
EVALUATION AND CONTROL
Established policies of performance
Decide bases of their performance
Establish standards
Compare actual performance with the standards
Review performance
Take action
• Evaluation process must be clear to all evaluator as well as evaluated employee.
• If an employee takes any extra effort to provide service to a patient without taking into account his or her economical condition, appreciate his or her effort.
• If an employee make a mistake warned him personally not in front of his colleague.
MOTIVATION
– Salary increase according to performance and profit of organization,
– Recognition of extra effort to make service more convenient for patients without considering economic condition of patients.
– Help undertaking employees to improve their skills according to industrial needs.
– Help undertaking pathological lab for promotion.– Introduce a rating system officially among employee to
improve behaviour within a healthy competitive environment.
– Promote according to behaviour and performance.
MOTIVATION
• FINANCIALSalaryCommissionBonusfringe
• NON FINANCIALPromotionSense of
accomplishmentGrowth
opportunitiesRecognitionJob securityTrainingJob enrichment
MARKETING CHANNELS
• Relationship Marketing
• Internet and social media and mail
• Word-of-mouth marketing
• Advertisements in television or newspapers
Expert channels Personal
communication channels
Direct interaction
Social channels
SUPPORTING THE SALES ORGANISATION
• Deliverer- A salesperson whose major task is the delivery of a product. Some reps simply replenish inventories, such as operating room sutures in hospital supply rooms.
• Doctor’s, pathologist’s, druggist’s assistance - whose jobs are– Maintain record of material, medicine,– Make purchase as well as sell order and approved by doctor, pathologist, druggist.– Make sure materials are kept in safe place,– In the time of in and out check material quality,
• Telephone operator- who will received phone call provide information about
Schedule of doctor, Process of registration, Registration. Information about coming special service, Assist patients and his / her relatives to communicate with doctor.• Technician: A salesperson with a high level of technical knowledge; for
example, equipment engineer.
KEY RESPONSIBILTY AREAS
• Health Care• Quality and Safety• Research• Education• Organizational Improvement• Free from any information duplication• Behaviour• Efficiency
A PRESENTATION ON DESIGINING OF SALE & DISTRIBUTION CHANNEL FOR A
HEALTHCARE COMPANY
PRESENTED BYANIMESH UKIL, BHARGAV SEKHAR BHUYAN
KISHALAY SAMANTA, DIPAN SARKARPRABAR RAKSHIT, SAIKAT KUNDUSANI SAHA, SARBAJIT PRAMANIK
SAYAN ADHIKARI, AKRAM ZAMEER
SEGMENTATIONPRODUCT/
SERVICECUSTOMER BUYING
BEHAVIOURSEGMENTATION
SURAKSHIT CARE HOSPITAL
Regular, occasional, routine.
ward – cancer, maternity, child, OPD, psychiatric, general.
Income group – middle class (2-4L/A), higher middle class (4-8 L/A), rich(>8L/A).
Visiting frequency – regular, routine, occasional.
SURAKSHIT PATHOLOGY
Changing customer behavior, physicians’ aspiration.
Individual patient, patient referred by general physician, Govt. hospital, large/ medium size hospital, international clients, internet users.
Type of test – anatomical, clinical, dermatopathology.
SURAKSHIT PHARMACY
OTC, prescribed.
Visitor of shop, consumer who like to delivery at door step.
Medicine of OPD, various IPD provide our hospital as well as other hospital.
Various business unit – other nursing home, clinic, hospital.
DEMAND FORECASTEDUSING, y = a + b x
for 2011-12, y = 1.208+0.062 (3) = 1.394
for 2012-13, y = 1.208+0.062 (4) = 1.456
for 2013-14, y = 1.208+0.062 (5) = 1.518
for 2014-15, y = 1.208+0.062 (6) = 1.580
for 2015-16, y = 1.208+0.062 (7) = 1.642
OPD
ORDER INVESTIGATION
LAB BILL PATHOLOGY
SAMPLE TESTING AND TEST ENTRY
RESULT
CONSULTANT CAN VIEW THE REPORT OF PATIENT FROM HIS / HER SYSTEM AND FOR IPD PATIENT REPORT DIRECTLY AVAILABLE TO VIEW IN VIEW
IPD
ORDER INVESTIGATION
RADIOLOGY IPD BIL
SONOGRAPHY
X-RAY MRI
CT SCAN
TEST & RESULT ENTRY IN LAB
SURAKSHIT HOSPITAL & PATHO LAB
SALES AGENTS DOCTORS MEDICAL REPRESENTATIVE
ASSISTANCE TO DOCTOR
PUBLICCORPORATE/ GOVT.
PATIENTS
SALES CHANNEL & SERVICE FLOW
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