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.in

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DESIGINING OF SALE & DISTRIBUTION CHANNEL FOR A HEALTHCARE COMPANY

  1. 1. A PRESENTATION ON DESIGINING OF SALE & DISTRIBUTION CHANNEL FOR A HEALTHCARE COMPANY PRESENTED BY ANIMESH UKIL, BHARGAV SEKHAR BHUYAN KISHALAY SAMANTA, DIPAN SARKAR PRABAR RAKSHIT, SAIKAT KUNDU SANI SAHA, SARBAJIT PRAMANIK SAYAN ADHIKARI, AKRAM ZAMEER
  2. 2. 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
  3. 3. SEGMENTATION PRODUCT/ 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.
  4. 4. 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.
  5. 5. 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 $160 billion by 2017. • REASONS Expanding middle class Changing disease profile (acute disease to chronic disease) Emerging health insurance market Medical tourism.
  6. 6. INDIAN MARKET COMPETITIVENESS • Entry barriers to private players in the medical education sector • INSURANCE – Lack of regulations or control over provider behavior Unaffordable premiums and high claim ratios Covariate risks • Market Failure due to information asymmetry • Low FDI in the healthcare sector • The Indian Medical Device industry largely relies on imports • Healthcare is still inaccessible for a large section of the Indian population • INTERNATIONAL REASONS – International Cartels
  7. 7. COMPETITORS APPOLO HOSPITALS • Emerged as the single largest private hospital • Operates hospitals, clinics, laboratories and medicine shops • Manages a network of approximately 41 hospitals and clinics • Has a bed capacity of around 9000 beds. FORTIS • Co founded by the Indian Pharmaceutical major Ranbaxy Laboratories. • Started in 2001 • Has approximately 1200 hospitals with more than 1900 beds • Has a joint venture with DLF to set up hospitals all across the country with an investment of about US$ 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.
  8. 8. 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 1.25 1.3 1.35 1.4 1.45 1.5 1.55 1.6 1.65 1.7 2011-12 2012-13 2013-14 2014-15 2015-16 DEMANDFORECASTED YEAR DEMAND FOR BED IN MILLIONS
  9. 9. 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.
  10. 10. 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
  11. 11. METHODS FOLLOWED BY CHANNEL MEMBERS TELEMARKETING TELECALLING DOCTOR CONSULTATIONS MAILS AND PHONE CALLS CAMPAIGNS AND EVENTS
  12. 12. PRODUCT & PAYMENT FLOW IN MEDICAL STORE
  13. 13. 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
  14. 14. CONTROLLING THE SALESFORCE PRODUCTIVITY ANALYSIS PROFITABILITY ANALYSIS COST ANALYSIS SALES ANALYSIS WHAT HAPPENED WHY IT HAPPENED WHAT TO DO
  15. 15. 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
  16. 16. EVALUATION AND CONTROL Established policies of performance Decide bases of their performance Establish standards Compare actual performance with the standards Review performance Take action
  17. 17. • 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.
  18. 18. 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.
  19. 19. MOTIVATION • FINANCIAL Salary Commission Bonus fringe • NON FINANCIAL Promotion Sense of accomplishment Growth opportunities Recognition Job security Training Job enrichment
  20. 20. 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
  21. 21. 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.
  22. 22. KEY RESPONSIBILTY AREAS • Health Care • Quality and Safety • Research • Education • Organizational Improvement • Free from any information duplication • Behaviour • Efficiency
  23. 23. A PRESENTATION ON DESIGINING OF SALE & DISTRIBUTION CHANNEL FOR A HEALTHCARE COMPANY PRESENTED BY ANIMESH UKIL, BHARGAV SEKHAR BHUYAN KISHALAY SAMANTA, DIPAN SARKAR PRABAR RAKSHIT, SAIKAT KUNDU SANI SAHA, SARBAJIT PRAMANIK SAYAN ADHIKARI, AKRAM ZAMEER
  24. 24. SEGMENTATION PRODUCT/ SERVICE CUSTOMER BUYING BEHAVIOUR SEGMENTATION 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.
  25. 25. 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
  26. 26. 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
  27. 27. http://www.unitedworld.edu.in/ Campus Ahmedabad Campus: Karnavati Knowledge Village, A/907,Uvarsad, S.G.Highway, Gandhinagar Kolkata Campus: Infinity Benchmark Tower 10th Floor, Plot - G1, Block - EP& GP, Sec - V, Salt Lake, Kolkata. Reg. Office: 407, Zodiac Square, 4th Floor Opp. Gurudwara, S.G. Road, Bodakdev, Ahmedabad.

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