India hospital sector management consulting services: Growth strategy, location prioritization, procurement process definition, physician relations management

1. ASPIRE
Introduction to Aspire Advisors
Services for Hospital sector
June 2012
Aspire Advisors

2. Our mission is to help small and mid-size businesses achieve
their growth aspirations
g
bi
a n
s
rd atio
a r
ow spi
T a
ities,
ortun
Opp eats
thr
Mid-size Rs 500-1500 cr
business in revenues
<Rs 500 cr in
revenues
Compa
Small ny
contex
business t
ASPIRE
We are a management and technology consulting company
ASPIRE 2

3. Our offerings for the hospital sector
Opportunity identification (understanding of landscape, trends) Positioning
strategy
Operations GP / Corporate / TPA Patient satisfaction
effectiveness relationship management (Processes to deliver and
(e.g. Lean operations) (Practices and processes to engage) measure satisfaction)
Services
Growth
strategy
Business due diligence
Appraisal systems MIS design and
Organizational effectiveness design development Location
assessment
Corporate planning and strategic decision support
ASPIRE 3

4. Our experts: Healthcare services
• MBBS, M.D. (Internal medicine) from • PhD (Tech) in Pharmaceutical
Healthcare and Seth GS Medical College and KEM Product
medicine from UDCT, Mumbai
pharmaceuticals hospital, Mumbai Development &
• 30 years of experience in
strategy (India) • Worked at KEM hospital and was a Manufacturing
formulations R&D in the Indian
visiting doctor to several private pharmaceutical industry
hospitals • Filed ~15 patents for formulation
• Expertise in HR, sales & marketing, innovations
field force management, business • End-to-end ANDA filing and
planning and strategy development experience
• Brand acquisition experience • Prior work with Hoechst, Zydus
• Led a pharma business for over a Cadila, Lupin, FDC, Alkem,
decade; Served as member of board of Shasun, Ajanta Pharma, Inga,
directors and executive director at Raptakos Brett, Plethico
Dr. Sunil Gupte Merck Dr. Milind Biyani
Growth strategy, • B.Tech, Chemical engineering (IIT • Chartered Accountant
Finance, MIS,
Operations Bombay); MBA (ISB, Hyderabad) • Expertise in topics such as:
Due diligence
improvement • Expertise in both business strategy – Annual budgeting and long term plan
and operations: development
– Growth strategy, Alliances / – Compliance / internal controls in the
JVs, M&A business process
– Lean pharma manufacturing, – Activity based costing and pricing
sourcing cost reduction, supply strategies for API / other businesses
chain effectiveness – Taxation, transfer pricing
• Prior work with The Boston • Prior work as CFO / Finance director with
Consulting Group (BCG), HSBC Wyeth India
Private Equity, Chemicals • Also worked at AF Ferguson as part of
manufacturing Prakash Bhat the audit team
Anshuman Biyani
4
ASPIRE 4

5. We have experience in answering the most important
questions relevant for a tertiary hospital’s success
1 What market-share does the hospital need to meet its capacity utilization
target?
• Demand and supply dynamics
2 How well-positioned is it to achieve that market-share?
• Location advantage / disadvantage
• Referral flow from GPs
• Quality of specialists; Treatment track record
• Brand strength locally and in the region
• Processes for customer service and delight
3 How strong is revenue management at the hospital?
• Profitability by specialities; Mix by specialities
• Revenue leakages (billing errors; insurance disallowance)
4 How efficient are the operations?
• Procurement efficiency
• Bed turnaround between discharge and admission
• Downtime
5 How effectively is capital (space and equipment) utilized?
• Average hospital floor space per bed
• Medical equipment
• Receivables and inventory
ASPIRE 5

6. Snippets from Hospital sector work
ASPIRE 6

7. Assessment of demand and supply factors for hospital in a
city
Demand-supply drivers for hospital beds Need for further addition of beds
Need for hospitalization and affordability
of treatment
• Population, disease incidence Demand for beds in 2015 and source of supply
• Demographics: Age, Income
• Health insurance penetration
Demand
for beds Non-local factors # of beds Room for expansion
(‘000)
• Demand from other towns / villages 30 of beds supply
• Medical tourism (international patients) 25
20
15
10
Existing 5
competitors and
future supply 0
improvement
bed demand
Competn
Balance
Current beds
Future beds
planned
Efficiency
Additional
supply
beds
required
till 2015
Supply
of beds
Map for illustration only
ASPIRE 7

8. Three step methodology followed to determine priority
locations for setting up hospital in a city
1 2 Compare potential locations 3
Generate long-list of against each parameter Prioritize the locations
potential locations influencing location choice
Parameters for long-list generation Parameters for ranking potential locations Steps involved in prioritization
Visibility 2a Doctor preference for associating with 3a Define rating scale for the
hospital at the location chosen parameters
1a • Presence on a major
arterial road
1b • Close to important road Ability to get inpatients from vicinity of 3b Assigns weights to identified
junctions location parameters
2b • High population density of target
segment
Local demand density 3c Compute composite score for
• Low intensity of tertiary hospital supply each location to determine
1c • High population of high 2c in the location priority
income households per unit
area
Convenience for outstation and local
patients to reach location and stay in
Location image in minds of
proximity
target population segment
2d • Reasonably priced accommodation
1d • No intangible reservations
about visiting a hospital in 2e • Proximity to bus-stop or railway station
that area
2f • Low traffic congestion
ASPIRE 8

9. Local demand-supply
mapping for hospital beds
ASPIRE 9