A comprehensive analysis of Apollo Hospitals [Biswadeep Ghosh Hazra and Team] - {XIMB}

Xavier Institute of Management
MBA-BM (2019-21)
STM Group Assignment- Term 3
Submitted by: Submitted to:
Alok Kumar Hota- UM19136 Prof. Amar KJR Nayak
Ameeya Kumar- UM19137 Prof. Anshuman Tripathy
Aneek Mandal- UM19147 Prof. Santosh K. Prusty
Biswadeep Ghosh Hazra- UM19148
Devansh Jajodia- UM19151

Karthik J- UM19160
STM Assignment Workbook

Contents
1 Executive Summary...............................................................................................................................................................................................................................................................5
2 Industry Overview..................................................................................................................................................................................................................................................................5
2.1 Nature and Size of the Industry............................................................................................................................................................................................................................5
2.2 Key Growth drivers for the industry....................................................................................................................................................................................................................7
2.3 Identification of Critical Success Factors (CSF)..............................................................................................................................................................................................8
2.4 Market Analysis based on CSFs.............................................................................................................................................................................................................................9
2.5 Industry Benchmarks..................................................................................................................................................................................................................................................9
2.6 PESTEL Analysis............................................................................................................................................................................................Error! Bookmark not defined.
2.7 Porter’s Five Forces Analysis................................................................................................................................................................................................................................15
2.8 Strategic Group Mapping.....................................................................................................................................................................................................................................15
2.9 Competitive Landscape..........................................................................................................................................................................................................................................17
2.10 Market Segmentation.............................................................................................................................................................................................................................................21
2.11 Buying Criteria Analysis of the Industry.........................................................................................................................................................................................................22
2.12 Key trends and future developments..............................................................................................................................................................................................................23
3 Company Overview............................................................................................................................................................................................................................................................26
3.1 Company background............................................................................................................................................................................................................................................26
3.2 Timeline with key milestones and their strategic impact......................................................................................................................................................................27
3.3 Vision, Mission, Goals, and Strategic Themes.............................................................................................................................................................................................28

3.4 Key Product and Service Portfolio....................................................................................................................................................................................................................31
3.5 Core Competencies of the firm..........................................................................................................................................................................................................................32
3.6 Business Model of the organization................................................................................................................................................................................................................35
3.7 3rd Generation Balanced Scorecard (Amalgamation of 1st Generation BSC and Activity System Map) .....................................................................39
3.8 SWOT Analysis............................................................................................................................................................................................................................................................41
3.9 Competitor Analysis (identify competitors).................................................................................................................................................................................................42
3.9.1 Based on Critical Success factors.............................................................................................................................................................................................................42
3.9.2 Based on Financial indicators....................................................................................................................................................................................................................43
4 Future Growth Strategy for the organization........................................................................................................................................................................................................45
4.1 Portfolio Analysis.......................................................................................................................................................................................................................................................45
4.1.1 Based on BCG Matrix.....................................................................................................................................................................................................................................45
4.2 Company’s Strategic Roadmap for future....................................................................................................................................................................................................45
4.3 Product Market Investment Strategy..............................................................................................................................................................................................................46
4.4 Re-imagining the Organization with the transformed business model or Use-case based on SMAC and IOE........................................................47

1 Executive Summary
In India, the healthcare system began more than 5000 years ago with the system known as Ayurveda. Ayurveda had two schools under it- The
School of Physicians and the School of Surgeons. With the advent of industrialization, India slowly started adopting the western medicine system
with hospitals opening pan India. The National Health Policy came into being on 1983 and primary centres were established in rural and urban
areas. The government also has a public-private partnership model to provide high quality but subsidized health care to its citizens. In India, the
healthcare system is split between the public, the private and a network of informal healthcare service care providers. The public health care
system is bleak with 1 doctor for 10,189 people and 1 bed for 2,043 people. Therefore, with rise in disposable incomes, more and more patients
now prefer the private healthcare system over the public system in the country. Life Expectancy is set to cross 70 by 2022; hence more healthcare
services will be needed. Treatment in private hospitals in India is cheaper than developed nations, and with increasing participation from the
government and the private sector, it is set to grow considering favourable economic conditions. Penetration of medical insurance has increased
tremendously with the number of people covered reaching 482 million in 2018. As awareness increases, the healthcare industry will directly benefit
from the increase in penetration of insurance among the masses. Disposable Income is continuously on the rise. DisposablePersonal Income has
risen to INR 192817450 Mn from INR 91540 MN in 1950. As incomes rise, more people will avail the private health care players. Apollo Hospitals of
India operates in and encompasses culture, belief, attitudes and values that the majority of the population may hold as a community. The impact
of social factors is also important for the marketing aspect of the organization. A thorough understanding of the customers, their lifestyle, level of
education and beliefs in society, would help design both the products and marketing messages that would lead to the venture becoming a
success. Ask Apollo has the new innovative approach to broaden the institution’s reach and this would attract more customers from various nooks
and corners. Healthcare is not cheap. Hence Apollo decidedto collaboratewith Bajaj FinServ and to make healthcare affordableto people, which
also help in gaining share of the market. These two strategies will directly affect the financials of the company.
2 Industry Overview
2.1 Nature and Size of the Industry

Guidelines  Brief Description of the industry segment or sub segment
 History and Evolution of the Industry
 Position of Industry depending on Industry Life Cycle (Introduction, Growth, maturity, decline)
 Size (% of National GDP) of the industry
History and Evolution of the industry In India, the healthcare system began more than 5000 years ago with the system known as
Ayurveda. Ayurveda had two schools under it- The School of Physicians and the School of Surgeons.
With the advent of industrialization, India slowly started adopting the western medicine system with
hospitals opening pan India. The National Health Policy came into being on 1983 and primary
centres were established in rural and urban areas. The government also has a public-private
partnership model to provide high quality but subsidized health care to its citizens.
Noteworthy Government Health Policies-
>National Rural Health Mission (2005)- focus on providing effective healthcare to rural areas
>National Urban Health Mission (2013)- providing health care services to the urban poor >Pradhan
Mantri Jan Arogya Yojana (2017)- ensuring health coverage for the poor & weak
The Private Health Care system recently started growing and expanding rapidly in the country (from
the year 2005). Now the sector consists of 58% hospitals in the country with 29% of the total beds
and 81% of the doctors. The statistics show the severe shortage of doctors in the government run
hospitals and clinics.
Key Consumers of this industry and their
changing needs
In India, the healthcare system is split between the public, the private and a network of informal
healthcare service care providers. The public health care system is bleak with 1 doctor for 10,189
people and 1 bed for 2,043 people. Therefore, with rise in disposable incomes, more and more
patients now prefer the private healthcare system over the public system in the country. Despite
costing more than four times, majority of the cases, both in rural and urban areas are treated by the

private players. Consumers see private healthcare systems as more advanced and technologically
superior than their public counterparts and rightfully so. Every other day, the media is plagued with
news of the bad management prevailing in the public health hospitals. India has around 35,500
public hospitals out of which only 2% of the doctors serve in the rural area. Hence more than 70% of
the population prefers treatment from the private sector.
Stage in the Industry Life cycle Apollo Hospitals was the first chain of corporate hospitals to come into being. It was founded by Dr
Prathap C. Reddy in 1983, and has 70 hospitals, over 10,000 beds and 172 primary care and
diagnostic clinics under its belt. Apollo also has two international hospitals, one in Dhaka and one in
Muscat. The hospital chain is in its Maturity phase owing to steady profits and being one of the
well-established hospital chains in the country.
Total Available Market Size (National and
Global)
It is estimated that the government spends only 1.4% of the entire GDP on public healthcare
systems. The incumbent government has assured that figure will rise up to a respectable 2.5% by
2025. The total healthcare industry size is expected to reach US $280 Bn in 2020 and is growing at a
rate of 16.5% (CAGR) since 2008. In 2018, India’s GDP was US $84,835.46 Bn and the total healthcare
sector was around US $185 Bn. Therefore in 2018, the total healthcare sector was a meagre 0.218%
of the total GDP of the country.
Total ServiceableMarket Size (National and
Global)
The total global healthcare market was valued at US $8,452 Bn in 2018 and has grown at a rate
annually of 7.3% (CAGR). Therefore, the Indian healthcare industry forms 2.18% of the global
healthcare system.
2.2 Key Growth drivers for the Industry
Key Growth drivers Rationale
>Life Expectancy Life Expectancy is set to cross 70 by 2022; hence more healthcare services will be needed

>Medical Tourism
>Increase in Medical Insurance among the
masses
>Rising disposable incomes
Treatment in private hospitals in India is cheaper than developed nations, and with increasing
participation from the government and the private sector, it is set to grow considering favourable
economic conditions
Penetration of medical insurance has increased tremendously with the number of people covered
reaching 482 million in 2018. As awareness increases, the healthcare industry will directly benefit
from the increase in penetration of insurance among the masses
Disposable Income is continuously on the rise. Disposable Personal Income has risen to INR
192817450 Mn from INR 91540 Mn in 1950. As incomes rise, more people will avail the private
health care players.
2.3 Identification of Critical Success Factors (CSF)
Critical Success Factor identified Rationale
CSF 1 Doctor population rate Number of doctors per 1000 people, indicates the ease of access to medical treatment
CSF 2 Success Rate Indicates the success rate of operations performed
CSF 3 Presence of medical infrastructure

2.4 Market Analysis based on CSFs
Region CSF 1 CSF 2 CSF 3 CSF 4
Global 1:1000 99.6%
India
North 0.8:1000 99.6% Medium
South 1.21:1000 99.6% High
East 0.72:1000 99% Low
West 0.92:1000 99.6% High
North-East 0.84:1000 99% Low
Central 0.73:1000 99% Medium
Note: Use data for the year 2013-14
2.5 Industry Benchmarks
Size of Indian Healthcare industry: 61.79 Billion USD

2.6 PESTEL Analysis
Category Description Key factors for analysis Rationale/ Remarks
Political These factors determine the
extent to which government
policy may impact an
organisation or a say, specific
industry. This includes
political policy and stability,
and trade, taxation and fiscal
policies too.
1) The degree of political
strength that the nation
2) How a great part of the
organization's licensed
innovation is ensured?
3) Level of tax assessment
4) Floor wage
1. A stable environment of politics makes it
simple for the organization to settle on vital
choices.
2. Administrative practices becomesmoothed
out which adds to the "simplicity of working
together".
3. A low floor pay permitted by law would
mean higher benefits and, in this manner,
higher odds of endurance for Apollo
Hospitals of India
Economic These factors deal with the
economy and its performance,
which in turn would directly
impact the organisation as
well as its profitability. Factors
such as interest rates,
unemployment rates, raw
material cost as well as
foreign exchange rates are
included under this.
1)The predominant
monetary framework –
regardless of whether it is
an imposing business
model, an oligopoly, or like
a flawlessly serious market.
2) The pace of GDP
development in the nation
3) The loan costs in the
Apollo emergency clinic is in an oligopolistic
setup and can't control the market according
to its attitude.
The conversion rate and steadiness of the cash
will affect its productivity a great deal since a
lot of clinical instruments are imported from
abroad. An elevated level of joblessness in the
nation would imply a more availability of
workers than required, meaning individuals
would work for a lower wage, which would

nation
4) Fiscal and Monetary
Policies
bring down the expenses of Apollo Hospitals
of India
Social These factors pertain to the
social environment as well as
identifying emerging trends.
This helps a marketeer to
understand their customers’
needs. Factors such as
changing family
demographics, cultural trends,
education levels, attitude
changes as well as changes in
lifestyles are included under
this.
1)Gender Composition in
Labor Market
2) Demographic Trend
3) Types of Immigration
and Attitude towards
Immigrants
The socioeconomics of the populace, which
means their particular ages and sexes, sway
whether a specific item might be marketed to
them. The selling of premium items relies upon
the portion of the clients. Likewise, they should
be completely mindful of what level of
wellbeing principles, responses to provocation
claims and the significance of ecological
security win in the business all in all.
The Immigrants give a decent amount of
business to the medical clinic, and a limitation
would bring about the extinguishing of benefit
Technological These factors focus on the
rate of technological
innovation that could affect
an industry or market. Factors
like automation, changes in
digital or mobile technology
as well as research and
development are included.
1) The ongoing
technological turns of
events and forward leaps
made by contenders
2) How effectively, and
rapidly, will the innovation
be diffused to different
firms in the business
It is one of the ingredients which can give the
organization the best influence. It additionally
assists in expanding brand value by expanding
the quantity of fruitful cases.

3) How would much
improvement in innovation
improve the tasks?
Environmental These factors deal with the
influence of surrounding
environment as well as the
impact owing to to ecological
aspects. With the rise in
prominence of CSR
(Corporate Sustainability
Responsibility), this element is
becoming more and more
important. Factors include
recycling procedures, climate
carbon footprint,
sustainability and waste
disposal.
1) The present climate
conditions
2) Produce incredibly a lot
of waste
3) Focus and Spending on
Renewable Technologies
Environmental change frequently builds the
quantity of patients which now and then
outcomes in a bottleneck.
Medical services are a noticeable part of
delivering squanders which accomplish more
damage than anything else.
Legal Lawful factors regularly
oversee – conditions to enter
the market, laws to work in
the market, and methodology
to determine any question
with different partners. On the
off chance that the lawful
framework isn't solid, at that
point Apollo Hospitals can
1) Discrimination laws
2) Consumer Protection
Laws
3) Laws with respect to
Monopoly and Restrictive
Trade Practices
4) Health and Safety Laws
Straightforwardness is fundamental for
reasonable and predictable decisions. In the
event that the procedure is steady and lucid, at
that point, Apollo Hospitals can design with a
more prominent conviction. The legal
executive is additionally liable for keeping up
the establishment's quality of service of
service.

confront various difficulties
2.7 Strategic Group Mapping
2.8 Porter’s Five Forces Analysis
Porter’s Five Forces Description Key factors for analysis Rationale
Buyer Power This force
examines power
of consumer
 Product/service importance
 Buyers size/number
 By diversifying customer base it can restrict
the bargain power
Supplier Power This force  Brand reputation  By decreasing its dependency on one

analyses how
much power a
business supplier
has
 Geographical coverage supplier it can reduce their bargain power.
Existing Competition This force
examines how
intense the
competition is
 Total No. of firms (Listed as well as
Unlisted)
 No of large firms
 Tackling large no. of firms is a huge task
and a cumbersome in itself really need to
work on the customer relationship
Threat to new entrants This force
examines how
easy or difficult a
competitor to join
in marketplace
 Entry/ Exit barriers and costs
 Geographical factors
 Incumbents Resistance
 Apollo hospital can develop brand loyalty
by working on customer relationship
 It can develop long term relationship with
the distributors to widen access to the
target market
Threat to substitutes This force studies
how easy for a
consumer to
switch players
 A cheaper substitute product/service
 The psychological switching cost is
low
 It should provide convincing reason to the
customers by offering a better experience
Effect of
Complementors
Can have both adverse as well as good
effect depending on the industry situation.
If the market is good complementors have positive
effect on growth but if market is down it have a
negative growth .

2.9 Competitive Landscape
2.9.1 Value Propositions:
Model used: Geoff Moore’s Value Proposition Template
1. Ask Apollo
For · Remotely locatedpatients
· Instant consultation seeking patients
· Elderly
· Post-surgery Patients
Who Want to receive consultation without going physically to a hospital or cannot go to a hospital because of health or logistical
reasons
Our Ask Apollo Service(website and mobile application)
is a patient centric service

that · Swears to connect with billions of patients to one of the Asia’s most advanced healthcare network through email, voice call
and video call.
· Gives patient option to consult a doctor anywhere and anytime at the patient’s convenience.
· Book instant appointment and receive consultation by a family doctor regarding diet or any other ailment based on the
criticality.
2. Health EMI Network Card
For
· Salaried people
· People with less savings and no health insurance
Who Cannot afford to pay their hospital bills at one go because of less savings or no health insurance.
Our Health EMI Network Card(Bajaj Finserv in collaboration with Apollohospitals)
is a unique payments option that allows to pay for medical expenses ineasy EMIs

that · Allows to avail expert treatments.
· Has pre-approved limit of up to Rs 4 lakh
· Flexible tenors ranging from 3-18 months
· Requires only a basic one time submission of KYC documents.
· Gives an easy access through the bajaj finserv wallet app.
● Competitive Strength Assessment (Normal and Weighted)
Particulars Weights Apollo Score Wockh-
ardt
Score Ma
x
Score Fort
is
Score Sunderlal jain Score
Medical
infrastructur
e
0.25 4 1 2 0.5 2 0.5 3 0.75 1 0.25
Mergers
&
0.05 2 0.1 2 0.1 3 0.15 4 0.2 1 0.05

Acquisitions
Quality
Accreditations
0.25 4 1 2 0.5 1 0.25 2 0.5 1 0.25
Hospitals 0.05 2 0.1 1 0.05 3 0.15 1 0.05 1 0.05
Expansion 0.05 4 0.2 2 0.1 3 0.15 1 0.05 1 0.05
Centres
of
excellence
0.03 4 0.12 2 0.06 3 0.09 3 0.09 1 0.03
Medical
Tourism
0.14 4 0.56 2 0.28 3 0.42 3 0.42 1 0.14
Telemedicine 0.1 4 0.4 3 0.3 2 0.2 4 0.4 1 0.1

Plans
&
Programmes
0.01 2 0.02 2 0.02 4 0.04 3 0.03 1 0.01
Turnovers 0.02 4 0.08 3 0.06 3 0.06 2 0.04 1 0.02
TOTAL 1 3.73 2.07 2.21 2.63 1
2.10 Market Segmentation
Key Products and/or Services Regions
1. Ask Apollo App
Remotely locatedpatients: Patients locatedin rural areas have little or no access to proper
healthcare or speciality consultation facilities. This app can bring people from far flung
areas to access better healthcare. 65% Indians live in rural areas.
· Instant consultation seeking patients: This is based on behavioral segmentation and this
type of customers seek immediate consultation due to busy schedule and location
limitations.
· Elderly: This is based on demographic segmentation and often elderly people who

2.Health EMI Network Card
require constant consultations and have frequent health complications. India has
around 103.9 million elderly population.
· Post-surgery Patients: This type of patients often require periodic monitoring and as it is
difficult for them to visit hospitals regularly.
● Salaried people: This is based on demographic segmentation and as this
kind of people have the limitation to shell out a huge amount at one go
this health EMI card can be very beneficial for them.
● People with less savings : Only two percent of Indian males have savings
of more than 500,000rs and 7% female which gives us a brief idea about
the significance of this strategy.
● people with no health insurance:. Only 85m people in India are
covered under health insurance.. Among them only 10.8m people
are covered under insurance companies, the rest are covered
under government and company schemes. Health insurance in
India contributes 9.6% to General Insurance market.
2.11 Buying Criteria Analysis of the Industry
Buying criteria Analysis for the ASK Apollo app
Parameter Details End-user Segments Significance Attached(Low,
Medium, High)

Number of doctors and specialists
available
There should be the same or
nearly the same number of
doctors and specialists as in a real
hospital
Patients
Health conscious people
High
HIgh
User Interface of the App The interface should be user
friendly and easy to navigate
Elderly people
Not tech savvy people
High
medium
Buying criteria analysis for the Health EMI card
Parameter Details End-user Segments Significance Attached(Low,
Medium, High)
Market interest Rates Buyers compares the interest
rates of various similar offerings
to come to a conclusion
Healthcare EMI seekers High
Right Loan amount Buyers see whether the EMI
provides the right amount
required for even serious
conditions
Persons with serious or prone to
serious health complications
High
2.12 Key trends and future developments
Key trends for the Ask Apollo strategy.

Key Trend Impact on Industry (Low, Medium, High) Certainty of Impact (Low probability, medium
probability, high probability)
Trend 1: Artificial Intelligence High Impact: The ability to process large
amounts of data generated by AI has created
many innovative health technologies.
High probability: The AI will have an impact
on the following dimension:
Medical research: - The applications used in
AI helps to improve speed and accuracy of
the diagnosis. AI-based imagerecognition
and diagnostic devices are being already
used to diagnose dermatological and optical
deviations.
Workflow Optimization: AI automates
repetitive entries.
Trend 2: BIG Data and Analytics HIgh Impact: Created new opportunities for
the health organizations to extract insights
from the massive data. New integrated
solutions can collect, process, interconnect
and store and analyze also.
High probability: The Big Data and Analytics
impact along the following dimensions.
94% of hospitals in the USA are already in the
process of adoption of Electronic Health
record systems ans the European health
record system will soon become a reality
Trend 3 Internet of Medical Things(IoMT) Moderate impact: The IOT is being used for
monitoring remotely the client’s health
through wearables and other devices like
smartphones
medium Probability: IOT can monitor calm
breath, detect falls, count calories and can
monitor heart rate but cannot detect deep
and serious issues like cancer or
psychological issues.
Trend 4; Pandemics High Impact: As people need to stay at home High Probability: High probability as it is a

to be safe they need to access online
healtcare services
must use facility for sick people as they are
afraid or it is not possible to go to hospital
for simple ailments.
Key Trends for the Health EMI Network Care
Key Trend Impact on Industry (Low, Medium, High) Certainty of Impact (Low probability,
medium probability, high probability)
Trend 1: Sky high healthcare costs HIgh Impact: With the rising cost of
healthcare people often find it difficult to
pay off bills
High Probability: As the economy growth is
slowed down and more and more people
are falling into unemployment or are forced
to work at lower salary this Health EMI card
has a high probability of getting impacted.
Trend 2: Culture of freelancing and low job
security
Low impact: As many people have already
started following the freelancing culture
there is no constant cash flow.
Medium probability of Impact: As indian
families are closely tied people can do intra-
family borrowing.

3 Company Overview
3.1 Company background
Background
Founded by Dr. Prathap C Reddy, Apollo Hospitals is the largest private healthcare group in Asia. Dr. Prathap C Reddy is regarded as the
architect of modern healthcare solutions in India. Apollo Hospitals was the nation’s first corporate hospital whose goal was to pioneer the
private healthcare revolution in the country.
Reach
Today, Apollo is an industry leader with a significant portion of the market share under its belt. Apollo Hospitals is present today in all major
cities of India, and there are specialized rural hospitals to serve the poor as well. Today Apollo covers over 10,000 beds laid out across 70
hospitals, more than 3500 pharmacies, and over 250 diagnostic centres and clinics, 765 telemedicine units spread across 13 countries in the
world. Apollo also has health insurance services, academic institutions (15 in number) and a Research Foundation that focuses on global clinical
trials, genetic and stem cell research, epidemiological studies
Awards and Recognitions
Over the years, Apollo Hospitals have been awarded with many awards and recognitions with the first award being an honour given by the
Government of India with a Commemorative Postage Stamp in the year 2009. Some of the year wise awards are mentioned in the list below-
 Award by FICCI in three categories of Health Care Delivery, HR Practices, Patient Care (2009)
 World Brand Congress awards Apollo for its Billion Hearts Beating Campaign (2009)
 Apollo Health City in Hyderabad became the first ever hospital to be recognized by the Ministry of Tourism of GOI (2011)
 Apollo Hospitals, Kolkata, Hyderabad and Chennai were awarded the following - Operations- Customer Service [Chennai], Clinical
Service Improvement [Hyderabad] and Cost Reduction [Kolkata] (2011)

 Apollo Hospitals, Chennai awarded the “Best Multi Speciality Hospital – Metro” at the prestigious ICICI Lombard and CNBC TV18 India
Healthcare Awards, the award is thought to be the gold standard in healthcare industry (2012)
 Apollo Hospitals, Kolkata has been awarded the “Institute for Competitiveness” Mini Strategy Award during the Inaugural Porter Prize
edition in India (2012)
 Apollo Hospitals, Chennai received the ISO 14001:2004 certification because of its Environmental Management System (EMS) (2013)
 Apollo Hospitals received the I.C.O.N.I.C IDC Insights Awards for best practices in the industry in Health and Life Sciences Vertical
(2014)
 ASSOCHAM India-Africa Champion Biz Award conferred upon ApolloHospitals for its outstanding contribution to the healthcare sector
(2015)
 Conferred with the prestigious title of Business Superbrand (2016)
 Apollo Health City, Hyderabad has been awarded by Nursing excellence (2016)
 Apollo Hospitals bags an award in the Healthcare sector of the Dun and Bradstreet Corporate Awards (2017)
 Apollo Hospital bags the Best Customer Service Project in Healthcare Sector in ET NOW’s MODI Award (2018)
3.2 Timeline with key milestones and their strategic impact
Apollo Hospitals has a rich history and timeline of impressive development throughout the years. The following timeline
1980 to 1990
The inception of the hospital chain and a crucial consolidation phase which saw many crucial and important developments that set the road
ahead for years to come-
 The first hospital was inaugurated (1983) by Shri. Giani Zail Singh, the President of India

 Medical Insurance scheme was introduced with the collaboration of United India Insurance Company (1986)
 Over 700 Open Heart Surgeries were performed with 98% success rate (1987)
 Apollo Hospitals declares maiden dividend of 10% (1987)
 Medical History created with the birth of a baby using the ‘GIFT’ method (1989)
 Apollo Hospitals performs an unprecedented revolution in the field of orthopaedic surgery – equalizing of limbs and deformity
correction by llizarov procedure.
1991 to 2000
This phase saw the hospital giant scaling up rapidly, setting up bases nationally and internationally. The most important developments are
highlighted below-
 Apollo Hospitals introduces the Coronary Artery Stenting for the first time in the country (1992)
 Apollo Hospitals introduces Masters in Hospital Administration course, another first in the country (1992)
 First multi-organ transplant successful in Apollo Chennai, which is an unprecedented event in the country (1995)
 Harvard Business School makes a case study on Apollo Hospitals (1995)
 Apollo Cancer Hospitals inaugurated in Hyderabad by late Shri. N T Rama Rao and Mrs. Lakshmi Parvathamma (1995)
 Apollo Hospitals inaugurated in New Delhi (1996)
 Apollo Hospitals awarded the ISO 9002 Certification (1998)
 Apollo Hospitals (Heart and Kidney) inaugurated in Vishakhapatnam (1999)
2001 to 2010

This period saw rapid scaling up as well as rapid innovation in technology and services that cemented its position and gave Apollo Hospitals a
lead ahead of its competitors-
 Apollo Hospitals inaugurated in Mysore and Bilaspur (2001)
 Apollo Clinics launched which is a franchisee of multi-speciality clinics which aimed to bring the care closer to home (2002)
 Apollo Hospitals inaugurated in Ahmedabad (2003)
 Apollo Cradle launched, which is a dedicated child and mother health care hospital that provides premium birthing experience (2004)
 A number of Apollo Hospitals received the JCI accreditation
 Apollo Hospitals inaugurated in Bangalore (2007)
 ACE@25 which is a balanced scorecard model that Apollo follows for clinical excellence (2008)
 Cyber Knife, which is a Robotic Surgery System, launched in Apollo Speciality Cancer Hospital in Chennai (2009)
2011 to 2020
 Apollo Hospital launches Apollo Day Surgery, which is a facility dedicated to minor surgeries requiring patients to stay for shorter
durations (2011)
 Apollo Loyalty Card launched with value added services (VAS) (2011)
 Apollo Hospitals launches its first Dental Wellness Centre in the country, known as the WHITE, the 7 Star Dental Spa (2012)
 Apollo launched its Sugar Clinic for diabetes in Muscat (2013)
 Apollo Hospitals launched its first insulin pump clinic in Chennai (2013)
 Apollo Hospitals launched in Nasik (2014)
 Simultaneous kidney – pancreas transplant was conducted by surgeons at Apollo Hospital, Chennai (2014)

 Apollo Gleneagles Hospitals in Kolkata launches 36 speciality clinics (2015)
 Apollo Diagnostics- a chain of pathology centres launched (2015)
 Apollo Hospitals in Ahmedabad accredited by JCI – the first hospital in Gujarat to be accredited by JCI (2016)
 Apollo Hospitals collectively completes 1,50,000 open heart surgeries (2016)
 In a proud moment for Apollo Hospitals, it completes 100 Robotic Myomectomies which is the largest in South Asia (2017)
 Apollo Hospitals, Chennai in a first, performs India's First Transcatheter Mitral Valve Replacement (2017)
 Apollo launches its 3000th
store and now covers over 400 towns and across 21 states throughout the country (2018)
 The entire Apollo Hospitals group completed 20 million health checks and 36 years of healthcare services and excellence (2019) and for
that very reason they were honoured with a postage stamp
 The Ask Apollo Skill, which is an Amazon Alexa Skill enables users to find the nearest Apollo Hospital and book an appointment with the
doctor with the help of Alexa (2020)
3.3. Vision and Mission
The company has always focussed on developing innovativehealthcare solutions to touch lives positively. This is also reflected in the company
vision and mission.
Company Vision
Apollo's vision for the next phase of development is to 'Touch a Billion Lives'.
Company Mission
"Our mission is to bring healthcare of International standards within the reach of every individual. We are committed to the achievement and
maintenance of excellence in education, research and healthcare for the benefit of humanity"
Thus, Apollo Hospitals has always focussed on a couple of important aspects, growth, diversification, service excellence, operational efficiency
which has allowed it to redefine healthcare services in the country.

3.4 Key Product and Service Portfolio
Apollo’s business model covers a wide range of products and services spreading across the entire healthcare ecosystem in the country, with
these models revolving around the primary model, that is the hospital chain. They are enumerated as follows-
i) Heart Institutes
ii) Cancer Institutes
iii) Institute of Neurosciences
iv) Institute of Orthopaedics
v) Institute of Transplants
vi) Emergency and Critical Care
vii) Pharmacies
viii)Retail Health
ix) Health Insurance
In total till the year 2019, Apollo Hospitals has touched a total of 120,000,000 lives which is an extremely big feat in of itself. The entire Apollo
ecosystem has expanded into more than 70 hospitals, 3500+ pharmacies, 10,167 beds and 765 telemedicine units.
The Apollo ecosystem

Due to Apollo controlling a diverse yet well connected sectors in the healthcare and wellness industry, it is able to create a sort of ecosystem of
its own where each system supports all other systems. The Apollo Centres of Excellence covers a wide range of sectors-
 Cardiology (Heart Institutes)
 Orthopaedics (Institute of Orthopaedics)
 Neurology (Institute of Neurosciences)
 Emergency
 Oncology (Cancer Institutes)
 Transplant (Institute of Transplants)
 Nephrology and Urology
 Obstetrics and Gynaecology
 Robotics (Institute of Robotics)
3.5 Core Competencies of the firm
Apollo Hospital’s Core Competencies is based upon 6 tenets or principals that every Apollo Hospital follows, irrespective of where the hospital
is located. These Core Competencies are-
i) Medical Knowledge and Expertise
ii) Patient Care
iii) Interpersonal and Communication Expertise

iv) Professionalism
v) Practice based Learning and Continuous Improvement
vi) Systems Based Practice
The above principles have enabled Apollo Hospitals to emerge as the market leader in healthcare and wellness in India and they are successfully
leveraging that market leader position to their advantage to expand to other countries. Let us look at the individual components one by one-
1) Medical Knowledge and Expertise
Physicians, doctors and specialists must be able to take care of the patient adequately by understanding and applying the principles of clinical,
biological, behavioural, social behavioural and epidemiological sciences that are themselves evolving and changing with time. This helps the
staff take care of the patient by-
A) Explaining the factors (biological, social and behavioural) that prevent illness from damaging the healthy body or from spreading and
how to combat the disease effectively if the body is already compromised
B) Applying scientific knowledge towards research and trying to solve the various problems related to healthcare
C) Collecting and analysing data to enhance the knowledge and subsequently the capability to fight diseases and increase the collective
comfort of the patient
2) Patient Care
Physicians, doctors and specialists must provide care to the patient in a way that is compassionate and safe, culturally competent, effective,
appropriate and cost sensitive. This helps the patient by-
A) Perform the best method of analysis to detect and treat the problem/discomfort faced by patient- either by examining the complete
history or by only focussing on the problem at hand and obtain necessary test results to come to a conclusion fast and to begin
treatment as soon as possible if needed
B) Re-Examine the patient if the patient is not satisfied with the outcome of the treatment

C) Implement a management that works in tandem with these aforementioned values to ensure that the patient gets the best possible
treatment for the cost borne by the patient. A management plan based on the values, cultural background, behaviours and beliefs of the
patient that critically reviews the evidence provided by studies, measurement techniques and analyses must be implemented
3) Interpersonal and Communication Expertise
Physicians, doctors and specialists must be able to communicate with the patient in ways that are considered culturally sensitive. The patient
must be able to feel comfortable in the vicinity of the doctor in order to effectively communicate the problems faced thereby creating effective
partnership and relationships with the patient’s families and friends
4) Professionalism
Physicians, doctors and specialists must be able to carry out their duties with utmost professionalism and must abide by all ethical standards
and maintain respectful relationships with not only the patient but with each other as well. This enables the employees of Apollo Hospital to-
A) Keep the privacy of patient as a primary importance and understand the vulnerability of patients and try to help them in every possible
way
B) Comply to all and every legal and professional standard set by the industry and become an example of the same
C) Identify and manage the potential conflicts of interests such that the privacy and primacy of the patients are always maintained
5) Practice based Learning and Continuous Improvement
Continuous learning and improvement are strong pillars in the Apollo Hospital principle that allows all of its staff to keep on doing better than
they are able to. This entails applying the scientific principles that one learns by critical appraisal and assimilation of scientific evidences. The
habit of continuous improvement through learning can be done by-
A) Continuously pursuing knowledge in the relevant field and thinking of ways to apply the same
B) Recognize, analyze and act upon and any and all errors and take measures to ensure they don’t happen in the future
C) Periodically and systematically collect, monitor and analyze data in order to gain insights to work upon them
6) Systems Based Practice

Physicians, doctors and specialists must understand and then respond to problems keeping in mind the organizational context. The systems-
based practice takes into consideration the larger context and the system of healthcare and ability to call on system resources effectively in
order to provide optimal care for everyone. The Systems based practice is responsible for integrating management practices, best practices,
technology, into an overarching framework.
3.6 Business Model of the organization

Key Partners  Who are our Key Partners?
 Who are our key suppliers?
 Which Key Resources are we acquiring
Motivations for partnerships
 Researchers
 Doctors

from partners?
 Which Key Activities do partners
perform?
 Healthcare equipment suppliers
 Outreach programs
 Donors
Key Activities  What Key Activities do our Value
Propositions require?
 Our Distribution Channels?
 Customer Relationships?
 Revenue streams?
Categories
 Healthcare services
 Standalone pharmacies
Value
Propositions
 What value do we deliver to the
customer?
 Which one of our customer’s problems
are we helping to solve?
 What bundles of products and services
are we offering to each Customer
Segment?
 Which customer needs are we
satisfying?
Characteristics
 Brand
 Credibility
 Reach international standards
 Reach out to PAN India – “Touch a billion lives”
Customer
Relationships
 What type of relationship does each of
our customer have with us?
 Customer Segments expect us to
establish and maintain with them?
 Which ones have we established?
 How are they integrated with the rest
of our business model?
 How costly are they?
 Provide service to all
 Community relationship
 High quality and cost effective
 Personal assistance
Customer
Segments
 For whom are we creating value?
 Who are our most important
customers?
 Targeting the mass market
 Diversified range of customers in terms of all demographical
parameters
 Any patient in need of healthcare services
Key Resources  What Key Resources do our Value Types of resources

 Our Distribution Channels? Customer
Relationships?
 Revenue Streams?
 Intellectual – Doctors, healthcare staff, researchers
 Physical – proper infrastructure, adequate equipments
 Human – Ambulance staff, janitors
Channels  Through which Channels do our
Customer Segments want to be
reached?
 How are we reaching them now?
 How are our Channels integrated?
 Which ones work best?
 Which ones are most cost-efficient?
 How are we integrating them with
customer routines?
Channel phases
1. Awareness
In this industry, the most effective way is effective healthcare
2. Evaluation
Various parameters like number of beds, operational effectiveness
3. Purchase
Customers pay for the healthcare services they avail
5. After sales
After sales can be an important factor in this industry, here after sales refers to
following up with patients to ensure that they are completely healede
Cost Structure  What are the most important costs
inherent in our business model?
 Which Key Resources are most
expensive?
 Which Key Activities are most
expensive?
All businesses in this industry are totally value-driven. Cost-driven hospitals
don’t survive. Fixed-costs here can be the salaries, rents if the places are rented,
maintenance costs and resources cost.
Variable costs- Operational set-ups depending on the number of patients,
equipment costs bases on the inflow of patients
Revenue
Streams
 For what value are our customers
really willing to pay?
 For what do they currently pay?
 How are they currently paying?
 How would they prefer to pay?
 How much does each Revenue Stream
contribute to overall revenues?
Types
 Healthcare services – 55%
 Standalone pharmacies – 39%
 Other businesses(Primary clinics, sugar clinics, dental clinics) – 6%
Fixed pricing
 Fixed doctor consultation fee
Dynamic pricing
 Operational costs
 Services availed

 Medicine costs
 Costs of various medical tests
3.7 Balanced Scorecard
Ask Apollo has the new innovative approach to broaden the institution’s reach and this would attract more customers from various nooks and
corners. Healthcare is not cheap. Hence Apollo decided to collaborate with Bajaj FinServ and to make healthcare affordable to people, which
also help in gaining share of the market. These two strategies will directly affect the financials of the company. The internal management aids in
integrating these two strategies in their business model seamlessly by providing proper training to their employees and using the right
technology to stabilise the cost-benefit ratio.
All these will help in further learning about market, customer requirements and technicalities and in turn, would lead to growth.
All of these again travel along the chain to increase profit.

3.8 SWOT Analysis
Healthcare is an institution where people put their trust into. Being a healthcare major organisation, Apolloalready has a sentimental aspect
attached to its business. Let’s see how the internal and external aspects of business seem to influence the sustainability of Apollohospital’s
business through SWOT analysis
Strengths:
It is an integrated healthcare organisation providing a plethora of services, enabling end-to-end services for the patients. Some points that work
to its advantage are
 Visibility in all major cities: Big cities have better infrastructure, better transport facilities and in turn enables people to avail services
during emergencies.
 Highly experienced doctors: When a business expands, it brings in more capital and in turn in can be invested to hire the best doctors
in the country, which in turn increase the success rate of treatment and brings in more business
 Critical service: It provides quaternary care for complicated medical situations, which empowers it to save more lives every day.
 Best in class medical equipment: Possessing sophisticated medical equipment like PET-CT scan, 320 Slice CT scanner, cyberknife, etc.
enables it to provide advanced healthcare procedures like stereotactic radiosurgery and bone marrow transplants.
 Brand Name: When people look for a service and not sure where to go to, they always seek for a trusted brand name. What Apollo has
done throughout the years is increasing its visibility through various mode of operations, and become a renowned brand in itself
Weakness:
 High Cost: From its onset, it has aimed at producing high-quality service which has also scaled up the cost that is incurred by the
patients. So for common people, it is not always the first choice, considering the big hole that is going to be left in their pocket.
 Absence in suburban areas: Even though it has a wide network, but that is mostly concentrated in the major cities. It lacks its presence
in the suburban areas, making it difficult for people of those areas to avail their service.
Opportunities:

 New products and services: Apollo hospitals have heavily relied on technology to expand its operation. Its new initiative of Ask Apollo
has helped it to venture the remotest areas where it is yet to set up its base. Also, I n situations of global crisis like the COVID-19
lockdown, services like this helps to keep its business going and garnering more popularity among the patients.
 The underdeveloped healthcare system in India: The rate at which the population is growing, the healthcare demographics of India is
yet to catch up. Hospitals are running at an 80%-90% occupancy rate and only 0.2% of the people are covered under medical insurance.
It opens up a wide market for Apollo to expands its horizon in India.
 Corporate tie-ups: Apollo is collaborating with the major corporate offices for providing cashless medical services to their employees.
This gives them a constant customer base and more opportunities to grow.
Threats:
 The escalating price of real estate: With new government policies and tax reforms, the cost to acquire land is increasing day by day
and set up new institutions are not like before.
 Updating Technology: Newer technology makes the former ones obsolete. It majorly adds on to the cost of a company that majorly
relies on technology.
 High import duties: Lot of medicines and equipment are imported from abroad during to the scarcity of facilities of local production.
The increase in the import-export duties adds on to the burden. 40-45% of the overall consumption in clinics and restorative
supplies.
 Unsuccessful cases: With its advanced medical facility, it tends to admit patients who are suffering from a terminal disease or are at a
critical condition. It increases the mortality percentage which in turn harms its brand name.
3.9 Competitor Analysis (identify competitors)
3.9.1 Based on Critical Success factors
The three critical success factors identified in this report are:
1. Number of doctors per 1000 people- measure of ease of access to medical treatment
2. Success rate
3. Medical infrastructure
Based on the above critical success factors, the key competitors of ApolloHospitals are:

Fortis Hospitals - 56 Hospitals across the country
Narayana Health - 32 Hospitals
HCG Hospital - 27 Hospitals
Care Hospitals- 14 hospitals in 6 cities across 5 states
Shalby Hospitals- 11 hospitals across 4 states
Vaatsalya Healthcare - 17 Hospitals
Mewar Hospitals - 12 Hospitals
Max Healthcare - 10 Hospitals
It is to be noted that Apollo Hospitals group has 70 hospitals across the country.
The above hospitals fare well with regards to the success rate as well.
3.9.2 Based on Financial indicators
Based on the market capitalization of the healthcare sector in the two Indian exchanges- NSE and BSE, the following competitors were
identified:
1. Fortis
2. Dr. Lal Pathlab
3. Metropolis
4. Aster DM
It is to be noted that Apollo Hospitals is the market leader in the Indian Healthcare sector in terms of Market Capitalization.
The following financial ratios are considered in this analysis:

Profitability Ratios Inventory Turnover
Receivables Turnover
Payables Turnover
Asset Turnover
Liquidity Ratios Current Ratio
Quick Ratio
Cash Ratio
Solvency Ratios Debt to Assets
Debt to Capital
Debt to Equity
Interest Coverage Ratio
Profitability Ratios Gross Profit margin
Net Profit Margin
Operating Profit Margin
Return on Assets
Return on Equity
The Industry average values of the above ratios are calculated by taking the average of these top 5 players. Apollo, Dr. Lal Pathlab and
Metropolis fare well on considering asset turnover, whereas the other two are below par. It indicates that their assets are able to generate

considerably good amount of revenue. The debt to equity ratio suggests that Apollo and Aster DM have higher debt levels when compared to
the Industry average. Fortis is the poorest performer considering the industry average of the interest coverage ratio, suggesting that their
earnings are barely enough to cover their interest payments. Moving on to the profitability ratios, it could be seen that Fortis fares fairly well in
operating margins but the net profit margins are negative, reinforcing the above deduction that their earnings are inadequate to cover the
interest payments. Dr Lal Pathlab and Metropolis are the best performing players considering the net profit margins, ROA as well as ROE.
Even though Apollo doesn’t top the charts when these ratios are considered, it’s not the poorest performer in any of these ratios either. Also,
because of the size and scale at which Apollo operates, its revenues and profits are considerably larger in absolute terms.
4. Future Growth Strategy for the organization
4.1 Portfolio Analysis
4.1.1 Based on BCG Matrix
4.2 Company’s Strategic Roadmap for future
Near Term (<- 2 years) Mid Term (2-5 years) Long Term (5-10 years)
Growth Areas Expand its current capacity to deal
with coronavirus patients and
100% surge in patient footfalls
Launch a unique card in its
partnership with Bajaj Finserv
which would help patients pay
their EMIs more conveniently
Develop various super-speciality
hospitals in various parts of the
country
High Level Tasks It has developed a “Coronavirus
Risk Scan” which gives the users a
risk scorecard of coronavirus
based on the symptoms
Plan to set-up a first-of-its kind
“Institute of Gastro Sciences and
Liver” in Kolkata, a 650-cr project
over a 5-year period

4.3 Product Market Investment Strategy
Potential Benefits to be achieved Effective dealing and providing
help during this pandemic will in
itself serve as a big promotional
campaign
Ease of EMI payments would help
in acquisition of new customers.
The high-level task would help in
further expansion of Apollo
Will have a first-mover advantage
and a drastic increase in brand
value and consumer confidence
Rewards If short-term scenarios are
successfully implemented, these
are sure to boost the revenues of
Apollo
Capturing of higher market share
and new increasing foothold in
new states
Lead the healthcare sector in India
and show other hospitals the way
forward
Risks Doctors have a high-risk of
infection, if one of the doctors is
affected, it could lead to shutting
down of the entire hospital,
decreasing its capacity by drastic
numbers, as in the case of
Mumbai’s Wockhardt’s hospital
Risk of investor back-out and
extended delay of the project
because of the economic
recession which is about to follow
High level of competition from its
major competitors like fortis and
manipal hospitals. Also, region
wise preference of customers, for
example in southern India, the
foothold of KMC and Manipal
hospitals is quite high
Key Success Factors Adequate supply of PPE(Personal
Protective Equipment) and
effective promotion of AskApollo
initiative for the “Coronavirus Risk
Scan” project
Maintaining the relationships and
confidence of investors and
promoters
Government spending on the
healthcare system in India which
is not showing any positive signs.
This year govt. allotted 69000cr,
10% higher than the previous
year’s, but most of it was adjusted
for offsetting inflation

Country of
Investment
Category of Investment Industry
Reward to Risk
Ratio (A)
Country Reward
to Risk Ratio (B)
Risk Adjusted
Rewards
( 0.65A +
0.35B)
Product Market
Investment Strategy
Investment
Rationale
Which Industry? Strategic Alliance? High Profit?
Potential
Market ?
Which Product/service? Mergers/acquisitions?
FDI?
Cost
efficiencies?
Ratio calculations based on reward and risk ratings from Business Monitor International Report – March 2014
4.4 Re-imagining the Organization with the transformed business model or Use-case based on SMAC and IOE
Key Partners  Who are ourKey Motivations for partnerships

Partners?
 Who are ourkey
suppliers?
 WhichKeyResources
are we acquiringfrom
partners?
 WhichKeyActivities
do partnersperform?
 Researchers
 Doctors
 Healthcare equipmentsuppliers
 Outreachprograms
 Donors
 Banks
 Social mediaplatform
Key Activities  What KeyActivitiesdo
our Value Propositions
require?
 Our Distribution
Channels?
 Customer
Relationships?
 Revenue streams?
Categories
 Healthcare services
 Standalone pharmacies
Value
Propositions
 What value dowe
delivertothe
customer?
 Whichone of our
customer’sproblems
are we helpingto
solve?
 What bundlesof
productsand services
are we offeringto
each Customer
Segment?
Characteristics
 Brand
 Credibility
 Reach international standards
 Good affordable healthcare
 Reach outto PAN India– “Touch a billionlives”
 Our pan Indiateamof pioneerdoctorsandhospitalitystaff
Customer
Relationships
 What type of
relationshipdoeseach
of our
CustomerSegments
 Provide service to all
 Community relationship
 High quality and cost effective
 Personal assistance

expectusto establish
and maintainwith
them?
 Whichoneshave we
established?
 Relationship of trust is the one our patient and we enjoy
Customer
Segments
 For whomare we
creatingvalue?
 Who are ourmost
importantcustomers?
 Targetingthe mass market
 Diversifiedrange of customersintermsof all demographicalparameters
 Anypatientinneedof healthcare services
 In newmodel we shouldconsidermassmarketforhealthcare.
Key
Resources
 What KeyResources
do our Value
 Our Distribution
Channels?Customer
Relationships?
 Revenue Streams?
Types of resources
 Intellectual –Doctors,healthcare staff,researchers
 Physical – properinfrastructure,adequate equipment’s
 Human – Ambulance staff,janitors
Channels  Throughwhich
Channelsdoour
CustomerSegments
wantto be reached?
 How are we reaching
themnow?
 How are our Channels
integrated?
 Whichoneswork
best?
 Whichonesare most
cost-efficient?
 How are we
integratingthemwith
customerroutines?
Channel phases
1. Awareness
In this industry, the most effective way is effective healthcare. The main area
where business need to give attention in order to stand out
2. Evaluation
Various parameters like number of beds, operational effectiveness
3. Purchase
Customers pay for the healthcare services they avail
5. After sales
After sales can be an important factor in this industry, here after sales refers to
following up with patients to ensure that they are completely healed
Cost  What are the most All businesses in this industry are totally value-driven. Cost-driven hospitals

Business process:-
The new and effective way of streamlining the process is engaging with the banks or financial institutes to cater wide range of people and
leaving up to the moto of touching billion life’s.
Structure importantcosts
inherentinour
businessmodel?
 WhichKeyResources
are mostexpensive?
 WhichKeyActivities
are mostexpensive?
don’t survive. Fixed-costs here can be the salaries, rents if the places are rented,
maintenance costs and resources cost.
Variable costs- Operational set-ups depending on the number of patients,
equipment costs bases on the inflow of patients
Revenue
Streams
 For whatvalue are our
customersreally
willingtopay?
 For whatdo they
currentlypay?
 How are theycurrently
paying?
 How wouldtheyprefer
to pay?
 How muchdoeseach
Revenue Stream
contribute tooverall
revenues?
Types
 Healthcare services –55%
 Standalone pharmacies –39%
 Otherbusinesses(Primary clinics,sugarclinics,dental clinics) –6%
Fixed pricing
 Fixed doctor consultation fee
Dynamic pricing
 Operational costs
 Servicesavailed
 Medicine costs
 Costsof variousmedical tests

This process will also involve using a artificial user interface through which you will connect the patient and doctor seamlessly. Simple yet
effective way of reaching to every individual. Ask Apollo is one of them, which launched keeping in mind these entire factors.
Customer Segment:
See Apollo is thinking of targeting the mass market in order to reach a larger audience and opening up many revenue line and chosen two
initiatives to do that.
Ask Apollo is one of the example of using technology and AI to reach to mass.
Productand Services:
The products and services going to be diverse and customized as per individual need. By connecting the patients with doctor directly. Apollo
has taken a revolutionary step to make healthcare affordableand easy to reach.
A wide variety of services is there to see from taking financial aid for the therapy to catering directly and reducing the hustle a patient is gone
through
Channels:
Patient Ask Apollo App Doctor

Awareness: - In this industry, the most effective way healthcare can be given to individual is by aware them of the facilities that is there for
them. The main area where business need to give attention in order to stand out. Different channels that one should pursue to get ahead of the
competitor are digital as well as physical awareness. Ask Apollo not only reached to villages but also make them aware of different scheme.

A comprehensive analysis of Apollo Hospitals [Biswadeep Ghosh Hazra and Team] - {XIMB}

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A comprehensive analysis of Apollo Hospitals [Biswadeep Ghosh Hazra and Team] - {XIMB}