The document outlines Aravind Hospital's business plan to expand their model of eliminating needless blindness. Key aspects of the plan include maintaining high quality standards through efficient surgeons and nursing staff, organizing rural eye camps, and in-house manufacturing of intraocular lenses. The main goal is to franchise the Aravind Model globally. A SWOT analysis identifies strengths like economies of scale between paying and free hospitals, and weaknesses like the demand exceeding services. Financially, the plan aims to increase revenue 12% over three years to fund expansion while continuing free services. Performance data shows growing patient numbers and net surpluses from 1979-1991. Controls will monitor revenues, expenses, market needs, and donation satisfaction.

1. Aravind HospitalBusiness PlanReport- MQM- AAST- Pharmacists FridayGroup Page 1 of 6
Heba A- Walaa Y-Aya N- Asmaa Y-Sarah F- Mona M
Key success determinants: ‫لطيف‬ ‫شكله‬ ‫لقيته‬ ‫زيادة‬ ‫جزء‬ ‫ده‬
Optimum use of surgeons’ time
Efficient surgeons
Efficient recruitment and training of nursing staff
Maintaining high quality standards
Organizing rural camps to attract volumes of patients
In-house manufacturing of IOL
Our main goal is to spread Aravind Model to all India, Asia,
Africa and everywhere is blindness through franchising. If
McDonalds and Burger King did it, why can’t we.
Mission: Eliminate Needless Blindness
SWOT Analysis
Strengths
 Integration of the paying and free hospitals for economies of scale
 Provide prestigious degree and job training all in one (In-House)
 Producing their own intraocular lenses (IOLs)
 Utilization of the Community
 Relationships with respected medical programs in the U.K. and U.S.
Weakness
 Demand on Staff
 Reliance on the Community
 Far more need than services that can be provided
 Organization of logistics, camps, and creating propaganda
Opportunities
 Continue to increase salary scale to compete with the private sector
 Global Expansion (Franchising)
 Additional Source Funding
 Establish a consistent set of procedures and a common set of principles
Threats
 After four years, Tirunelveli Hospital is not yet financially self sufficient
 Difficulty in Accessing Care
 Loss of Community Funding
 Increasing cost of food and transportation
 Demand outweighs the capacity

2. Aravind HospitalBusiness PlanReport- MQM- AAST- Pharmacists FridayGroup Page 2 of 6
Heba A- Walaa Y-Aya N- Asmaa Y-Sarah F- Mona M
Our Financial Objectives:
We want to enable Aravind to continue to maintain our low operating
expenses while increasing revenue from paying customers.
For every two patients that are able to pay for their eye care, there are
three who receive this care at no cost to them.
In order for us to continue to offer their services free of charge, Aravind
should plan to increase their overall revenue by 12% over the next
three years to keep ahead of inflation.
We, Aravind will need to raise $125,000 (8075625 rupees) to establish
and operate the new primary eye care centers for the first two years.
After two years the primary eye care centers should become self-
sufficient and operate on the profits generated by paying customers.

3. Aravind HospitalBusiness PlanReport- MQM- AAST- Pharmacists FridayGroup Page 3 of 6
Heba A- Walaa Y-Aya N- Asmaa Y-Sarah F- Mona M
Why Would You Help Us?
An Objective over view on OUR PERFORMANCE
Number of patients:
1976:1991= OPD paying patients: 1,471,929
Surgery paying patients: 115,290
1976:1991= OPD free patients: 2,184,043
Surgery free patients: 220,409
In the fiscal year: 1991-1992, the revenue was 35,328,733 rupees,
The total expenses were: 17,105,615 rupees.
The net surplus was 18,319,363 rupees
The net surplus over the year 1979-1991
Fiscal year Net surplus Fiscal year Net surplus
1979-1980 801 665 1985-1986 1 595 759
1980-1981 737 023 1986-1987 3 976 121
1981-1982 1 550 798 1987-1989 3 426 381
1982-1983 1 403 301 1989-1990 8 384 622
1983-1984 1 645 707 1990-1991 13 482 558
1984-1985 2 445 288

4. Aravind HospitalBusiness PlanReport- MQM- AAST- Pharmacists FridayGroup Page 4 of 6
Heba A- Walaa Y-Aya N- Asmaa Y-Sarah F- Mona M
Our performance:
year OPD patients Surgeries year OPD patients Surgeries
1978 18251 1045 1985 153037 17586
1979 47351 2430 1986 164977 19623
1980 65344 5427 1987 180181 21562
1981 75727 8172 1988 232838 23635
1982 79767 8747 1989 2908540 25867
1983 101469 10975 1990 203805 20852
1984 103177 11796 1991 191000 20818
801,665.00737,023.00
1,550,798.001,403,301.001,645,707.00
2,445,288.00
1,595,759.00
3,976,121.00
3,426,381.00
8,384,622.00
13,482,558.00
0.00
2,000,000.00
4,000,000.00
6,000,000.00
8,000,000.00
10,000,000.00
12,000,000.00
14,000,000.00
16,000,000.00
1979-1980
1980-1981
1981-1982
1982-1983
1983-1984
1984-1985
1985-1986
1986-1987
1987-1989
1989-1990
1990-1991
Net Surplus

5. Aravind HospitalBusiness PlanReport- MQM- AAST- Pharmacists FridayGroup Page 5 of 6
Heba A- Walaa Y-Aya N- Asmaa Y-Sarah F- Mona M
Controls:
The following will be monitored:
 Revenues: Monthly and annually
 Expenses: Monthly and annually
 Review of market analysis to determine areas of greatest need
 Efficiency within the camp sites
0
5000
10000
15000
20000
25000
30000
0
500000
1000000
1500000
2000000
2500000
3000000
3500000
1 2 3 4 5 6 7 8 9 10 11 12 13 14
OPD Surgeries

6. Aravind HospitalBusiness PlanReport- MQM- AAST- Pharmacists FridayGroup Page 6 of 6
Heba A- Walaa Y-Aya N- Asmaa Y-Sarah F- Mona M
 Satisfaction of donation