Novartis launched the Arogya Parivar initiative to address the health needs of rural India by improving access, awareness, and affordability of healthcare services and medicines. The program established a network of health educators from local villages to educate people on diseases and encourage treatment. It also identified local doctors and made medicines more affordable. As a result, over 50 million rural Indians now have access to quality healthcare through Arogya Parivar's network of doctors and pharmacies across 5 states.
Hindusthan Lever had a challenge with the competitors in Rural India. They devised a strategy to enter the market at the grass root level and utilize the entrepreneurial woman. Based on perceptions, there are some ethical questions. This case looks at the strategies on how to capture the emerging markets and work at the grass root level with the consumer behaviors. Not only understand the consumer behavior, but introduce the need and also the products to the consumers who NEVER used any product in that area.
Unilever in India: Hindustan Lever's Project Shakti - Marketing FMCG to the R...Anurag Kumar
Project Shakti is a rural distribution initiative in small villages. The project benefits HUL by enhancing its direct rural reach and at the same time creates livelihood opportunities for underprivileged rural women. Shakti started with 17 women in one state. Today, it provides livelihood enhancing opportunities to over 65,000 Shakti Entrepreneurs who distribute our productions in more than 165,000 villages and reach over four million rural households.
As per Unilever Sustainable Living Plan, Unilever will increase the number of Shakti entrepreneurs that it recruits, trains and employs from 45,000 in 2010 to 75,000 in 2015 globally.
Hindusthan Lever had a challenge with the competitors in Rural India. They devised a strategy to enter the market at the grass root level and utilize the entrepreneurial woman. Based on perceptions, there are some ethical questions. This case looks at the strategies on how to capture the emerging markets and work at the grass root level with the consumer behaviors. Not only understand the consumer behavior, but introduce the need and also the products to the consumers who NEVER used any product in that area.
Unilever in India: Hindustan Lever's Project Shakti - Marketing FMCG to the R...Anurag Kumar
Project Shakti is a rural distribution initiative in small villages. The project benefits HUL by enhancing its direct rural reach and at the same time creates livelihood opportunities for underprivileged rural women. Shakti started with 17 women in one state. Today, it provides livelihood enhancing opportunities to over 65,000 Shakti Entrepreneurs who distribute our productions in more than 165,000 villages and reach over four million rural households.
As per Unilever Sustainable Living Plan, Unilever will increase the number of Shakti entrepreneurs that it recruits, trains and employs from 45,000 in 2010 to 75,000 in 2015 globally.
Hindustan Unilever Limited Marketing Strategies for rural and urban India for toothpaste, detergent and other markets. Comparison between already applied steps and possible steps.
Rural market in India: A special reference to Pharma Marketing: Dr D K MehtaDr. D K Mehta
Strategy to sustain Growth in Pharma Marketing, Innovation in Pharmaceutical Marketing, Brand Building through alternative route in Pharma marketing, India, Asia, ASEAN, CIS, MENA and LATAM strategy, Healthcare Marketing, India Growth Stratefy
Hindustan Unilever Limited Marketing Strategies for rural and urban India for toothpaste, detergent and other markets. Comparison between already applied steps and possible steps.
Rural market in India: A special reference to Pharma Marketing: Dr D K MehtaDr. D K Mehta
Strategy to sustain Growth in Pharma Marketing, Innovation in Pharmaceutical Marketing, Brand Building through alternative route in Pharma marketing, India, Asia, ASEAN, CIS, MENA and LATAM strategy, Healthcare Marketing, India Growth Stratefy
Right to Health - A TRS initiative to guarantee support to systems that enable universal healthcare access . Supported by Teleradiology Solutions Pvt Ltd.
Rural Healthcare Challenges and Innovations.pdfParas Health
For those seeking the best hospital in Udaipur, it's essential to consider not only the quality of medical care but also the accessibility and integration of innovative technologies in addressing healthcare challenges.
ARTIFICIAL INTELLIGENCE IN HEALTHCARE.pdfAnujkumaranit
Artificial intelligence (AI) refers to the simulation of human intelligence processes by machines, especially computer systems. It encompasses tasks such as learning, reasoning, problem-solving, perception, and language understanding. AI technologies are revolutionizing various fields, from healthcare to finance, by enabling machines to perform tasks that typically require human intelligence.
Tom Selleck Health: A Comprehensive Look at the Iconic Actor’s Wellness Journeygreendigital
Tom Selleck, an enduring figure in Hollywood. has captivated audiences for decades with his rugged charm, iconic moustache. and memorable roles in television and film. From his breakout role as Thomas Magnum in Magnum P.I. to his current portrayal of Frank Reagan in Blue Bloods. Selleck's career has spanned over 50 years. But beyond his professional achievements. fans have often been curious about Tom Selleck Health. especially as he has aged in the public eye.
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Introduction
Many have been interested in Tom Selleck health. not only because of his enduring presence on screen but also because of the challenges. and lifestyle choices he has faced and made over the years. This article delves into the various aspects of Tom Selleck health. exploring his fitness regimen, diet, mental health. and the challenges he has encountered as he ages. We'll look at how he maintains his well-being. the health issues he has faced, and his approach to ageing .
Early Life and Career
Childhood and Athletic Beginnings
Tom Selleck was born on January 29, 1945, in Detroit, Michigan, and grew up in Sherman Oaks, California. From an early age, he was involved in sports, particularly basketball. which played a significant role in his physical development. His athletic pursuits continued into college. where he attended the University of Southern California (USC) on a basketball scholarship. This early involvement in sports laid a strong foundation for his physical health and disciplined lifestyle.
Transition to Acting
Selleck's transition from an athlete to an actor came with its physical demands. His first significant role in "Magnum P.I." required him to perform various stunts and maintain a fit appearance. This role, which he played from 1980 to 1988. necessitated a rigorous fitness routine to meet the show's demands. setting the stage for his long-term commitment to health and wellness.
Fitness Regimen
Workout Routine
Tom Selleck health and fitness regimen has evolved. adapting to his changing roles and age. During his "Magnum, P.I." days. Selleck's workouts were intense and focused on building and maintaining muscle mass. His routine included weightlifting, cardiovascular exercises. and specific training for the stunts he performed on the show.
Selleck adjusted his fitness routine as he aged to suit his body's needs. Today, his workouts focus on maintaining flexibility, strength, and cardiovascular health. He incorporates low-impact exercises such as swimming, walking, and light weightlifting. This balanced approach helps him stay fit without putting undue strain on his joints and muscles.
Importance of Flexibility and Mobility
In recent years, Selleck has emphasized the importance of flexibility and mobility in his fitness regimen. Understanding the natural decline in muscle mass and joint flexibility with age. he includes stretching and yoga in his routine. These practices help prevent injuries, improve posture, and maintain mobilit
Ethanol (CH3CH2OH), or beverage alcohol, is a two-carbon alcohol
that is rapidly distributed in the body and brain. Ethanol alters many
neurochemical systems and has rewarding and addictive properties. It
is the oldest recreational drug and likely contributes to more morbidity,
mortality, and public health costs than all illicit drugs combined. The
5th edition of the Diagnostic and Statistical Manual of Mental Disorders
(DSM-5) integrates alcohol abuse and alcohol dependence into a single
disorder called alcohol use disorder (AUD), with mild, moderate,
and severe subclassifications (American Psychiatric Association, 2013).
In the DSM-5, all types of substance abuse and dependence have been
combined into a single substance use disorder (SUD) on a continuum
from mild to severe. A diagnosis of AUD requires that at least two of
the 11 DSM-5 behaviors be present within a 12-month period (mild
AUD: 2–3 criteria; moderate AUD: 4–5 criteria; severe AUD: 6–11 criteria).
The four main behavioral effects of AUD are impaired control over
drinking, negative social consequences, risky use, and altered physiological
effects (tolerance, withdrawal). This chapter presents an overview
of the prevalence and harmful consequences of AUD in the U.S.,
the systemic nature of the disease, neurocircuitry and stages of AUD,
comorbidities, fetal alcohol spectrum disorders, genetic risk factors, and
pharmacotherapies for AUD.
- Video recording of this lecture in English language: https://youtu.be/lK81BzxMqdo
- Video recording of this lecture in Arabic language: https://youtu.be/Ve4P0COk9OI
- Link to download the book free: https://nephrotube.blogspot.com/p/nephrotube-nephrology-books.html
- Link to NephroTube website: www.NephroTube.com
- Link to NephroTube social media accounts: https://nephrotube.blogspot.com/p/join-nephrotube-on-social-media.html
Recomendações da OMS sobre cuidados maternos e neonatais para uma experiência pós-natal positiva.
Em consonância com os ODS – Objetivos do Desenvolvimento Sustentável e a Estratégia Global para a Saúde das Mulheres, Crianças e Adolescentes, e aplicando uma abordagem baseada nos direitos humanos, os esforços de cuidados pós-natais devem expandir-se para além da cobertura e da simples sobrevivência, de modo a incluir cuidados de qualidade.
Estas diretrizes visam melhorar a qualidade dos cuidados pós-natais essenciais e de rotina prestados às mulheres e aos recém-nascidos, com o objetivo final de melhorar a saúde e o bem-estar materno e neonatal.
Uma “experiência pós-natal positiva” é um resultado importante para todas as mulheres que dão à luz e para os seus recém-nascidos, estabelecendo as bases para a melhoria da saúde e do bem-estar a curto e longo prazo. Uma experiência pós-natal positiva é definida como aquela em que as mulheres, pessoas que gestam, os recém-nascidos, os casais, os pais, os cuidadores e as famílias recebem informação consistente, garantia e apoio de profissionais de saúde motivados; e onde um sistema de saúde flexível e com recursos reconheça as necessidades das mulheres e dos bebês e respeite o seu contexto cultural.
Estas diretrizes consolidadas apresentam algumas recomendações novas e já bem fundamentadas sobre cuidados pós-natais de rotina para mulheres e neonatos que recebem cuidados no pós-parto em unidades de saúde ou na comunidade, independentemente dos recursos disponíveis.
É fornecido um conjunto abrangente de recomendações para cuidados durante o período puerperal, com ênfase nos cuidados essenciais que todas as mulheres e recém-nascidos devem receber, e com a devida atenção à qualidade dos cuidados; isto é, a entrega e a experiência do cuidado recebido. Estas diretrizes atualizam e ampliam as recomendações da OMS de 2014 sobre cuidados pós-natais da mãe e do recém-nascido e complementam as atuais diretrizes da OMS sobre a gestão de complicações pós-natais.
O estabelecimento da amamentação e o manejo das principais intercorrências é contemplada.
Recomendamos muito.
Vamos discutir essas recomendações no nosso curso de pós-graduação em Aleitamento no Instituto Ciclos.
Esta publicação só está disponível em inglês até o momento.
Prof. Marcus Renato de Carvalho
www.agostodourado.com
Report Back from SGO 2024: What’s the Latest in Cervical Cancer?bkling
Are you curious about what’s new in cervical cancer research or unsure what the findings mean? Join Dr. Emily Ko, a gynecologic oncologist at Penn Medicine, to learn about the latest updates from the Society of Gynecologic Oncology (SGO) 2024 Annual Meeting on Women’s Cancer. Dr. Ko will discuss what the research presented at the conference means for you and answer your questions about the new developments.
These simplified slides by Dr. Sidra Arshad present an overview of the non-respiratory functions of the respiratory tract.
Learning objectives:
1. Enlist the non-respiratory functions of the respiratory tract
2. Briefly explain how these functions are carried out
3. Discuss the significance of dead space
4. Differentiate between minute ventilation and alveolar ventilation
5. Describe the cough and sneeze reflexes
Study Resources:
1. Chapter 39, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 34, Ganong’s Review of Medical Physiology, 26th edition
3. Chapter 17, Human Physiology by Lauralee Sherwood, 9th edition
4. Non-respiratory functions of the lungs https://academic.oup.com/bjaed/article/13/3/98/278874
NVBDCP.pptx Nation vector borne disease control programSapna Thakur
NVBDCP was launched in 2003-2004 . Vector-Borne Disease: Disease that results from an infection transmitted to humans and other animals by blood-feeding arthropods, such as mosquitoes, ticks, and fleas. Examples of vector-borne diseases include Dengue fever, West Nile Virus, Lyme disease, and malaria.
Lung Cancer: Artificial Intelligence, Synergetics, Complex System Analysis, S...Oleg Kshivets
RESULTS: Overall life span (LS) was 2252.1±1742.5 days and cumulative 5-year survival (5YS) reached 73.2%, 10 years – 64.8%, 20 years – 42.5%. 513 LCP lived more than 5 years (LS=3124.6±1525.6 days), 148 LCP – more than 10 years (LS=5054.4±1504.1 days).199 LCP died because of LC (LS=562.7±374.5 days). 5YS of LCP after bi/lobectomies was significantly superior in comparison with LCP after pneumonectomies (78.1% vs.63.7%, P=0.00001 by log-rank test). AT significantly improved 5YS (66.3% vs. 34.8%) (P=0.00000 by log-rank test) only for LCP with N1-2. Cox modeling displayed that 5YS of LCP significantly depended on: phase transition (PT) early-invasive LC in terms of synergetics, PT N0—N12, cell ratio factors (ratio between cancer cells- CC and blood cells subpopulations), G1-3, histology, glucose, AT, blood cell circuit, prothrombin index, heparin tolerance, recalcification time (P=0.000-0.038). Neural networks, genetic algorithm selection and bootstrap simulation revealed relationships between 5YS and PT early-invasive LC (rank=1), PT N0—N12 (rank=2), thrombocytes/CC (3), erythrocytes/CC (4), eosinophils/CC (5), healthy cells/CC (6), lymphocytes/CC (7), segmented neutrophils/CC (8), stick neutrophils/CC (9), monocytes/CC (10); leucocytes/CC (11). Correct prediction of 5YS was 100% by neural networks computing (area under ROC curve=1.0; error=0.0).
CONCLUSIONS: 5YS of LCP after radical procedures significantly depended on: 1) PT early-invasive cancer; 2) PT N0--N12; 3) cell ratio factors; 4) blood cell circuit; 5) biochemical factors; 6) hemostasis system; 7) AT; 8) LC characteristics; 9) LC cell dynamics; 10) surgery type: lobectomy/pneumonectomy; 11) anthropometric data. Optimal diagnosis and treatment strategies for LC are: 1) screening and early detection of LC; 2) availability of experienced thoracic surgeons because of complexity of radical procedures; 3) aggressive en block surgery and adequate lymph node dissection for completeness; 4) precise prediction; 5) adjuvant chemoimmunoradiotherapy for LCP with unfavorable prognosis.
New Directions in Targeted Therapeutic Approaches for Older Adults With Mantl...i3 Health
i3 Health is pleased to make the speaker slides from this activity available for use as a non-accredited self-study or teaching resource.
This slide deck presented by Dr. Kami Maddocks, Professor-Clinical in the Division of Hematology and
Associate Division Director for Ambulatory Operations
The Ohio State University Comprehensive Cancer Center, will provide insight into new directions in targeted therapeutic approaches for older adults with mantle cell lymphoma.
STATEMENT OF NEED
Mantle cell lymphoma (MCL) is a rare, aggressive B-cell non-Hodgkin lymphoma (NHL) accounting for 5% to 7% of all lymphomas. Its prognosis ranges from indolent disease that does not require treatment for years to very aggressive disease, which is associated with poor survival (Silkenstedt et al, 2021). Typically, MCL is diagnosed at advanced stage and in older patients who cannot tolerate intensive therapy (NCCN, 2022). Although recent advances have slightly increased remission rates, recurrence and relapse remain very common, leading to a median overall survival between 3 and 6 years (LLS, 2021). Though there are several effective options, progress is still needed towards establishing an accepted frontline approach for MCL (Castellino et al, 2022). Treatment selection and management of MCL are complicated by the heterogeneity of prognosis, advanced age and comorbidities of patients, and lack of an established standard approach for treatment, making it vital that clinicians be familiar with the latest research and advances in this area. In this activity chaired by Michael Wang, MD, Professor in the Department of Lymphoma & Myeloma at MD Anderson Cancer Center, expert faculty will discuss prognostic factors informing treatment, the promising results of recent trials in new therapeutic approaches, and the implications of treatment resistance in therapeutic selection for MCL.
Target Audience
Hematology/oncology fellows, attending faculty, and other health care professionals involved in the treatment of patients with mantle cell lymphoma (MCL).
Learning Objectives
1.) Identify clinical and biological prognostic factors that can guide treatment decision making for older adults with MCL
2.) Evaluate emerging data on targeted therapeutic approaches for treatment-naive and relapsed/refractory MCL and their applicability to older adults
3.) Assess mechanisms of resistance to targeted therapies for MCL and their implications for treatment selection
1. Forthefirsttimein India, global harmaceutical
a
p
company entbeyond
w
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traditional
medical
representative byaddressing
route
theunmet
health
needs f
o
rural ndia,
I
thereby
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access
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while
timeprovidingpportunities expand
o
to
business an innovative
in
andsocially
responsible Novartis
way.
isthefirstpharmaceutical
multinational asocial
touse
business
model
toreach
India'suralmarkets.
r
Forsome
800million
men, omen
w
andchildren
inmore
than600,000
villages
across
India,he ideaof accessible,
t
affordable
andhigh-quality
medicines
is
oftenasremote
astheirruralhomes.
Institutional
healthcare ruralIndiais
in
limited
tothegovernment
structure.
Private
healthcare
servicesreindividuala
driven
andunstructured.
Thegovernment health
offers
services
freeofcostbut
over 0percentrural eople forhealth
7
p
pay
services.
Novartis
commissioned tounderstand
MART
theheath
needs,
behaviour
andattitude
towards edicine
m
inrural reas.
a
MART thattheawareness
found
ofhealth
issues aspoor,
w
andpeople ccessed
a
health
services trying
after
various ome
h
remedies.
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intreatment
andtheensuing mergency
e
wereconsidered
natural.
Ailments
related
tonutrition,
allergies
andinfections
werenotdifferentiated,eading
l
tothepatient
notapproaching
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waste money ndnorelief romailments. of
of
a
f
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s
undiagnosed
because
theyeither idnotunderstand
d
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w
or
of
involved
orofsocial
prejudice.
Womenndchildren ere
a
w particularly
vulnerable.
2. Tuberculosis wasidentifiedsa keyailmentn ruralareas
(TB)
a
i
andthiscase
focuses nTBtreatment.
o
Problems
Themainproblem healthareforruralpeople asrelated
in
c
w
tothe4As,which
isdiscussed
below.
.
Affordability
- Perceived
orexperienced
costoftreatment
forTB,if thepatient
hastobe
taken a nearby
to
townfortreatment
(treatment
period
isfromsixto nine
months)
isestimated
tobemore INR
than 10,000 ingovernment
health
centres,
againstNR15,000through
I
private
treatment. government
In
centres,
patients togotoprivateiagnostics
had
d
centresnd medicines.
a buy
- Forsimple
infections skinallergies,
or
thecostof private
treatment
was
between 250-1,000.
INR
.
Availability
- Access health
to
services ndmedicines
a
hasbeenthe major
problem.
Qualifiedoctors,
d
private government, licensedrugstores
or
or
d
arenot
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invillages.
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thereisthecostoftravelling
totheblock
town, here
w
thePHC
(public ealth
h
centre) private
ora
doctorslocated.
i
.
Awareness
- Patientshavepoordiscerning
capabilities nd cannotidentifythe
a
appropriate
doctorortheirailment.
f
3. - They
have
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prescribed
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a
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have
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g priority ver hatofadults.
o t
Hence,
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felt
for
health
services ndmedicines a
a
at
reasonable
cost.
.
MART'sStrategic Suggestions
Tocreate
awareness
among
thelocal opulation,
p
establish
anetworkf"foot
o
soldiers"
recruited
fromvillages
toworkas"health
educators". would
They
support
patients
forallhealth
services
andfollow
uptocomplete
thetreatment rocess.
p
Toimprove
theavailability health
of
service,
qualified
doctors
needto be
identified fromamedical
either
institution
orindividual
practitioners
intowns
withpopulations
greater
than50,000(blockowns
t
orbelow).
Tomake
health
services
affordable.
Patients
wereoften
mis-informed
about
thetotaltreatment
costandbelieved to bemuch
it
higherhantheactual
t
cost,becausef whichtheyavoidedeeking
o
s
treatment.
Thiswrong
perception ascorrected,
w
afterwhich
patientsealized
r
thatthetreatment
was
affordable.
Tomake
health
service cceptable,
a
theprogramme
identifiedritical ealth
c
h
issueselated
r
toinfection,
nutritionnd
a allergies. Arogyarogramme
The
p
addressed
these
identified
issues,
delivering results ndthereby uilding
good
a
b
trustwithin
thecommunity.
.
.
.
The Solution
To addresshe healthissuesin ruralIndia,Novartis esigned arogya
t
d
an
(meaning health)
good
programme,
thewinner fthebestlong-term maro
rural
ketinginitiative(RMAI 008 SilverAward, OW 2008 SilverAwardandGolden
2
W
Peacock
Awards 008), hich
2
w
offered
pharmaceutical
solutionsndalsoina
tegrated
theneed network ithlocaldoctors,
to
w
educate otential
p
customers
(patients),
andlinkpatients
tospecialized
doctors.
TheNovartis addressed
team
thechallenges
byusing
aninnovative approach make
direct
to
villagersware
a
of prevalent
diseasesndencourage
a
themto seektreatment.
Bylate2006,
theArogya
Parivarnitiative aslaunched iththe helpof MART a pilot
i
w
w
as
programme
inUttar radesh
P
andMaharashtra.
Arogya arivar
P
follows decentralized where
a
model
thefieldforceisinautonomous (250cellsin2011), ach
cells
e covering radius
a
ofapproximately km
35
or 20 miles. ach
E cellis managedya supervisor,
b
assisted ya fewhealth
b
educators
whocollaborate
withlocal ealth
h
professionals,
pharmacy
chains nd
a
NGOs
toaddress
thewhole
"patient
flow",ncludingducation,
i
e
diagnosis,
treatment, elivery,
d
andavailability
andaccessibilitymedicines.
of
A keydifferentiatoroffering
is
patients
integrated
solutions health
to
problems
ratherhanmainlyelling
t
s
products
tohealth
professionals.
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selected
for
theinitiativeresimple
a
touseandpackages
arereduced
insize
tokeep
out-ofpocket
costs Theinitiative ims builda sustainable,
low.
a to
profitableusiness 1
b
thatimproves
access healthcare
to
among
theunderserved
millions rural '"
in
India
bycreatingwareness,
a
enhancing availability,
local
anddesigning
appeal- ir
4. ingandaffordable
health
solutions.
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b
a
represents
a
mixofcorporate
citizenship
andcreativentrepreneurship.
e
AnArogya
brand
wascreated the unique
for
healthservices ffered
o
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company.
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became
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v
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brand
issupported
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o
banners,
education
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uniformsor health
f
educatorsnddecorations bicycles.
a
for
All
collateral
isdesigned
keeping
inmind
thenature
oftheaudience,
particularly
in
terms literacy ndcomprehension Effortsmade focus
of
a
levels.
i
to
onspecific
disease/s
onrespective Disease through ctive
World
Days
a
doctor articipation.
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Tocreate
awareness
among
thelocal opulation,
p
Novartis
established
anetwork'
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E
(HE)
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p
w
portandfollow
uptocomplete
thetreatment
process.
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used
a
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munity
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to
thebenefits
totherural
masses.
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f
to
ona permanent
joumey
plan
(PJP). conduct
They
group
meetings,
identify
patientsn different
i
households,
educate
thefamilyandconvince
themof the needfor treatment. also
They
ensure
thatpatientsave
h theirsupport
when
theydecide
tovisitthedoctor.
Itis
alsoimportant
thatthemedicine
isconsumed
asprescribed.
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communication necessary convince
is
to
thepatient ndtheirfamily.
a
Aninformed
patient more
is
positively
oriented
towardsompleting
c
thetreatment
(there
isa
tendency
todiscontinue
treatment
assoon
asthepatient some
feels
relieO.
The
HE
serves
twoblocksnd
a 30activeatients ispaid 1,500
p
and
INR
permonth
(commission
of10percentfromsale
ofmedicines),
andnew
products
arebeing
added
byNovartis
tosupplement
income.
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expense
oncommunicationandpromotion
iscompensated
through
themargin
fromincreased of
sales
theirmedicine.
Theinitiative structured "social usiness'
is
asa
b
andis a perfect
opportunity
to expand
thereach healthcare those
of
to
people
whofalloutof thecurrent
system
simply
because
theydonotliveinurban
orsemi-urban
India.
Arogya
Parivar
builds
ona "bottom-of-the-pyramid"
business
approach
meant
tosellproductsndservices low-income
a
to
populations
inemerging
countries.
Arogya arivar
P
istargetedtallagegroups,
a
especially
women ndchildren.
a
The
target asselected nthebasis publishedataandmarketesearch.
w
o
of
d
r
This
population
waseffectively
disfranchised
fromtherighttoquality ealth.
h
Arogya
Parivar a unique
uses
business odel,
m
combining
techniques by
used
pharmaceutical
andconsumer
goods
companies. fundamental
Its
innovation
rests
onapplyingmarketing
a
mixbased
onthe4As-awareness,
acceptability,
affordability
andavailability-adaptedlow-income
to
markets.
The
communication used
tools
fortheArogya arivar
P
aredetailed
inTable .The
1
communication
strategy
included:
- One-on-one
interaction
atthecommunity (SHGs)
level
- Branded
vanusing
audiovisuals
onthevarious ealth
h
issues ndtheneed
a
toseek
treatment
- Branded -shirts,
T
caps,branded
bicycles,
handbills, charts, atient
flip
p
cards.
Impact
Thecurrenteach
r
oftheproject
tothose million
50
people, 250ruralcells,
or
where cellis anareaof 25-30 sq.km,including 0-100villages ach,s
a
8
e
i
indicative
ofthemodel'success
s
todate.
5. Table1 Communication
Tools
Communication
Tools
Leaflets
Communication theailmentsndtheirsymptoms
about
a
Flip
charts
Tocommunicate
themethods
ofidentifying
symptoms
forailments,
causes failmentsndnecessary
o
a
treatment
procedures
T-shirtsandcaps
Toidentify
the"health
educators"
withtheArogya
Programme
Use
communication
tocreate highdecibel
a
Branded
vans
by"health
educators". recallorthe
Brand
f
Branded
bicycles Used
audience
exposed
tothehighdecibel
brand
promotion
Patient
cards
Foridentifiedatients
p
tocarryasreference
tothe
concerned
doctor
People
acrossfive stateshaveaccessto qualityhealthcare
with thousands
of
doctorsand hundreds pharmaciesbeingservicedby ArogyaParivar. ne
of
O
hundredandthirty-eightdistrictsin UP,Maharastra, P,Biharand Rajasthan
M
arecovered
underthe initiative, nd12,000patients
a
havebeentreatedsofar in
1,000villages. urrently,
C
morethan20 healthprogrammes
arerunning,covering tuberculosis,
respiratory
infections, kinandgynaecological
s
infections, iad
betes, icro-nutrients
m
duringpregnancy ndduringchildhood,ntestinal orms,
a
i
w
acidreflux, oughandcold,aswellasallergies.
c
Arogya
Parivar asbuilta healthynetwork doctors,paramedics ndpharmah
of
a
cists,whosharea similarmissionandsupportthe initiative.It hasalsoestablishedstrongalliances
with pharmacy
andhospital hainsthat serveas a good
c
complement Novartis.
to
Thecompetitive
advantage ArogyaParivaris that it makeseveryactorwin.
of
Patients
areeducated
andavoidhealthcomplications.
Healthprofessionalsee
s
morepeople
thantheymightotherwise, ndarealsotrained.Healtheducators
a
whoworkforthecompany
arelocallybased, eceive
r
extensive
training,andgain
additional tatuswithintheir communities. for Novartis,heyare improving
s
As
t
healthcare ndchanging livesof peoplein need.
a
the
A holisticmodel, rogya
A
Parivar
hasensured
that areasthat werehithertorelativelyuntouched traditionalmedicalrepresentativesre now on the road
by
a
map.Theinitiative
hassucceeded bringingin additional evenue,
in
r
thusadding
to the bottomlineof the company.
I FIG. 1 I
The Arogya Model
SocialImpact +
Philanthropy
Social business
Bottom-line
Growth
-I-
PR/Damage
control
Performance-driven
CSR
I
I
I
I
---.----
J
~
6. Sinceits business
modelis not basedon puredonations, rogya
A
Parivarsan
i
economicallyustainable
s
"socialbusiness",
scalable morepeople
to
inIndia
and
abroadthat aimsto:
.
Provide health education (hygiene,nutrition, disease awareness) nd
a
improvethe qualityof life for localpopulations
.
.
.
.
.
.
Improve
publichealthwithoutthe needfor costlygovernment
intervention
or
limited-duration
NGO
projects
Createa revenue
streamfor localpersonsassociated
withArogya
Parivar
Increase
footfallat localhealthproviders
andbusiness
partners
(encouraging
theirsupportto ruralmarkets)
Generate
income
forNovartis
andbuildbrandequitywithanupwardly obile
m
population
Highlighted
byNovartis internalandexternalcommunication
in
(inthesame
manneras CSR)
FulfilformerPresident
AbdulKalam's
visionof PURA, is,providing
that
urban
remedies ruralIndia
to
.
.
Learning
Thepoor rewilling
a
topayforquality
andeffective
treatment.
Earlier,
malepatients erereluctant consult
w
to
ANMs
(females);
however,
theArogya
HEis maleandableto gainacceptance,
convinceatientsnd
p
a
support
them.
Chemists
began
stocking ovartis
N
productsnce
o doctors egan
b
prescribing
them.
Doctors
aremotivated
duetotheincrease
inincome,
andaretherefore
willingtoparticipate
intheprogramme.
Doctors reprofessionally
a
satisfied
thatpatients
nowcomplete
treatment
andgetcured.
.
.
.
The Way Forward
TheArogya rogramme
p
iscognizant theimportance working ithNGOs,
of
of
w
especially
inawareness
programmes
viacomrnunity-Ievel
meetings
andhealth
camps.n 2011,theArogya
I
programme
plannedo forma consortium at
t
of
least 0NGOs
2
inIndia
toprovide
targeted
intervention
inthecausesfdiabetes,
o
tuberculosis,
diarrhoea
andalsofortheprovisionfclean
o
water.
Plans
havebeenmade replicate
to
andadaptthe modeln othercountries
i
throughout and
Africa Asiaover henextfewyears.
t
Motherandchildnutrition,skinallergyanddiabetesare beingaddedto the list
of treatments. ovartis
N
alsoplansto add alliedproductslike sanitarynapkins,
waterpurification
productsandcleandeliverykits to supplementhe incomeof
t
the HE. heaccompanyingideoexplains
T
v
howthisprojecthasbeeninitiated
and
implemented UttarPradesh.
in
Discussion Questions
1. Whatproblems the ruralcommunity
of
wereaddressed
throughthis model?
2. Ust the keyreasons the sustainability this model.
for
of
3. Doyouthinkthis modelcanbereplicatedin othercountries? yes,howand
If
in whichcountries?