The Healthcare sector, no doubt, is growing at a very rapid pace. With a number of new entrants in the market (especially in Tier II and Tier III cities), the smaller players need to evolve fast, if they wish to sustain and grow. This slide share is an attempt to draw the attention of players in the Healthcare sector and to invoke their thoughts on the foundation blocks that they need to put in place, quickly. Viewers’ inputs would be much appreciated. For details on how we can help you in your business journey, please do reach out to us.

1. ‘Healthcare’
- Growing fast, but laden with hurdles
LEAD Business Growth is a limited liability partnership firm registered in India.
September 2016

2. Healthcare in Jharkhand – Customers’ perception
2
Healthcare is, no doubt, amongst the most sought a5er sectors in Jharkhand (as in India). With ever increasing need and
awareness across all the classes of populaAon, do the healthcare service providers in Jharkhand find a place in the ‘good
books’, when it comes to customers’ percepAon?
The big ques+on is … “What are healthcare providers doing to improve the customers’ percep+on?”
Trust
While a number of healthcare providers
swarm the market, a large populaAon,
especially the middle and upper classes, do
not trust the capability of insAtuAons and
prefer to avail services outside the state, if
the condiAon of paAent permits.
Lower income group, because of their
situaAonal constraints, are restricted from
exercising this opAon.
Value
An individual would do everything possible,
when it comes to fooAng the bill for securing
the health of a family member. However,
while the cost of services has increased
substanAally, over the last decade, the
quality of service has not enhanced, in equal
proporAon.
People don’t perceive ge@ng ‘value’ for the
amount spent on healthcare.
Empathy
TradiAonally, doctors were respected like
‘God’. Today, people are wary and consider
healthcare providers as ‘business houses
min+ng money’.
A large segment of populaAon believe that
the sector has lost the ‘human touch’ and
it’s all about money, now.
Specializa+on
There are doctors and there are ‘Doctors’.
But today, people are looking for ‘specialists’.
Ask people in the mid-high segment and
they’ll say ‘we want the best for our
families’, or ‘we want specialists, not
generalists’.
People perceive that most of the healthcare
providers in the state are not specialists.

3. Service providers have their share of concerns too
3
The big ques+on is … “What are healthcare providers doing to improve the customers’ percep+on?”
The pain is being felt the most by the new generaAon, taking over the family owned and tradiAonal establishments and
looking to move to the next level.
Given the nature of business, its ‘success’ depends on the speed with which it evolves.
Want to grow, but what
should be the strategy?
Need to acquire more
customers. Are my PR and
and Marketing strategies/
techniques effective?
Our sourcing strategy has
been 'least cost'. Shouldn't it
be 'value for money', instead?
Does our organization
structure eliminate risks?
Is it effective?
Deteriorating employee
satisfaction. What should
we do?
Poor quality of manpower
(technical and non-
technical), resulting in low
productivity. Need to
appraise and train!
I've been micro-managing
- How much should I
delegate?
We need documented
policies/ procedures
and guidelines for
operations, especially since
we are expanding!
Missing the ‘patient
experience’ and the
‘patient Rirst’ perspective and
approach. What should be
done?
Ineffective liaison
between different
functions (paper work and
patient information within
departments)
Are we compliant with all
the applicable regulations? Are we adhering to quality
norms?
We need periodic internal
assessments, to identify
gaps and improvement
opportunities
Our records
management (Medical
Record Department) is poor.
How can we improve?
We should focus on
automation to improve our
patient experience,
engagement and satisfaction.
But how?
How can we manage data
effectively? Should leverage
on analytics for business
growth!

4. Key enablers … to evolve in this dynamic market
4
It would be worthwhile to pause, compose … ... and then take the leap!
‘Success’ is a long term phenomenon and it is best to avoid short-cuts. An organizaAon,
un-supported by effecAve structures, is likely to crumble, sooner or later.
Having spent some Ame, understanding the Healthcare
sector, we believe that organizaAons (especially family run,
who wish to move to the next level) need to adopt a
structured approach towards building their foundaAon, to
be able to achieve their vision, in the long term.
Strategic Plan
Organiza+on
Structure
Policies &
Procedures
Automa+on

5. Key Enabler – Strategic Plan
5
A Strategic Plan enables transforma+on of a ‘vision’ to ‘reality’. It helps each person to be focused
towards achieving the larger goal of the enterprise.
Purpose
Mission
Annual
prioriAes
Quarterly
prioriAes
Weekly goals
Daily tasks
P
L
A
N
N
I
N
G
C
O
N
T
R
I
B
U
T
I
O
N
An organizaAon’s vision for expansion will require Strategic Plan to enable transformaAon of the ‘vision’ to ‘reality’. It helps
each person to be focused towards achieving the larger goal of the enterprise. A laser-focused planning document would
direct the organizaAon (management as well as teams) to work towards the ‘vision’.

6. Key Enabler – Organization Structure
6
Clearly defined organiza+on structure and job descrip+ons would bring clarity and help avoid
inefficiencies
CEO
Compliance &
Quality Control Finance
Accoun+ng
Management
Repor+ng &
Analy+cs
Procurement Sales & Marke+ng
Marke+ng Sales
Opera+ons
In-Pa+ent Out-Pa+ent
An effecAve organizaAon structure, supported by clearly defined responsibiliAes, would ensure efficient uAlizaAon of
resources, by avoiding duplicaAon of work. On the one hand, this would set the expectaAons right and on the other, help
individuals achieve balance between work and personal life.

7. Key Enabler – Policies & Procedures
7
Running an organiza+on without policies and procedures is like shoo+ng an arrow in the dark …
... The chance of missing the target is elevated
Policies and procedures are fundamental blocks of the business machinery,
which help in se]ng the expectaAons of work and business ethics. A clearly
defined policy framework would help individuals gauge the expectaAons of the
Management and move in the direcAon provided by the Leaders.
While organizaAons thrive on sales, documented
processes are enablers to ensuring smooth and
effecAve operaAons. Procedures provide a
descripAon of who does what, and when and
take into consideraAon operaAonal efficiencies
and risk consideraAons as well.
In the Healthcare space, documented policies
and procedures are imperaAve, especially if the
organizaAon is aiming for accreditaAon by
NaAonal AccreditaAon Board for Hospitals &
Healthcare Providers (NABH).

8. Key Enabler – Automation
8
The list is endless! A comprehensive process modeling exercise would unearth large number of areas
where automa+on can help Healthcare service providers
Technology is one of the biggest drivers in today’s evolving business landscape. The market hosts a number of unique
soluAons, to cater to the various business needs and it is imperaAve for businesses to capitalize on these technology
soluAons to reduce errors and costs, on the one hand and for effecAve uAlizaAon of ‘Ame’ and ‘resources’, on the other.
OrganizaAons in the Healthcare sector can benefit a lot, by
implemenAng technology soluAons:
ü Beber customer experience – token system for OPD,
automated work flows for admission, registraAon and paAent
flow.
ü Reduce medicaAon errors and increase operaAonal
efficiencies – informaAon system work flows
ü Beber paAent care management – Electronic medical records
ü Enhanced customer engagement – Customer relaAonship
management (CRM) tools
ü Beber resource uAlizaAon – staff assignments and monitoring,
inventory management
ü Low cost and effecAve brand promoAon – digital displays at
the lobby and waiAng areas
ü Beber strategic decisions – Data automaAon and analyAcs

9. About LEAD?

10. Our Purpose and Values
10
With over 40 years of experience, having served a number of large
corporates, we realized that the small to medium scale businesses
need professional help, all the more, to take their business to the
next level. Most of the organizaAons, in this space, need effecAve
guidance and hand-holding to challenge the status quo, but are
reluctant to approach ‘consultants’ because of their cost-benefit
sensiAvity.
LEAD is a journey to help such business owners bridge the gaps and
collaboraAvely work towards achievement of the enAty’s purpose.
Our ameniAes are tailor made, providing innovaAve Advisory and
Training services to business owners, with tools, tacAcs and
strategies to remove obstacles in achieving mulAple growth. Our
soluAons are designed to help business owners work ‘on’ the
business rather than ‘in’ the business.
Our Values
Integrity: while dealing with self, team or clients
Quality: each work should be a masterpiece
Teamwork: collaboraAon, rather than compeAAon
Open communicaAon: fairness and
transparency in internal and external communicaAon
ProacAve: idenAfy potenAal problems and
innovaAve soluAons, rather than react to situaAons
Empathy: feel the pain and prioriAze soluAons
Inspire: lead by example; give more than you get
Ethical: honest and truthful in all the affairs
Client Focus: recommend cost effecAve and
innovaAve soluAons to solve client’s problems
OUR PURPOSE
Help small to medium scale businesses achieve fast and
healthy growth, with leading business pracBces and the
entrepreneurs to achieve balanced business and personal life.

11. Our areas of expertise
11
BUSINESS CONSULTING
² Strategic planning
² Sales & MarkeAng advisory
² Business development and
joint ventures
² OrganizaAon structure
assessment
² People development
BUSINESS PROCESS ADVISORY
² Business process modeling
² Business process Re-
engineering
² Project implementaAon
assistance
² Supply chain assessment
² Cost assessment
² Customer life cycle
assessment
RISK CONSULTING
² Enterprise risk
management
² OperaAonal risk
assessment
² Contract compliance
² Assessment of internal
controls
² Internal audit
TRANSACTION ADVISORY
² Deals and valuaAons
² Due diligence
TRAINING & DEVELOPMENT
² Leadership development
² OperaAonal trainings

12. ProOile of Partners
12
Dheeraj Mirpuri
Co-founder and Managing Partner
Cell : +91 9891700025
: +91 7368990025
Skype : mirpuridheeraj
Email : dheeraj@leadbg.com
A Chartered Accountant, by profession, with over 13 years of post qualifica+on
experience in the areas of Business Consul+ng, Risk Consul+ng, Telecom
Revenue Assurance, Audit and Finance.
Over 9 years of associaAon with ‘Big 4’ consulAng Firms. Wide array of experience
in the Business Process, Risk and TransacAon Advisory domains, having
successfully delivered assignments across India, South Asia and Africa.
A go-geber and a moAvator, having successfully led mulAple engagements and
large teams across conAnents. Key soluAons (delivered simultaneously) include
process modeling, risk assessment, internal control assessment, compliance to
Sarbanes Oxley Act (SOX), customer life cycle assessment and internal audit.
ParAcipated and led a number of global iniAaAves, including Benchmark Reports,
Points of View and Global SoluAons.
Extensive experience in conceptualizing and delivering soluAons for a large
number of marque corporates across Manufacturing, InformaAon Technology
(semi-conductor), AviaAon and TelecommunicaAons sectors.
Commibed to help business owners with strategies and tools to achieve mulAple
growth and negate risks, through implementaAon of structures and processes. The
idea is to help small and medium enterprises develop effecAve operaAng and
governing structures for fast and healthy growth, through skill sets developed over
the years, having been associated with large size enAAes.
Nishant Maroo
Co-founder and Partner
Cell : +61 488 048 870
Skype : nishantmaroo75
Email : info@leadbg.com
maroo.nishant@gmail.com
A serial Entrepreneur leading various businesses in Educa+on, Training and
Business Advisory services.
Over 10 years of experience in the InternaAonal EducaAon Industry as MarkeAng
Director, Business Analyst, Student Recruitment and MigraAon Advisor.
Helped several reputable insAtutes establish their agent networks across the
globe, whilst helping thousands of InternaAonal students to study and migrate to
Australia and New Zealand.
Background and Masters in InformaAon Systems and Masters in Professional
AccounAng; conAnuously demonstrated excepAonal analyAcal capabiliAes with a
focus of surpassing set targets and over delivering every Ame. Developed new
MarkeAng strategies and delivered innovaAve business soluAons and ideas for
overall organizaAonal growth.
Keen interest in quality educaAon and innovaAve in the dynamic training industry,
maximizing opportuniAes to help individuals excel in life and achieve their dreams.
The purpose is to help and touch the lives of people who cross their path through
Aston College (own business).
Deep knowledge and experAse in Strategic Planning, Business growth, InformaAon
Systems and Digital markeAng, with a commitment to help small and medium
scale business owners in their journey as entrepreneurs.

13. Appendix
- Healthcare sector at a glance
- Trends and Strategies

14. Healthcare sector at a glance … opportunities galore
14
Highlights
² Expected to advance at a CAGR of 22.87 percent during 2015–20, to reach USD280 Bn
² Immense scope for enhancing healthcare services penetraAon in India
² Strong fundamentals: Rising income levels, ageing populaAon, growing health
awareness and changing a]tude towards prevenAve healthcare
² Cost advantage: AbracAng paAents from across the world (medical tourism), hub for
R&D owing to low cost of clinical research
² Conducive policies for encouraging FDI (100% allowed), tax benefits, favorable
government policies
² The doctor-to-paAent raAo for rural India, as per the Health Ministry staAsAcs, stands
at 1:30,000, well below the WHO’s recommended 1:1,000
² AddiAonal 3 million beds needed for India to achieve the target of 3 beds per 1,000
people by 2025
² In India, private healthcare accounts for almost 74 percent of the country’s total
healthcare expenditure
² Emergence of telemedicine – Focus of government
q Hospitals
q Pharmaceu+cals
q Diagnos+cs
q Medical equipment &
supplies
q Medical Insurance
q Telemedicine
Market Segments
o Healthcare market size – USD 100 Bn
o 1.96 lacs hospitals, 1.57 lacs Sub-centers
and 3,600 AYUSH hospitals
o Almost 3,000 Blood Banks
o Over 500 Eye Banks
o 190 Govt. Medical Colleges
o 400 Medical Colleges for MBBS
o 215 Private Medical Colleges
o Over 25,000 post graduaAon students p.a.
India Factsheet (2015)
Jharkhand Factsheet (2015)
o 346 AcAve Primary Health Centers
o 3,964 AcAve Sub-centers
o 256 AcAve Community Health Centers
o 24 AcAve District Hospitals
o 13 AcAve Sub-district Hospitals
o 1 Ayurveda Hospital
o 4 Homeopathy Hospitals
Compiled basis IBEF and other market reports

15. Trends & Strategies
15
Trends
² Shi5 from communicable to lifestyle diseases
² Expansion to Aer-II and Aer-III ciAes – substanAal
demand
² Management contracts to provide an addiAonal revenue
stream to hospitals
² Emergence of telemedicine
² Increasing penetraAon of health insurance
² Mobile-based health delivery
² Technological iniAaAves
² Luxury offering
Compiled basis IBEF and other market reports
Strategies
ü Efficient supply chain – Procure high volumes
ü Leveraging on IT to reduce cost
ü DifferenAaAon – focused and specialised services, quality
ü Diversified business approach – Healthcare and Wellness
services under a single brand
ü Leveraging economies of scope to reduce cost (example -
Narayan Hrudayalaya)
o High-volume by high capacity uAlisaAon and staff
producAvity
o Good human capital management (i.e. training)
v Focus on awareness and prevenAve measures
v Targeted campaigns against common epidemics
v Government backed health insurance
v Private parAcipaAon to fill talent gaps
v Establishment of super-speciality hospitals, medical and
nursing colleges and paramedical insAtutes
Jharkhand Govt.’s and CIIs vision for 2022 Porter’s Five Forces Analysis – Healthcare in India
Ø Threat of New Entrants (High)
Ø Bargaining Power of Suppliers (High)
Ø CompeAAve Rivalry (Medium)
Ø Bargaining Power of Customers (Low-moderate)
Ø Threat of SubsAtute Products (Low)

16. Contact
Co-founder & Managing Partner
Cell +91 98917 00025
+91 73689 90025
Skype mirpuridheeraj
Email dheeraj@leadbg.com
mirpuridheeraj@gmail.com
Dheeraj Mirpuri Nishant Maroo
Co-founder and Partner
Cell +61 488 048 870
Skype nishantmaroo75
Email info@leadbg.com
maroo.nishant@gmail.com
This document is made by LEAD Business Growth, a limited liability partnership firm registered in India.
This document highlights some of the crucial aspects of the Healthcare sector, which has immense opportunities
and hurdles, at the same time.
We shall be happy to discuss the subject, in detail, with you.
If you want to know more about us and how we can help you, please write to us and we shall be happy to set up a
call/ meeting.