Strategic and Management .

1. Strategic
Management
By - Diksha Sharma
(MBA HM 2nd Year)

2. Table of
Contents
1.Overview
4.SWOT 5.TOWS
7.EFE Matrix
6.IFE Matrix
8.BCG
Matrix
2.Vision and
Mission
3.Strategic
Management
Process

3. Overview
Established in 1953, Holy Family
Hospital, New Delhi is a 345 bedded
multi-specialty hospital run by the
New Delhi Holy Family Hospital
Society and managed by the Delhi
Catholic Archdiocese.
It is registered as charitable Non-
Profit Organisation under the
Societies Registration Act.
This hospital is mainly established to
provide healthcare to all the
sections of the society irrespective
of their financial status.

4. • Customers – Patients
• Service – Healthcare
• Market
• Geographic location – Located in Okhla area of South Delhi
• Catchment area – Hospital serves residents of South Delhi and
nearby area such as Okhla, Jasola, Sarita Vihar, Greater Kailash, New
Friends Colony, and other nearby localities.
• Specialization: Holy Family Hospital is known for providing a range of
medical services, including general healthcare, maternal and child
health services, surgical procedures, and specialty services. The
hospital may attract patients seeking specialized care in these areas
from within its defined market.

5. Vision and
Mission
Mission - "To provide multidimensional comprehensive
medical care to strengthen the preventive, promotive,
curative, emergency and rehabilitative services including
education and training in medical, paramedical and support
facility."
As a Catholic healthcare institution, we commit ourselves to
the values of hospitality, healing, stewardship and respect.
Vision - A New Super Speciality Block which would house
the latest facilities like Comprehensive Oncology Services,
including Radiation Oncology, facilities for Bone Marrow
Transplant and cutting-edge transplant and Neurological
facilities.

6. Date Author Objective Methodology Finding
2017 Varsh Agarwal,
Ganesh l.
Implementing Quality Healthcare Strategies for Improving Service
Delivery at Private Hospitals in India
 Descriptive survey was used.
 Primary data were collected using
semi-structured questionnaire and it
included both quantitative and
qualitative data.
 Pearson’s two-tailed correlation
analysis was done to establish the
relationships between the dependent
and independent variables
 Findings of the study revealed that adoption of different quality
healthcare strategies was effective and enhanced service delivery
provided by the private hospitals in India
2017 Lucilaine Maria
Pascuci, Victor Meyer
Júnior, João Marcelo
Crubellate
Strategic Management in Hospitals: Tensions between the Managerial
and Institutional Lens
They adopted a comparative, qualitative
case study design based on two Brazilian
non-profit hospitals: Hospital Erasto
Gaertner (HEG) and Hospital Pequeno
Príncipe (HPP), both located in Curitiba,
Paraná, Brazil.
Strategy management in pluralistic contexts is a dynamic process in
which organizational and institutional factors play an important role
measured by their outcomes. It encompasses different views of the
environment by agents and the actions of the organization in this
context.
2020 Lior Naamati
Schneider
Strategic management as adaptation to changes in the ecosystems of
public hospitals in Israel
The study used semi-structured in-depth
interviews of key figures in the health
system and managers at various levels in
the hospitals and HMOs included in the
sample
Health market and hospitals in Israel are increasingly adopting
competitive business behaviours. But strategic managerial behavior
has been adopted only in part, and there is a lack of collaboration
between staff and management in defining goals and strategic activity
2007 Usha Manjunath, Bhi
maraya
A. Metri, Shalini Rama
chandran
Quality management in a healthcare organisation: a case of South
Indian hospital
Based on Malcolm Baldrige National
Quality Award (MBNQA) criteria in‐depth
interviews are conducted with the heads
of the departments in the case hospital.
The paper presents the strengths and opportunities for improvement
through MBNQA criteria. The total points scored are 753 out of 1,000
points. This reveals that quality performance of case hospital is of
higher level.
2019 Mukesh Singhal An Analysis of Quality Management Strategies in Indian Hospitals to
Improve Healthcare Systems
Primary and secondary research methods
were used to conduct interviews and
surveys. The descriptive method was used
in this study. Official websites serve as a
source of secondary data, whereas
questionnaires serve as a source of
primary data.
Health care organizations HCOs need to start a new Quality Movement
in order to get the momentum they need to improve health care
service for the whole family.

7. Strategy Management Process
Environmental scanning -
• Demographics – Time to time monitoring of demographic shifts in the catchment area to analyse the
age distribution and disease trends etc.
• Patient need and Preferences - Understand the evolving healthcare needs and preferences of the
local population. This can involve surveys, patient feedback etc.
Strategy Formulation – Strategy of Holy family hospital is to provide quality healthcare services to the
population at affordable prices. It is a non – profit organization so they work only for the benefit of the
society.
Strategy Implementation –By providing the healthcare services at affordable rates Holy Family
Hospital attracts the large number of patients from the weaker section of the society and quality of
care attracts all the sections of the society.
Strategy Evaluation – The quality of the care should be maintained and there should be no negligence
in that, because it is the first duty of any healthcare organisation to provide quality care irrespective of
any circumstances. Regular audits and patient satisfaction surveys are conducted for this purpose.

8. • More than 50 years of experience
in the market
• Charitable Non-Profit
Organisation
• Treatment cost very low as
compared to another
organisation
• Good Reputation
• Experienced staff with 20 – 25
years of experience
• Demographic location
• The waiting area for the GOPD
is relatively small when
considering the number of
patients, it needs to
accommodate.
• Lacks in Teleconsultation
• Longer patient wait time
• Patient Load
• Lack of Technology (QR
system, Teleconsultation etc)
• Technology Adoption in
terms of teleconsultation
and appointment system
• Aging of population
• Very few competition
• Cost effectiveness
• Development of new
expertise
• Reduction in waiting time
of the patients
• High cost of medical
equipment
• Limited financial
resources
• New technological
innovations in the
healthcare market
• Resistance to change
• Changing customer
preferences

9. TOWS Matrix
• Continue to offer cost-effective treatments and use this as
a marketing advantage to attract more patients, especially
as the population ages and healthcare costs rise.
• Utilize your experienced staff to provide high-quality care
and differentiate your organization from competitors in the
market.
• Leverage your strategic location to cater to the needs of the
aging population in your area, potentially becoming the go-
to healthcare provider for this demographic.
• Invest in expanding and improving the waiting
area to reduce patient wait times and enhance
patient satisfaction.
• Implement teleconsultation services to provide
convenience and accessibility to patients,
particularly in light of technological
advancements in healthcare.
• If the organization heavily relies on its good
reputation without actively working to maintain
and improve it, there's a risk of being self-satisfied
• High patient load can lead to decline in quality of
care
• Experienced staff is a strength but if they are
resistant to change it can become a weakness
• Address the issue of longer patient wait
times as it can lead to patient
dissatisfaction and affect your
organization's reputation.
• Seek external funding sources or
financial planning to address resource
limitations.

10. Key Internal Factors
Weight
(0 - 1)
Rating
(1 - 5)
Weighted
Score
Strength More than 50 years of experience in market 0.11 5 0.55
Charitable Non-Profit Organization 0.08 4 0.24
Treatment cost very low as compared to another organization 0.15 5 0.75
GoodReputation 0.1 5 0.5
Experienced staff with 20 – 25 years of experience 0.2 4 0.8
Demographic Location 0.08 5 0.40
Weakness
The waiting areafor the GOPD is relativelysmall when considering the
number of patients, it needsto accommodate.
0.09 3 0.27
Lacksin Teleconsultation 0.05 2 0.10
Longer wait time 0.08 2 0.16
Patient Load 0.03 3 0.09
Lack of technology 0.03 2 0.06
IFE TOTAL 1 3.92
IFE Matrix

11. Key External Factors Weight
(0 - 1)
Ratio
(1 - 5)
Weighted
Score
Opportunitiy Technology Adoption in terms of teleconsultation and appointment system 0.12 4 0.48
Aging of population 0.09 5 0.45
Very Few Competition 0.15 4 0.60
Cost effectiveness 0.1 4 0.4
Development of new expertise 0.18 3 0.54
Reduction in waiting time of patient 0.15 3 0.45
Threat High cost of medical equipment 0.08 2 0.16
Limited financial resources 0.05 2 0.10
New technological innovations in the healthcare market 0.05 3 0.15
Resistance to change 0.02 2 0.04
Changing customer preferences 0.01 3 0.06
EFE Total 1 3.43
EFE Matrix

12. Stars (High Market Share, High Market Growth)
• Good Reputation
• Treatment cost very low as compared to another
organization
• Technology Adoption in terms of teleconsultation and
appointment system
Question Mark (Low Market Share, High Market
Growth)
• Development of new expertise
• Demographic location
Cash Cows (High Market Share, Low Market Growth)
• More than 50 years of experience in the market
• Charitable Non-Profit Organization
• Cost effectiveness
• Reduction in waiting time of the patients
• Very few competition
Dogs (Low Market Share, Low Market Growth)
• Lacks in Teleconsultation
• Longer patient wait time
• Lack of Technology (QR system, Teleconsultation, etc.)
• High cost of medical equipment
• Limited financial resources
• New technological innovations in the healthcare market
• Resistance to change
BCG Matrix

13. Alternative with strategies of the organization
• Focus on expanding your services and facilities in response to the aging
population, using cost-effective methods to manage patient load, waiting
times, and medical equipment costs.
• Develop a comprehensive plan to integrate technology into your healthcare
services, including teleconsultation, QR systems, and appointment systems.
• Strengthen your engagement with the local community to gain support and
funding for expanding your services and improving infrastructure.
• Explore partnerships with other healthcare organizations, charitable entities,
and government agencies to secure additional resources and support.

14. Thank You