2. Apollo Hospitals has emerged as Asia’s foremost integrated
healthcare services provider and has a robust presence across the
healthcare ecosystem. The cornerstones of Apollo’s legacy are its
unstinting focus on clinical excellence, affordable costs, modern
technology and forward-looking research & academics. Apollo
Hospitals has championed numerous social initiatives – to cite a few
which assist underprivileged children – 1) SACHi (Save a Child’s Heart
Initiative) 2) SAHI (Society to Aid the Hearing Impaired) 3) CURE
Foundation.
3. Vision
Mission
Objective
Goal
Apollo’s vision for the next phase of
development is to ‘Touch a Billion
Lives’.
Apollo's mission is to bring healthcare of
International standards within the reach of every
individual. They are committed to the
achievement and maintenance of excellence in
education, research and healthcare for the benefit
of humanity
" to make the patient
experience safer and better"
Healthcare Sustainability Growth for
future.
4. BUSINESS
MODEL
DRIVERS
With over 25 years of experience
in setting up hospitals across
India and the world, Apollo is well
placed to identify cities and
towns that are in urgent need of
healthcare facilities and the type
of hospitals and services
required.
6. STRENGTHS
4. Highly qualified and experienced
doctors
• Present across all major
cities of India
2. Strong brand name
3. Amazing Infrastructure and
service
8. OPPORTUNITY
Source: Economic survey 2021-22: page 377
• Increase in public expenditure in Health
sector
2. Underdeveloped
healthcare availability in
india
10. • Increasing Population
• difficult to ensure gender
diversity across all
management levels
• Efficient Financial Markets
• Rising inflation leads to
increase in expense
PESTEL ANALYSIS
• Environment friendly Governance
system
• Supportive policies and rules
• Rising bureaucratic corruption
• Best Infrastructure
• Innovative technological initiatives
• Tele-Emergency units in Himachal
Pradesh
• entered into a PPP with the
Government of Andhra Pradesh to
upgrade urban primary health
centres into electronic urban primary
health centres
• Underdeveloped
healthcare availability
• Increased costs of
healthcare in western
countries
• Employment laws
• Intellectual property laws
• Consumer protection laws
11. Competition Power of supplier
Threat of substitute product
• Limited number of players
• HIghly differentiated products
• Product lacks differentiation
• Substitute products are available
• Customers cannot derive the same utility from
substitute product
• Telemedicine or shifting to other medicine like Ayurveda
or natural care
• If anyone looks as if they’re making a sustained
profit, newcompetitors can come into the
industry easily, reducing profit
• Ex.- Fortis, Max, Escort , WOCKHARDT and
DUNCANS GLENEAGLES INTERNATIONAL
Power of customer
Potential of new entrants
Low
Quite high Quite high
Moderated Low
• Economic/psychological switching
costs for consumers are high
13. Regular modernisation(use of
technology) and R&D and providing medi
care on affordable costs
Focus on organ transplants, cardiac
surgeries for which Apollo has been
famous for Cont. and maintain the
quality established.
14. For Apollo Hospitals to unlock its full
potential and for their consumers to
derive optimum value through their
services, they will continue to focus on
organic and inorganic modes of growth
which include greenfield hospital
developments, and acquisitions and
mergers of existing brownfield healthcare
institutions.
This approach ensures that Apollo
Hospitals further improves its
geographic reach and brings quality
health services within the reach of
every Indian.
16. BCG MATRIX
STARS (FINANCIAL SERVICES,
HUMAN RESOURCE)
DOG (PLASTIC BAG)
The BCG Matrix for Apollo Hospitals will help Apollo
Hospitals in implementing the business level strategies
for its business units. The analysis will first identify
where the strategic business units of Apollo Hospitals
fall within the BCG Matrix for Apollo Hospitals
QUESTION MARK (LOCAL FOOD)
CASH COW (SUPPLY
MANAGEMENT)
20. Operations are driving force
Human Resource i.e. doctors, nurses
and robotics
Hierarchical and divisional structure
Extensive reach across the country
Integrated value chain delivery model
Strategy
System
Structure
Hard
1
2
3
21.
22.
23. Participative
Cooperation rather than competition
Nationwide famous for organ
transplant
Highly specialized and experienced
Advanced surgeries and robotics
Pioneering attitude and Proactive
Involvement
World Class Excellence
Trustworthy spirit and compassionate care
Shared Value
Style
Skills
Soft 1
2
3
26. Corporate
Governance
The basic objective of the corporate
governance policies adopted by the
Company is to attain the highest levels of
transparency, accountability and
integrity. This objective extends not
merely to comply with statutory
requirements but also to go beyond
them by putting into place procedures
and systems, which are in accordance
with the best practices of governance.
Apollo believes that good corporate
governance enhances the trust and
confidence of all the stakeholders. Good
practice in corporate behavior helps to
enhance and maintain public trust in
companies and the stock markets.
27. Corporate
Governance
Apollo Hospitals Enterprise Ltd. has a risk
management model consisting of risk
identification, measurement and
treatment, and reporting. A risk
management committee headed by
managing director oversees risk
management and reports to the board of
directors through the executive
management team.
Typical events monitored are: competitive
intensity and new entrants to the market;
pace of obsolescence of technology and
treatment methods; inflationary pressures
and other factors affecting demand for
our products; increasing costs of materials,
transport and storage; labor shortages and
attrition of key staff including medical
professionals; and increased compliance
and regulatory challenges.
28. PROCESS EVALUATION
KEY PERFORMING AREAS: PARAMETERS:
• clinical professionals
• support personnel
• equipment
• patients
• environment of care
• quality indicators related to clinical processes.
• outcomes and infection control.
• analysis of sentinel events and root cause analysis.
• assessment of the quality of human resource.
• effective utilisation of resources through
implementation of clinical pathways.
