A SUMMER TRAINING REPORT ON

CUSTOMER SATISFACTION FROM HOSPITAL SERVICES: STUDY OF FORTIS ESCORTS HOSPITAL

COLLEGE OF BUSINESS STUDIES, AGRA

Submitte t! : M#$ %ite& #' Dube" H$O$D$ *M'&')eme&t F'+u,t"-

Submitte b": S'u#'b( Si&)( MBA .# Sem$ R!,, N!$ /0.1234431

PREFACE The modern age can be called as the Age of Consumers. In ptodays cut-throat competition the consumer is considered as the king. Many policies of arious

organi!ations are aimed at keeping the consumer happy and satisfied. It is ery important for e ery single organi!ation to keep its consumers satisfied in order to maintain its competiti eness in the market. "ot only does this help the organi!ation to maintain the si!e of its share in the market# it might e en help it to increase the si!e of its share. It might also be instrumental in increasing the o erall market si!e. This helps in increasing the o erall profitability of the organi!ation. It also helps the long-term sur i al prospects of the organi!ation. Consumers $hen ie$ed on the macro le el e%hibit similar traits. &o$e er# $hen they take a closer look and come do$n to the micro le el# $e find that the consumers ary as in comparison to one another on one aspect or the other based on a ariety of attributes '(otler# )**+,. This pro-ect co ered the brief understanding about the pri ate hospital industry surrounding the .elhi area# I ha e collected the primary data from the /ortis hospital $hich is one of the best hospital in .elhi and "C0# as the gro$ing concern about the health in the .elhi and "C0 region also to understand $hether the /ortis hospital has targeted the market right or not# I ha e concluded this pro-ect $ith the proper recommendation has been made to that# $hich help another research to do some research assuming of that.

AC5NO6LEDGEMENT

It is essential to ackno$ledge the help recei ed from the people of arious 1uarters. I find myself at a loss as to ho$ to thank them. These $ords are not a formality but a sincere oice of my heart 2 I o$e guidance to all of them. At the onset I $ould like to thank Mr. 3itendra .ubey '&.4... Management /aculty, for pro iding me a $onderful opportunity to $ork on this pro-ect. Their aluable time and guidance $ent a long $ay in helping to make a 1uality $ork out of this pro-ect. I also o$e my regards to my faculty members# $ho has helped me in e ery possible $ay to make this pro-ect a success.

S'u#'b( Si&)( MBA .# Sem R!,,$ N!$ /0.1234431

DECLARATION

I S'u#'b( Si&)( 7tu e&t !8 M$B$A$ .# Sem$ F#!m C!,,e)e !8 Bu7i&e77 Stu ie7 *4.12-, Si9'& #', A)#'$ He#eb" e+,'#e t('t t(i7 :#!;e+t <!#9 !& CUSTOMER SATISFACTION FROM HOSPITAL SERVICES: STUDY OF FORTIS ESCORTS HOSPITAL is my $ork# carried out under the guidance of my company guide. This report# neither in full nor in part# has e er been submitted for a$ard of any other degree either this uni ersity or any other uni ersity.

S'u#'b( Si&)( MBA .# Sem R!,,$ N!$ /0.1234431

COLLEGE OF BUSINESS STUDIES, AGRA

D'te:=====$

Ce#ti8i+'te
This is to certify that M#$ S'u#'b( Si&)(, student of M$B$A$ .# Sem$ &as conducted an empirical research study and prepared this pro-ect report on CUSTOMER SATISFACTION FROM HOSPITAL SERVICES: STUDY OF FORTIS ESCORTS HOSPITAL in the speciali!ation area of Marketing. This pro-ect report is submitted in partial fulfilment of the a$ard of M.5.A. degree of Mahamaya Technical 6ni ersity# "oida. &is $ork is original and authentic.

M#$ %ite& #' Dube" H$O$D$ De:t$ !8 M'&')eme&t

CONTENTS

4b-ecti e of the 7tudy

Introduction ;ision Mission

9-:* :: ::-:)
:+-:<

7cenario of &ealthcare 7ector In India

About /ortis =scorts &ospital ?rice and ?roduct Chart 0e ie$ of @iterature About /ortis &ealthcare 4rgani!ation life cycle Management organi!ation structure at fortis 7pecific en ironment 4rgani!ation structure at fortis 0esearch methodology .ata collection /inding and analysis Conclusion 7uggestion 0ecommendation 7cope of the study Cuestionnaire 5ibliography

:>-)+ )< )>-+9 +A->+ >< >> >B->8 >9-B: B)-B+ B< B>-8B 88 89 8A-9* 9: 9)-9< 9>-9B

OB%ECTIVE OF THE STUDY

My role $as to check the customer perception to$ard the company insurance product and also gi e the recommendation to the marketing manager about the some of the my recommendation $ould be To increase the brand alue company need to ad ertise regularly. /ortis need to be the more ibrant in the ne$ product launch. My second role $ould be to meeting the different financial consultants to understand ho$ they are selling the product to the end customer.

INTRODUCTION
/ortis &ealthcare $as established in :AAB by the promoters of 0anba%y @aboratories# among the $orldDs top :* generic companies# also IndiaDs largest ?arma Company. Integral to the ob-ecti e of creating a $orld class healthcare system is the need to educate and train high Cuality Medical manpo$er in institutions that pro ide a nurturing and enabling en ironment. In pursuit of this ision# /ortis &ealthcare has ery successfully achie ed critical mass and credibility and is no$ $idely recogni!ed as a &ealthcare Institution of e%cellence in the deli ery arena to offer superior ser ices to the community. Ehilst continuing to gro$ and e%cel in &ealthcare deli ery /ortis &ealthcare is no$ putting additional effort to set up Institutions in Medical 2 &ealthcare =ducation $hich $ould include .octors# "urses# Technicians# ?aramedics and &ealthcare Management personnel. /ortis &ospital Mohali $ith 7uper-specialty in &eart $as the first flagship hospital started in )**:. In a short period of last B years /ortis $ith a compliment of :+ hospitals# has achie ed a dominant position in the sector especially in north India. It is today the second largest healthcare pro ider net$ork in the country amongst the pri ate sector players. 7ynonymous $ith the /ortis hallmark of putting the patient at the centre of our endea ors in healthcare deli ery# /ortis proposes a ery similar approach of putting the student at the centre of our thinking $hen it comes to setting up our Medical 2 &ealthcare =ducational Institutions. The centricity of patient and student $ill pre ail at the same time as pro iding the highest stature to their doctors# nurses and other manpo$er $ho $ork in our Institutions. Eith the ac1uisition of
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=scorts &eart Institute 2 0esearch Centre in )**A# /ortis has the uni1ue distinction of being amongst the $orlds largest cardiac care pro iders. Eith four large pro-ects currently under e%ecution and dialogue $ith arious state go ernments for setting up infrastructure for healthcare deli ery and medical 2 healthcare education# /ortis Froup has emerged as the fastest gro$ing healthcare deli ery organi!ation of India. The foray in the arena of medical 2 healthcare education $ill fulfill the 1uest to be an integrated healthcare deli ery organi!ation $hich has been contributed to patient care on one end and out turn of doctors# dentists# nurses# technicians# ?ara-medics and healthcare managers. /ortis Froup comprises of a host of other companies# $hich are primarily in order to associate and allied $ith functions of the healthcare sector. Apart from 0anba%y
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@aboratories @imited# the flagship company of the Froup# the other companies includeG 70@ 0anba%y# Indias largest @aboratory Medicine Company $ith :9 laboratories and >>* collection centers across the entire countryH 0eligare =nterprises# amongst Indias largest financial ser ices pro ider companyH /ortis Clinical 0esearch @imited# /ortis &ealth $orld# $hich has recently launched a string of retail health storesH /ortis &ealth staff $hich trains nurses for o erseas placementH and /ortis Medical 6ni ersity $hich is en isaged to encompass and roll out the educational foray in the arena of medical 2 healthcare education. /ortis Froup o er the last B years has emerged as the second largest health deli ery company of India $ith impeccable 1uality credentials. 7ynonymous to /ortis Froup has been the patient centricity# the hallmark of its e%istence $hich is no$ broadening its hori!ons by making a foray in medical 2 healthcare education $ith a similar commitment to its key stakeholder I Jthe student. In line $ith its commitment# /ortis

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Froup $ill continue to engage $ith the 7tate of 0a-asthan to strengthen and e%pand the healthcare deli ery net$ork# impro e the 1uality of health ser ices and augment medical 2 healthcare education infrastructure for teaching 2 training of 1uality health manpo$er. At /ortis Froup it has been felt that a lot is being done for the people# $ho could afford healthcare# but the unmet need of the underpri ileged community is staring us in the face. Conse1uently# each of the unit of /ortis Froup embarked upon engagement $ith such sections of society in urban slums and rural areas through arious outreach programs to ensure and facilitate deli ery of 1uality health ser ices at their doorstep. This has resulted in to creation of JCentre for Community Initiati es 'CCI, at Corporate to facilitate deli ery of such endea ors in an organi!ed manner on one end and discharge an ad isory role for arious units along $ith co-ordination 2 consolidation of the efforts on the other end.

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Vi7i!& To create a $orld-class integrated healthcare deli ery system in India# entailing the finest medical skills combined $ith compassionate patient care. @ate .r. ?ar inder 7ingh /ounder Chairman# /ortis &ealthcare @td.

Mi77i!& To make 1uality healthcare ser ices $idely a ailable to the community at large. C!#e >',ue7 ;isionG Imbibe and share the ision. IntegrityG @ead through honesty and integrity. 0espectG =arn respect TrustG Fain patient trust. 6nderstandingG Commit to compassion# care and understanding. 4$nG 4$n 1uality e%cellence. 6pholdG 6phold inno ation and continuous impro ement. 7hareG .e elop and share success.

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Net<!#9 The /ortis hospital net$ork is central to the mission of making 1uality healthcare ser ices $idely a ailable to the community at large. Eithin a little o er 9 years# /ortis &ealthcare has gro$n as one of the largest and internationally recogni!ed healthcare chain. /ollo$ing the recent ac1uisition of the =scorts &ealthcare system# the /ortis-=scorts 7ystem today ranks among the largest net$orks in the $orld. The /ortis &ealthcare net$ork encompasses 88 running hospitals 'including :) satelliteKheart command centers, $ith se eral more already in the pipeline. /e$ places at $hich /ortis has its &ospital situated are mentioned belo$ /ortis &ospital# AF0A /ortis &ospital# M4&A@I /ortis &ospital# "4I.A /ortis 3essa 0am &ospital# "=E .=@&I /ortis 0a-an .hall &ospital# ;asant (un-# "=E .=@&I =scorts &eart Institute and 0esearch Centre @imited# "=E .=@&I /ortis =scorts &ospital# /A0I.A5A. /ortis =scorts &ospital# AM0IT7A0 /ortis =scorts &ospital# 0AI?60 /ortis @a /emme# "=E .=@&I

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/ortis =scorts &ospital# 3AI?60 /ortis Malar &ospital# C&=""AI /ortis Modi &ospital# (4TA /ortis 7eshadripuram &ospital# 5="FA@606 /ortis Clini1ue .arne# MA60ITI67

SCENARIO OF HEALTHCARE SECTOR IN INDIA Today &ospital industry is an important component of the alue chain in Indian &ealthcare industry rendering ser ices and recogni!ed as healthcare deli ery segment of the healthcare industry# $hich is gro$ing at an annual rate of :<L.The leaders in the Indian healthcare sector $ill be in a position to pro ide $orld-class ser ices at affordable prices. &ealthcare $ill be accessible to areas that hardly ha e any medical facilities no$ as go ernment plans to in est to de elop health centers in partnership $ith pri ate healthcare companies Indias cost ad antage and e%plosi e gro$th of pri ate hospitals# e1uipped $ith latest technology and skilled healthcare professionals has made it a preferred destination for medical tourism. The go ernment has formulated fa orable policies to promote health tourism. Many corporate hospitals are adopting $orld-class ser ice standards to obtain international accreditations such as 3CI accreditation. Corporate hospitals ha e come a long $ay in India since their start. ?eople no$ a days $hen ha e to use the ser ices of healthcare unit# look at arious parameters before choosing $hich hospitals they $ill get treated or in $hich hospital they $ould
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get their lo ed ones treated. According to reports# the corporate hospital sector of the country is all set to take a$ay a significant share of the tertiary healthcare ser ice business from pri ate healthcare pro iders by the year )*:*. According to the report of the "ational Commission on Macroeconomics and &ealth has estimated the si!e of the pri ate of pri ate healthcare sector in India $ill be $orth 0s. :>B#*** crore by )*:).

;arious corporate hospital brands in India in the present times include fe$ of the follo$ing belo$ mentioned names /ortis &ealthcare @imited Apollo &ospital Froup Eockhardt &ospitals =scorts &ospital Ma% &ealthcare

The Indian healthcare industry accounts for almost 67 M +> billion and is gro$ing at a rate of :<-:>L. According to reports the economic slo$do$n has not had any ma-or impact on corporate hospital.

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ABOUT FORTIS ESCORTS HOSPITAL

= ery entity human or corporate has a hallmark# a signature that identifies it. The /ortis &ealthcare logo defines our ery persona. 4ur =ndea our to achie e

e%cellence in healthcare deli ery# e1ui alent to $orld standards the human alues that go ern e ery facet of our business. The t$o hands that fuse seamlessly $ith a human form# e%press our reassuring approach to healthcare. A constant reminder to all that patient-centric care is fundamental to our ethos. Freen is a color of healing and is symbolic of our steadfast focusG to ensure the health and $ell-being of those $e minister to. And red# e%pressi e of the dynamic !eal $ith $hich $e stri e to make it a reality. The /ortis &ealthcare logo is the indelible assurance that our

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e%pertise $ill al$ays be tempered $ith humanity. They ne er forget that the $ellness of human li es is our raison dDetre. FORTIS ESCORTS HOSPITAL, *FEH%/=&3 is the first amongst the proposed multi super specialty hospitals to be set up in 0a-asthan# $ith the mission to bring 1uality medical care at doorstep. It is en isaged that /=&3 $ill form the integral part of the Medical 2 &ealthcare =ducation &ub proposed in 3aipur 'land for $hich is going to be shortly allotted,. /=&3 $ould position itself as a Multi 7uper-7pecialty &ospital $ith focus on super specialties of Cardiac 7ciences# "eurosciences# 0enal 7ciences and FI .iseases besides the complete range of multi-specialty ser ices in all the disciplines. /=&3 $ill establish itself as an institution that pro ides $orld - class healthcare $ith a high focus on medical e%cellence# compassionate patient care and health education on pre enti e measures. The Multi 7pecialty ser ices include --- Anesthesia Critical Care .ental Cosmetic 2 ?lastic 7urgery .ermatology .iabetes 2 =ndocrinology

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.ietetics ="T Feneral 7urgery Fynecology 2 4bstetrics Internal Medicine 4phthalmology 4rthopedics 2 3oint 0eplacement ?ediatrics 2 "eonatology ?hysiotherapy and ?re enti e &ealth Check ?sychiatry
5

?ulmonary Medicine 0adiology

The 7uper 7pecialty ser ices includes Cardiac 7ciences "eurosciences 0enal 7ciences FI .iseases'Fastro-Intestinal,

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The )< hour ser ices pro ided by /=&3 include Ambulance .ialysis =mergency @aboratory ?harmacy 0adiology

/=&3 also does Community 4utreach programmes $hich are an initiati e to fulfill their corporate social responsibility to$ards the society. Team /=&3 organi!es /ree 4utstation 4?.s /ree Cardiac 2 Multi-7pecialty Camps ?ublic A$areness @ectures Continuous Medical =ducation ?rograms for Medical /raternity Ehether the buyer is satisfied after purchase depends on the products performance in relation to the buyers e%pectations. In general# satisfaction is a persons feelings of pleasure or disappointment resulting from comparing a products percei ed performance in relation to his or her e%pectations. If the performance falls short of
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e%pectations# the customer is dissatisfied. If the performance matches the e%pectations# the customer is satisfied. If the performance e%ceeds e%pectations# the customer is highly satisfied or delighted. The link bet$een customer satisfaction and customer loyalty is not proportional. 7uppose customer satisfaction is rated on a scale from one to fi e. At a ery lo$ le el of customer satisfaction 'le el one,# customers are likely to abandon the company and e en bad mouth it. At le els t$o to four customers are fairly satisfied but still find it easy to s$itch $hen a better offer comes along. At le el fi e# the customer is ery likely to repurchase and e en spread good $ord out of mouth about the company. &igh satisfaction creates an emotional bond $ith the brand or company# not -ust a rational preference. CUSTOMER E?PECTATIONS &o$ do buyers form their e%pectationsN /rom past buying e%periences# friends and associates ad ice# and marketers and competitors information and promises. If marketers raise e%pectations too high# the buyer is likely to be disappointed. &o$e er# if the company sets e%pectations too lo$# it $ont attract enough customers. 7ome of todays most successful companies are raising e%pectations and deli ering performances to match. These companies are aiming for TC7- total customer satisfaction. A customers decision to be loyal or to defect is the sum of many small encounters $ith the company. The key to generating high customer loyalty is to deli er high customer alue. 7o a company must design a competiti ely superior alue

proposition aimed at a specific market segment# backed by a superior alue-deli ery system.
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T(e >',ue :#!:!7iti!& consists of the $hole cluster of benefits the company promises to deli erH it is more than the core positioning of the offering. Ehether the promise is kept depends on the companys ability to manage its alue deli ery

system. The >',ue e,i>e#" 7"7tem includes all the e%periences the customer $ill ha e on the $ay to obtaining and using the offering. Customer satisfaction is a feeling of pleasure or disappointment on the offers percei ed performance in relation to buyers e%pectations. =%pectation is defined as $hat the customer $antsKre1uires from the productKser ice and percei ed performance is the perception of the customer about the productKser ice i.e. e aluation of the productKser ice after using it. 7o perception is $hat the customer actually recei esKgets from the productKser ice. The e aluation is done by comparing the e%pectations $ith the percei ed performance of the productKser ice. Therefore customer satisfaction is a function of percei ed performance and customer e%pectations. Customers $ho are -ust satisfied find it easy to s$itch o er $hen a better offer comes than those $ho are highly satisfied. /or customer focused companies satisfaction is both a goal as $ell as a marketing tool. Ehat a consumer thinks about the product or ser ices offered by a firm can ha e a marked effect on the purchase of its products or ser ices. 7o one of the tasks before the management is to kno$ $hat the consumer e%pect and $hat they are getting in return. 7atisfaction is a -udgment that a product or ser ice feature# or the product or ser ice itself# pro ided 'or is pro iding, a pleasurable le el of consumption-related fulfillment# including le els of under- or o er fulfillment. The e%pectationsdisconfirmation paradigm pro ides the most popular e%planation of consumer satisfaction. &o$e er# and as is occasionally noted# if a customer e%periences

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disconfirmation after consuming a product# future e%pectations regarding the product should be re ised to$ard the performance percei ed by the customer. If e%pectations do not change in the face of disconfirmation# the implication $ould be that the customer did not learn from their consumption e%perience '4li er# :AA8,. MEASURING SATISFACTION Although the customer oriented companies seek to create high customer satisfaction that is not is main goal. If the company increases customer satisfaction by lo$ering its price or increasing its ser ices# the result may be lo$er profits. The company might be able to increase its profitability by means other than increased satisfaction. Also# company has many stakeholders# including employees# dealers# suppliers# and stockholders. 7pending more to increase customer satisfaction might i>e#t7 8u& 7 8#!m i&+#e'7i&) t(e 7'ti78'+ti!& !8 !t(e# :'#t&e#7. 6ltimately# the company must operate on the philosophy that it is trying to deli er a high le el of customer satisfaction sub-ect to e,i>e#i&) '++e:t'b,e ,e>e,7 !8 7'ti78'+ti!& t! t(e !t(e#

7t'9e(!, e#7, )i>e& it7 t!t', #e7!u#+e7. Table describes four methods companies use to track and measuring customer satisfactionG C!m:,'i&t '& 7u))e7ti!& 7"7tem A customer-centered organi!ation makes it easy for customers to register suggestion and complaints. Cu7t!me# S'ti78'+ti!& Su#>e"7 0esponsi e companies measure customer

satisfaction directly by conducting periodic sur eys. Ehile collecting customer satisfaction data# it is also useful to ask additional 1uestions
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to measures repurchase intention and to measure the likelihood or $illingness to recommend the brand to others. G(!7t S(!::i&) Companies can hire people to pose as potential buyers to report on strong and $eak points e%perienced in buying companys and

competitors products. L!7t Cu7t!me# A&',"7i7 Companies should contact customers $ho ha e stopped buying or $ho ha e s$itched to another supplier to learn $hy this happened.

The measurement of customer satisfaction has become ery important for the health care sector also. The concept of customer satisfaction has encouraged the adoption of a marketing culture in the health care sector in both de eloped and de eloping countries. As large numbers of hospitals are opening up and the people are becoming more a$are and conscious of health# great competition has emerged in this industry. 7o to retain their patients hospitals ha e to pro ide better facilitiesKser ices to its customers. ;arious factors that can affect the patients satisfaction include beha ior of doctors# a ailability of speciali!ed doctors# beha ior of medical assistants# 1uality of administration# 1uality of atmosphere# a ailability of modern facilities etc. As gre$ the competition# so gre$ the trend of pro iding better facilities to the customers by the hospitals. In last fe$ years# a plethora of hospitals ha e mushroomed in and around the city. These hospitals are ad ertising hea ily about the speciali!ed treatments pro ided by these hospitals. There are arious hospitals that pro ide speciali!ed treatments for arious diseases. 5ecause of neck to neck
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competition bet$een hospitals customers run to these hospitals for speciali!ed treatments. Interestingly all hospitals claim to ha e a high success rate. They claim to pro ide the best treatment and other essential facilities at reasonable cost and in easy $ay to their customers. 5ut ho$ much of this is true and ho$ many of their claims are myth is not kno$n to ast ma-ority of customers. As competition is increasing# the hospitals are making their best efforts to pro ide 1uality health care ser ices to its customers. They ha e begun practicing a patient satisfaction strategy comprising consumer-oriented plans# policies and practices to genuinely meet the needs of customers. Also# $ith increased a$areness and high e%pectations of the customers hospitals ha e to pro ide them better facilities. ?atients ha e begun to demand high 1uality of ser ices i.e. a consumer oriented approach. These days patients ha e become more a$are about their rights so they $ant they should be better facilities like responding to their 1ueries promptly# friendly en ironment# understanding their problems# a ailability of speciali!ed doctors# maintaining cleanliness# regular repots etc. i.e. pro iding them e ery type of essential facilities. 7o# if the hospitals $ant that their customers must be satisfied# they ha e to pro ide not only better treatment but other facilities also. The current study is focused on e%amining the arious factors related to patient satisfaction $ith the follo$ing specific ob-ecti esG :. To study the customer e%pectations from hospital ser ices. ). To study the customer perception of hospital ser ices. +. To study the degree of satisfaction of customers from hospital ser ices.

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PRICE AND PRODUCT CHART

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LITRATURE REVIE6
Many studies ha e been conducted on the customer satisfaction. An attempt has been made to present in brief# a re ie$ of literature on customer satisfaction in general as $ell as on the customer satisfaction from hospital ser ices. ?riscilla et al ':A9+, proposed a cogniti e model to assess the dynamic aspect of consumer satisfactionK dissatisfaction in consecuti e purchase beha ior. They found that satisfaction has a significant role in mediating intentions and actual beha ior for fi e product classes that $ere analy!ed in the conte%t of a three- stage longitudinal field study. They found that repurchases of a gi en brand is affected by lagged intention# $hereas s$itching beha ior is more sensiti e to dissatisfaction $ith brand consumption. .a id and Eilton':A99, ha e e%tended consumer satisfaction literature by theoretically and empirically e%amining the effect of percei ed performance using a model first proposed by Churchill and 7urprenant# in estigating ho$ attracti e conceptuali!ations of comparison standards and disconfirm capture the satisfaction formation process and e%ploring possible multiple comparison processes in satisfaction formation. They suggest that percei ed performance e%erts direct significant influence on satisfaction in addition to those influences from e%pected performance and sub-ecti e disconfirm. 7aha ':A99, made an attempt to in estigate the interrelationships bet$een -obsatisfaction# life satisfaction# life satisfaction-o er-time and health. The relationship among these four ariables and biographical ariables $ere also e%amined. The study $as conducted o er the nurses in "igeria. The data $as collected from the full time

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employees only because statements about -ob satisfaction and other ariables are different $hen supplied by retirees# part-time nurses. 5olton and .re$ ':AA:, proposed a model of ho$ customers $ith prior e%periences and e%pectations assessed ser ice le els# o erall ser ice 1uality and ser ice alue. They applied the model to residential customers of local telephone ser ices. Their study e%plored ho$ customers integrate their perceptions of a ser ice to form an o erall e aluation of that ser ice. They de eloped a multistage model of determinants of percei ed ser ice 1uality and ser ice alue. The model described ho$ customers e%pectations# perceptions of current performance and disconfirmation e%periences affected their satisfaction or dissatisfaction $ith a ser ice# $hich in turn affected their assessment of ser ice 1uality and alue. 5oulding et al ':AA+, stated that the ser ice 1uality relates to the retention of customers at aggregate le el. The author has offered a conceptual model of the impact of ser ice 1uality on particular beha ior that signal $hether customers remain $ith of defect from a company. The results of the study sho$ strong e idence of their being influenced by ser ice 1uality. The findings also re eal difference in the nature of the ser ice 1uality. Aurora and Malhotra ':AA8, had done a comparati e analysis of the satisfaction le el of customer of public and pri ate sector &ospitals# in order to help the &ospital management to formulate marketing strategies to lure customers to$ards them and hence increase customer base. Fre$al et al had e%panded and integrated prior price percei ed alue models $ithin the conte%t of price comparison ad ertising. More specifically# the conceptual model e%plicates the effects of ad ertised selling and reference prices on buyers internet
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reference prices# perceptions of 1uality# ac1uisition alue# transaction

alue# and

purchase and search intentions. T$o e%perimental studies test the conceptual model. The results across these t$o studies# both indi idually and combined# support the hypothesis that buyers internal reference prices are influenced by both ad ertised selling and reference price as $ell as buyers perception of product 1uality. The authors also find that effect of ad ertised selling price on buyers ac1uisition alue $as mediated by their perceptions of transaction alue. In addition# effects of

percei ed transaction alue on buyers# beha ioral intentions $ere mediated by their ac1uisition alue perceptions. ;oss ':AA9, had e%amined the rule of price# performance and e%pectations to determine satisfaction in ser ice e%change. Ehen price and performance are consistent# e%pectations ha e an assimilation effect on performance and satisfaction -udgmentsH $hen price and performance are inconsistent# e%pectations ha e no effect on performance and satisfaction -udgments. To e%amine these issues authors de elop a contingency model that they estimate using data from a multimedia e%perimental design. The results generally support contingency frame$ork and pro ide empirical support for normati e guidelines that call for creating realistic performance e%pectations and offering money-back ser ice guarantees. Farbarino and 3ohnson ':AAA, analy!e that the relationships of satisfaction# trust and commitment to component satisfaction attitudes and future intentions for the customers of a "e$ Oork off-5road$ay repertory theater company. /or the relational customers ' indi idual ticket buyers and occasional subscribers,# o erall satisfaction is the primary mediating construct bet$een the component attitudes and future intentions and for the high relational customers 'consistent subscribers,# trust

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and commitment# rather than satisfaction# are the mediators bet$een component attitudes and future intentions. 7harma and Chahal ':AAA, had done a study of patient satisfaction in outdoor ser ices of pri ate health care facilities. They had done a sur ey to understand the e%tent of patient satisfaction $ith diagnostic ser ices. They ha e constructed a special instrument for measuring patient satisfaction. The instrument captures the beha ior of doctors and medical assistants# 1uality of administration# and atmospherics. The role of graphic characters like gender# occupation# education# and income is also considered. 5ased on their findings# they also suggested strategic actions for meeting the needs of the patients of pri ate health care sector more effecti ely. In their study pro ided suggestions like becoming more friendly and understanding to the problems of patients# maintaining cleanliness in the units# both internally and e%ternally# pro iding regular report regarding the patients progress $ithout $aiting for them to demand# conducting sur eys to kno$ about the attitude of the patients $ith regard to the employees and adopting patient-oriented policies and procedures. 7imester et al ')***, ha e studied that multinational firm uses sophisticated# state-ofthe-art methods to design and implement customer satisfaction impro ement programs in the 6nited 7tates and 7pain. Their e%periments re eals a comple% and surprising picture that highlights implementation issues# a construct of residual satisfaction not captured by customer needs and the managerial need for combining none1ui alent controls and none1ui alent dependent ariables. 4fir and 7imonson ')**:, in their study found that customer e aluations of 1uality and satisfaction are critical inputs in de elopment of marketing strategies. Fi en the
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increasingly common practice of asking such e aluations# buyers of products and ser ices often kno$ in ad ance that they subse1uently has been asked to pro ide their e aluations. In a series of field and laboratory studies# the authors demonstrate that e%pecting to e aluate leads to less fa orable 1uality and satisfaction e aluations and reduces customers $illingness to purchase and recommend the e aluated ser ices. The negati e bias of e%pected e aluations is obser ed $hen actual 1uality is either lo$ or high# and it persist e en $hen buyers are told e%plicitly to consider both the positi e and negati e aspects. .holakia and Mor$it! ')**), ha e e%amined the scope and persistence of the effect of measuring satisfaction on consumer beha ior o er time. In an e%periment conducted in a financial ser ices setting# they found that measuring satisfaction changes one-time purchase beha ior# changes relational customer beha iors and results in effects that increase for months after$ard and persist e en a year later. Their results raised 1uestions concerning the design# interpretation and ethics in the conduct of applied marketing research studies. 7harma and Chahal ')**+, stated that due to increased a$areness among the people patient satisfaction had become ery important for the hospitals. The authors

e%amined the factors related to patient satisfaction in go ernment outpatient ser ices in India. They said that there are four basic components $hich had impact on the patient satisfaction namely# beha ior of doctors# beha ior of medical assistants# 1uality of atmosphere# and 1uality of administration. They also pro ided strategic actions necessary for meeting the needs of the patients of the go ernment health care sector in de eloping countries.

30

/olkes and ?atrick ')**+, in their study sho$ed con erging e idence of a positi ity effect in customers perceptions about ser ice pro iders. Ehen the customer has little e%perience $ith the ser ice# positi e information about a single employee leads to perception that the firms other ser ice pro iders are positi e to a greater e%tent than negati e information leads to perception that the firms other ser ice pro iders are similarly negati e. /our studies $ere conducted that aried in the amount of information about the ser ice pro ider# the firm# and the ser ice. The positi ity effect $as supported despite differences across studies in methods as $ell as measures. ;ernoer ')**+, had in estigated the different effects of customer relationship perceptions and relationship marketing instruments on customer retention and customer share de elopment o er time. Customer relationship perceptions are considered e aluations of relationship strength and a suppliers offerings# and customer share de elopment is the change in customer share bet$een t$o periods. The results sho$ that affecti e commitment and loyalty programs that pro ide economic incenti es positi ely affect both customer retention and customer share de elopment# $hereas direct mailings influence customer share de elopment. &o$e er# the effect of these ariables is rather small. The results also indicate that firms can use the same strategies to affect customer satisfaction that can ha e impact on both customer retention and customer share de elopment. Anderson et al ')**<, de eloped a theoretical frame$ork that specifies ho$ customer satisfaction affects future customer beha ior and# in turn# the le el# timing# and risk of future cash flo$s. =mpirically# they find a positi e association bet$een customer satisfaction and shareholder across industries and firms. alue. They also find significant ariation

31

0einart! et al ')**<, in their study of Customer 0elationship Management ?rocess had stated that it is ery important for maintaining healthy relations $ith the

customers in order to pro ide them satisfaction. In their study# they ':, conceptuali!e a construct of the C0M process and its dimensions# '), operationali!e and alidate the construct# and '+, empirically

in estigate the organi!ational performance conse1uences of implementing the C0M processes. Their research 1uestions are addressed in t$o cross-sectional studies across four different industries and three countries. The key outcome is a theoretically sound C0M process measure that outlines three key stagesG initiation# maintenance# and termination. &omburg et al ')**A, conducted t$o e%perimental studies 'a lab e%periment and a study in ol ing a real usage e%perience o er time, $hich re eal the e%istence of a strong# positi e impact of customer satisfaction on $illingness to pay and they pro ide support for a nonlinear# functional structure based on disappointment theory. In addition# the second e%amines dynamic aspects of the relationship and pro ides e idence for the stronger impact of cumulati e satisfaction rather than of transactionspecific satisfaction on $illingness to pay. Mithas et al ')**A, e aluates the effect of customer relationship management 'C0M, on customer kno$ledge and customer satisfaction. They analy!e archi al data of a cross-section of 6.7 firms $hich sho$s that the use of C0M applications is positi ely associated $ith impro ed customer kno$ledge and impro ed customer satisfaction. They also found that gains in customer kno$ledge are enhanced $hen firms share their customer related information $ith their supply chain partners.

32

Fustafson et al ')**A, in their study of telecommunications ser ices e%amine the effect of customer satisfaction# affecti e commitment# and calculati e commitment on retention and the potential for situational conditions to moderate the satisfactionretention relationship. Their results support consistent effects of customer satisfaction# calculati e commitment and prior-churn on retention. Fruca and 0ego ')**A, strengthen the chain of effects that link customer satisfaction to shareholder alue by establishing the link bet$een satisfaction and t$o alue of the firm to

characteristics of future cash flo$s that determine the

shareholdersG gro$th and stability. 5y using the longitudinal American Customer 7atisfaction inde% and C4M?67TAT data and hierarchical 5ayesian estimation they found that satisfaction creates shareholder alue by increasing future cash flo$

gro$th and reducing its ariability. They also test the stability of findings across se eral firm and industry characteristics and assess the robustness of the results using multi-measure and multi-method estimation Thompson ')**A, in his study had sho$n that consumers often mis-udge their health risks o$ing to a number of $ell-documented cogniti e biases. These studies assume that consumers ha e trust in the e%pert systems that culturally define safe and risky beha iors. Conse1uently# this research stream does not address choice situations $here consumers ha e refle%i e doubts to$ard pre ailing e%pert risk assessments and gra itate to$ard alternati e model of risk reductions. This study e%plores ho$ dissident health risk perceptions are culturally constructed in the natural childbirth community# internali!ed by consumers as a compelling structure of feeling# and enacted through choices that intentionally run counter to orthodo% medical risk management norms. &ospital industry is an important component of the

33

alue chain in Indian &ospital industry rendering ser ices and recogni!ed as &ospital deli ery segment of the &ospital industry# $hich is gro$ing at an annual rate of :<L. The si!e of the Indian &ospital industry is estimated at 0s. :#8:8 billion in )**8. It is estimated to gro$ by )*:) to 0s. +#:B+ billion at :+L CAF0. The pri ate sector accounts for nearly 9*L of the &ospital market# $hile public e%penditure accounts for )*L. The country had : >#+A+ ')**A, hospitals# $hich had 9.8> lakh hospital beds. According to the E&4 report# India needs to add 9*#*** hospital beds each year for the ne%t fi e years to meet the demands of its gro$ing population. "e$found prosperity of many Indian households is spurring demand for high-1uality medical care# transforming the &ospital deli ery sector into a profitable industry. Medial tourism is changing the face of traditional &ospital industry in India. Indias e%cellence in the field of modern medicine and its ancient methods of physical and spiritual $ellbeing make it the most fa orable destination for good health and peaceful li ing. Indias cost ad antage and e%plosi e gro$th of pri ate hospitals# e1uipped $ith latest technology and skilled &ospital professionals has made it a preferred destination for &ospital 7er ices. According to Ministry of Commerce and Industry# Indian &ospital 7er ices that $as alued at 67M+>* million in )*:*# is estimated to gro$ into a 67M) billion industry by )*:). The abo e background initiated need for a comprehensi e Industry Insight on &ospital industry. 4 er ie$ of the hospital industry in India $ith a brief preamble of global &ospital and hospital industry is discussed in the beginning along $ith its classification according to its ob-ecti e# o$nership and system of medicine. Application of technology# gro$th dri ers# issues and challenges# regulatory en ironment and most importantly 1uality control and accreditation are discussed. The report has been useful for arious international in estors interested in hospital
34

industry in India# entrepreneurs for setting up hospitals or hospitals in e%pansion mode# other components. 4f a alue chain in &ospital contemplating to enter &ospital deli ery# &ospitali!ing sector and students enrolled in &ospital management. India perhaps is one of the most attracti e destinations for the &ospital and medical businesses. Indian &ospital industry si!e is o er 67M)+ billion and gro$ing at :9L per annum. The increase in lifestyle diseases# phenomenal gro$th in an income le els# +** million strong middle class# increase in educational le els# and increase in go ernment# pri ate 2 insurance dri en spending are the key reasons of gro$th of the Indian &ospital industry. @arge number of foreign and Indian pri ate &ospital# pharmaceutical# biotechnology# clinical research# diagnostic and other medical companies are increasing their in estments and e%panding operations. 7e eral international medical e1uipment and ser ices companies are focusing on Indias strategy. @arge groups of companies from 6.7.# 6.(.# Canada# Italy# 3apan# and Australia ha e recently isited India to

strengthen their presence in India or e%plore ne$ opportunities. ?ublic ?ri ate 7ector opportunities are increasing. 5usiness opportunities for the international companies are there in Clinical 0esearch# ?harmaceuticals 2 /ood 7upplements# 5iotechnology# &ospitals for Tertiary 2 7econdary Care# Clinical @aboratories# Imaging# .iagnostic Centers# ?harmacy Chains# Telemedicine# Mobile and &ome Care# 5iotechnology# Training 2 =ducation 4pportunities# (no$ledge 2 5usiness ?rocess 4utsourcing 'Medical Eriting# ?harmaco igilance# Insurance# &ospital ?rocesses and other areas,# &ospital Information Technology# &ospital 7er ices# Medical =1uipment# Instrumentation# Consumables# 7peciali!ed Consulting 7er ices# &ospital Administration 2
35

Management# &ospital ?lacement 7er ices '"ursing and other trained staff,# Cuality AccreditationsKCertifications# 7peciali!ed Marketing 2 ?romotions and Medical ?ublicationsKMedical Eriting. Medians has e%tensi e e%perience in pro iding India entry strategy and support ser ices to the large number of foreign companies# and ha e e%perience at the top management le el $ith both Indian and foreign &ospital companies. Medians offers a $ide range of business strategy# market entry ser ices and on ground support# de eloping ne$ business opportunities# competitor strategies# 1ualitati e 2 1uantitati e market research# partner search# arranging isit programs and focused business missions# $orking $ith federal and state go ernments on de eloping ne$ ?ublic ?ri ate ?artnership opportunities# legal and regulatory affairs# ad ice# identify and negotiate a real estate for offices or facilities# pro iding information on suppliers# recruitment and training# pro iding temporary office and secretarial support# booking of hotels 2 transport# accompanying to business meetings and se eral other ser ices $hich $ould be e%tremely useful and sa e your time and resources. The rate of gro$th of the health care industry in India is mo ing ahead neck to neck $ith the pharmaceutical industry and the soft$are industry of the country. Much has been said and done in the health care sector for bringing about impro ement. Till date# appro%imately :)L of the scope offered by the health care industry in India has been tapped. The health care industry in India is reckoned to be the engine of the economy in the years to come. &ealth care industry in India is $orth M:8 billion and is anticipated to gro$ by :+L e ery year. The health care sector encompasses health care instruments# health care in the retail market# hospitals enrolled to the hospital net$orks etc.

36

&ealth care industry in India and the F.? or gross domestic productG =%penses incurred by the Indian Fo ernment on health care is the highest amongst de eloping countries. IndiaDs e%penses on health care sector comprise >.)>L of the F.?. Chances are that the health care market could e%perience a hike and attain a figure ranging M>+ to M8+ billion fi e years henceforth. This in turn $ill reflect an increase in the gross domestic product to B.)L F.?. The health care industry in India earns re enues accounting for >.)L of gross domestic product. =mployment opportunities are pro ided to as many as < million people in the health care segment or other related sectors catering to the health care industry in India in some $ay or the other. 4$ing to the ast differences in medical e%penses in $estern countries and that of India# India has become one of the fa orites for health care treatments. .ue to the progressi e nature of the health care sector in India# se eral foreign companies are intending to in est in the country. &ospital Infrastructure India '&II,# to be held from 8 I A .ecember )*:* at the 5ombay =%hibition Centre in Mumbai# is organi!ed by II0 =%hibitions India. It is part of Informal ?lc.# a leading international organi!er of e%hibitions and conferences# $ith e%perience in organi!ing some of the $orlds largest medical e ents including Arab &ealth and &ospital 5uild series. &II aims to pro ide e%hibitors $ith a $orld class professional e%hibition e%perience here in India. @eading hospitals such as /ortis# &indu-a# &iranandani and @ila ati hospitals ha e partnered and fully supported the e ent. &II )*:* has also recei ed strong support from the key trade associations including 5iomedical =ngineering 7ociety of India '5=7=I,# /ederation of &ospital Administrations '/&A,# Indian 7ociety of &ospital Easte Management 'I7&EM,# Indian Association of 7tructural =ngineers 'IA7=,#

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The American Academy of &ospital Interior .esigners 'AA&I.,# the Indian Institute of Architects 'IIA,# The American Academy of &ospital Interior .esigners 'AA&I., and "ational Accreditation 5oard for &ospitals 2 &ospital ?ro iders '"A5&,. The e ent has also garnered participation 2 interest from important Indian and international companies including Chempharm# @2T# 7chneider# FM? India# &(7 2 TA&?I co ering the entire gamut of hospital infrastructure# design# IT# planning and e1uipment. Country representations at this stage include 67# 6(# Canada# (orea# Tai$an and Australia. /ortis are delighted $ith the support from key associations# industry players and the foremost authorities from the &ospital sector from India and abroad. India has urgent re1uirements to upgrade its hospital infrastructure as $ell as build ne$ hospitals to meet the gro$ing demand. To achie e this# access is needed to a broad range of products# ser ices and technologies. &II is designed to be a key link in facilitating that ob-ecti e# said Furu ?rasad# Froup =%hibitions .irector of II0 =%hibitions India. The industry support reinforces the need in India for a platform for &ospital Infrastructure industry $hich has been ideal for the con ergence of the latest technology and business opportunities in this realm. .r. ;i ek .esai of one of Indias leading &ospital consultancy firm &47MAC confirms the industry feelings to$ards this e ent# &ospital Infrastructure India has been the perfect platform for all di erse players in the &ospital industry to sho$case their products and ser ices. =ntrepreneurs and health pro iders ha e been find this a uni1ue destination to net$ork and connect for future gro$th. &47MAC has been the kno$ledge partner for &II )*:*. The + day e%hibition has been complemented by a series of seminars# $orkshops and an international technical conference. The conference has been

38

co ered

ital issues connected to hospital infrastructure such as design and

construction of green hospitals# latest trends in specialty 2 facility design as $ell as pro-ect financing options aimed to pro ide hospital professionals $ith an opportunity to learn about the ne$est trends and technologies and its applicability in the region. Eith our global e%pertise# support from key associations 2 industry coupled $ith positi e industry trends# &II has all the right ingredients to become the industry platform for Indias &ospital industry. 0ising costs# e%panding market demand# and increasing customer dissatisfaction $ill characteri!e &ospital in this decade and help redefine the roles of patients# pro iders and payers. 7imply put# &ospital organi!ations face a gro$ing imbalance of supply and demand. 4n the demand side is a large population of aging patients in deteriorating health $ho demand more ser ices# pharmaceuticals# and medical breakthroughs. The supply side# ho$e er# is hampered by a shrinking pool of in estment capital# a shortage of $illing caregi ers# and aging physical plants straining under the current olume of patients.

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ABOUT FORTIS HEALTHCARE

/ortis &ealthcare @imited# a leading healthcare organi!ation in India has a ision of Pcreating a $orld-class integrated healthcare deli ery system in India# entailing the finest medical skills combined $ith compassionate patient careP. /ortis &ealthcare @imited is one of the leading chains of &ospitals and a leader in healthcare consultancy in India $hich is benchmarked to International standards - achie ing 1uality through the relentless adherence to the protocols obser ed in some of the $orldDs leading hospitals. In line $ith its gro$th strategy and $ith the recent ac1uisition of the E7+!#t7 He'#t I&7titute @ Re7e'#+( Ce&t#e# /ortis &ealthcare has taken its total operational hospital strength to 33 (!7:it',7 *i&+,u i&) /0 7'te,,iteA(e'#t +!mm'& +e&te#7-$ The /ortis &ealthcare group has progressi e plans to change the healthcare deli ery landscape in India by being the premier healthcare pro ider in the region dri en by 1uality and most importantly Ppatient-centricityP. @eading healthcare group in India matching international standard /irst hospital opened in :AAA at Mohali &allmark is patient-centricity approach At present it has )) hospitals and )#>** beds.

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The /ortis &ealthcare group belie es in creating# sustaining and gro$ing successful businesses based on 1uality products and ser icesH alue to customers and

shareholdersH partnership $ith employees and other stakeholdersH ethical practices and good corporate citi!enship. U&i>e#7', C'u7e7 The /ortis &ealthcare group is committed to fostering the uni ersal causes of =n ironmental ?rotection# &uman 0ights and &ealth for all. A /ortis &ealthcare group Company shall stri e to contribute acti ely to these causes $here possible and# minimally# shall ensure that no sphere of its acti ity impacts detrimentally upon any of these causes. N'ti!&', I&te#e7t7 A /ortis &ealthcare group Company is committed to contribute to the economic and social de elopment of India and other countries in $hich it operates. It shall stri e to align its acti ities to the economic de elopment and foreign policies# ob-ecti es and priorities of the nations go ernment and conduct its business affairs $ithin the legal and statutory frame$ork. The company $ill respect the socio-cultural and religious mores of the country in $hich it operates. P!,iti+', N!&BA,i)&me&t The /ortis &ealthcare group is committed to and shall support a functioning democratic system in India. A /ortis &ealthcare group Company shall not# directly or indirectly# support any specific political party or candidate for political office.

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C!mmu&it" Se#>i+e A /ortis &ealthcare group Company shall acti ely engage in# and contribute to# impro ing the 1uality of life of people in the communities in $hich it operates# through specifically identifies initiati es. It shall also encourage and support olunteer acti ities for community ser ice by its employees. I& u7t#ie7 De>e,!:me&t The /ortis &ealthcare group shall acti ely engage $ith policy makers and industry associations to$ards de eloping the regulatory frame$ork of the industry# establishing 1uality benchmarks for products and ser ices and promoting ethical business and trade practices. S('#e(!, e#7 A /ortis &ealthcare group Company is committed to enhance shareholder alue. The company shall comply $ith all regulations and la$s that go ern shareholders rights. The board of directors of the company shall duly and fairly inform its shareholders about all rele ant aspects of the companys business. Cu7t!me#7 A /ortis &ealthcare group Company shall position the customer as the central focus of all its business acti ities and pro iding alue to customers as its central premise. It shall pro ide high 1uality products and ser ices to$ards meeting identified needs and re1uirements of its customers and stri e to continually upgrade the benchmarks of customer alue and e%perience. A /ortis &ealthcare group Company shall adhere to

42

the highest standards of legal and ethical beha ior in creating and de eloping its relationships $ith customers. Em:,!"ee7 The /ortis &ealthcare group recogni!es its people as the key source and dri ers of its endea ors. It is committed to upholding its core &0 alues in all dealings $ith employees and other significant associates I human dignity# respect# trust and empo$erment.

A /ortis &ealthcare group Company shall be an e1ual opportunity employer# $ith merit being the prime consideration in both recruitment and ad ancement# and $ill not discriminate on the basis of race# caste# religion or se%. It $ill be an affirmati e action employer and $ill acti ely foster di ersity in employment. A /ortis &ealthcare Froup Company shall demand# demonstrate and promote professional beha ior and respectful treatment of all employees. A /ortis &ealthcare group Company shall pro ide a safe# healthy# gender-unbiased and supporti e $ork en ironment to its employees# free from any type of harassment# se%ual or other$ise# physical or erbal abuse or intimidation. A /ortis &ealthcare group Company shall base its &0 management systems and processes on the alue of meritocracy# e1uity# ob-ecti ity# team$ork# collaboration and empo$erment. The /ortis &ealthcare group shall pro ide opportunities for# and support employees in e%ploring# de eloping and utili!ing their potential and ac1uiring ne$ kno$ledge and skills.

43

The /ortis &ealthcare group encourages and supports its employees in follo$ing the code of conduct laid do$n by their professional associations and accrediting agencies.

Su::,ie#7 The /ortis &ealthcare group recogni!es that suppliers are important contributors to its business acti ities and is committed to partnering suppliers in mutually beneficial and respectful relationships. A /ortis &ealthcare group Company shall comply $ith agreements and conditions of engagement $ith suppliers# in letter and spirit. G!>e#&me&t A)e&+ie7 A /ortis &ealthcare group Company and its employees shall not offer or gi e any company funds or properly as donation to any go ernment agencies or their representati es# directly or through intermediaries# in order to obtain a fa orable decision in any matter. E&>i#!&me&t The /ortis &ealthcare group belie es in sustainable de elopment and is committed to best practices in en ironmental mattersH A /ortis &ealthcare Froup Company shall comply $ith all applicable en ironmental la$s and regulations in conducting its business affairs. It shall pre ent $asteful use of natural resources and minimi!e any ha!ardous impact of de elopment# production# use and disposal of its products and ser ices on the en ironment. He',t( '& S'8et"

44

The /ortis &ealthcare group attaches great importance to a healthy and safe $ork en ironment. A /ortis &ealthcare group Company shall pro ide good physical $orking conditions and encourage high standards of hygiene and housekeeping. The company shall ensure training of employees to increase safety a$areness and adoption of safe $orking practices to pre ent $orkplace accidents and minimi!e occupational health ha!ards. Re,'te C!m:'&" T#'&7'+ti!&7 @ C!!:e#'ti!& <it(i& t(e G#!u: A /ortis &ealthcare group Company shall cooperate $ith other companies $ithin the group by sharing physical assets# human resources and kno$ledge# $here possible# $ithout ad ersely affecting its o$n business interests. A /ortis &ealthcare group Company shall fi e preferences to another /ortis &ealthcare company in the procurement of products and ser ices on market competiti e terms.

A,i)&i&) 6!#9 S"7tem7 @ P#!+e77e7 It is the responsibility of the Chief =%ecuti e of each business to ensure that the Code of Conduct is appropriately communicated and propagated in their businesses# and that policy# systems and processes in all areas of their operations reflect and reinforce the guiding principles. The directors# management and employees of the company# though their personal conduct# shape and con ey the culture and tone of the company and its professional pursuits. It is e%pected that each member of the /ortis &ealthcare group shall constantly reinforce the stated alues of the organi!ation in their beha ior and

actions# in both internal and e%ternal interactions. Bu7i&e77 <it( I&te)#it"

45

=mployees are e%pected to carry out companys business $ith professionalism# honesty and integrity# displaying high moral standards and ethical business practices# and $ithout in any manner# compromising the interests of the company or group.

C!&8,i+t O8 I&te#e7t A /ortis &ealthcare employee shall not engage in any business# relationship or acti ity# $hich may potentially conflict $ith the interest of his company or the Froup# $ithout prior permission from the management. This $ould include but not be limited to concurrent employmentH business relationships $ith

suppliersKcustomersH employing relati es or introducing them for employmentH engaging in business $ith relati es or introducing relati es for business relationshipsH financial in estment $ith an actual or potential competitor# supplier# customer or other Cu7t!me#7 =mployees shall al$ays keep the interests of the customers in the forefront of their acti ities and gi e them top priority. They are e%pected to interact $ith customers $ith a high degree of respect and in the spirit of ser ices. =mployees shall not acceptKgi e any gifts# monetary or non-monetary# fromKto customers. Su::,ie#7 =mployees are e%pected to ensure that the interests of the company are maintained in terms of 1uality of products# ser ices and competiti eness of prices and terms offered by suppliers. business associate.

46

=mployees shall ensure that the companys interests are ne er compromised in dealing $ith suppliers and $ill not accept gifts# other than those of a commemorati e nature# or any gratuity# payments# commissions or benefits in kind from suppliers. P#!te+ti!& !8 C!&8i e&ti', I&8!#m'ti!& =mployees shall not disclose or use any confidential information gained in the course of association $ith the company# for personal gain or for the ad antage of any other person. "o information shall be pro ided to the press# other publicity media or any other e%ternal agency# formally or informally# e%pect $ithin appro ed policies. Pub,i+ Re:#e7e&t'ti!& "o employee# e%pect specifically authori!ed directors and employees# shall interface $ith the media and other public constituencies# such as the financial community and shareholders# or disclose any information pertaining to the business affairs of the company# to any e%ternal agency. Te'm 6!#9i&) =mployees are e%pected to cooperate $ith their colleagues and $ork together cohesi ely and supporti ely# to$ards deli ering re1uired performance and achie ing organi!ational goals. 6!#9:,'+e Be('>i!# =mployees shall ensure that their beha ior at $ork is aligned $ith the /ortis &ealthcare alues and they conduct themsel es $ith discipline and decorumH e%hibit respect for others in their dealingsH and do not sub-ect any employee# associate# customer# supplier or isitor to any harassment# se%ual or other$ise# erbal or

physical abuse or intimidation.

47

Re,'ti!&7(i:7 <it( C!,,e')ue7 It is e%pected that employees shall not allo$ any personal relationships $ith colleagues to impact their $ork related decisions# manifest in unacceptable conduct in the $orkplace andKor during $orking hours# or result in misuse of company facilities or benefits. A (e#e&+e t! C! e !8 C!& u+t It is e%pected that all employees $ill adhere to and promote the /ortis &ealthcare code of Conduct# in letter and spirit# and $ill be committed to building up the image# reputation and business of the company and the group. Any instance of non-adherence to# or potential iolation of# the Code should be brought to the attention of the immediate reporting superior or nominated authority and shall be addressed appropriately.

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F!#ti7 O:e#'ti!&', M'&')eme&t '& St#u+tu#e The /ortis hospital net$ork $as based on a hub and spoke model $ith multispecialty spoke hospitals pro iding comprehensi e health care ser ices and hub hospitals $ith sub specialty ser ices in one or more areas. This model helped /ortis pro ide comprehensi e health care ser ices from $ithin its o$n net$ork to a large geographical area. To make optimal use of the intra-net$ork referral model# the number of patients referred for surgeries from $ithin the net$ork ersus those $ho came from outside $ere constantly monitored. /ortis hospital ser ices prices $ere among the highest in India. /ortis -ustified the higher prices by noting its large in estments in infrastructure# e1uipment# nursing facilities# and prominent doctors $ith high salaries. The price of procedures at subspecialty hospitals $as higher than the spoke hospitals. /ortis bundled ser ices at hospitals as ?ackages# a single charge for a range of ser ices associated $ith a diagnosis# including e%aminations# common tests# room charges and procedure costs. /ortis refined many hospital protocols imported from the $est for the Indian market. /or e%ample# a typical Indian patient checked in accompanied by three to four attendants and this number sometimes gre$ to :* to )* for patients from rural

49

backgrounds. /ortis ensured that the higher number of patient attendants $as factored in hospital design and $orkflo$s. It also accommodated cultural practices $hich aried dramatically across the country. The hospitals pro isioned for prayer rooms for different communities at different sites.

F!#ti7C Hum'& Re7!u#+e P!,i+ie7 /ortis considered the recruitment and retention of highly skilled doctors# nurses and other personnel its top priority. The staff at hospitals operated and managed by /ortis $as compensated by the respecti e hospital o$ners. At its o$ned hospitals# /ortis hired reputed physicians at abo e-market salaries to access the patient roster and increase the companys standing in the industry. Cultural fit $as also used as selection criterion in the inter ie$ process. All specialists and most general practitioners $ere compensated on a salary plus incenti e basis. They $orked across the net$ork hospitals# depending on demand. The physicians $ho practiced e%clusi ely $ithin the /ortis net$ork earned a guaranteed income and had predictable $orking hours. They could also pro ide better continuum of care to patients# and had more time for resource de elopment and research. Although /ortis paid more in salary costs during the initial years# it hoped to lo$er personnel costs in the future as physicians practices e%panded. /ortis outsourced housekeeping# security# grounds maintenance and arious other medical support ser ices.

50

In most cases# /ortis replaced the physician-led management of ac1uired hospitals $ith professional managers. This practice sometimes disturbed the po$er structure $ithin the hospitals# creating friction bet$een physicians and managers. A senior cardiologist at the recently ac1uired =scorts heart hospital remarked# /ortis management is generating ill-$ill amongst the physicians# some of $hom are the best in the country. They o errule the decisions of senior surgeons and introduce policies $ithout consulting the physicians. To address such concerns# the &uman 0esources departments of /ortis group hospitals focused on balancing business re1uirements $ith the moti ational concerns of the physicians.

Compensation of physicians aried significantly# depending on seniority# specialty# reputation and demand for their ser ices. /ortis had de eloped a formula to calculate the ariable component of salary# $hich factored success rate of arious procedures# patient referrals# and rapport $ith patients# administrati e responsibilities and publications. Though /ortis encouraged physicians to conduct research# it had not de eloped a clear model to compensate for the time. The physicians in non-core specialty areas# such as dentistry and ophthalmology# and in multi-specialty practices# $ere permitted to maintain their o$n separate pri ate practices and to consult at other hospitals. They $ere compensated on a fee-for-ser ice or re enue-sharing basis.

/ortis salaries $ere considerably higher than the national a erage. The salaries of the most senior consultants ranged from 67M:**#*** to 67MB**#***. In comparison the salaries for a physician trained in internal medicine in an a erage Indian hospital
51

$ere in the range of 67M:*#***I67M:>#*** post residency and for specialists $ith fello$ship training in medical sub-specialties in the range of 67M:)#***I67M)*#***. The hospitals e%pected the high-paying physicians to generate re enues to -ustify their pay packages.

M'#9eti&) '& B#'& i&) 6nder the guiding hand of 0anba%y# /ortis understood the importance of creating a specific and strong brand identity. /ortis hoped that its message of 1uality $ould help o ercome the contro ersy bet$een pri ate primary care practices in the community and hospitals around kickbacks for referrals. The patient referral system in India $as similar to other countries and relied on referrals from the family doctor to specialists or directly to a hospital if the patients needed a procedure. ?atients fre1uently conferred $ith friends# family members and other doctors before they chose a hospital. Those $ho $ere Internet sa y read about their condition and identified the best physicians and hospitals. To aid in physician retention# /ortis conducted Continuing Medical =ducation 'CM=, programs. It

reimbursed the physicians for any participation fees but did not compensate them for the time spent on non-clinical acti ities. In )**B# /ortis physicians participated in o er <** CM=s.

52

C!m:etiti!& The ma-or competitors of /ortis $ere the for-profit hospitals in "orth India# including the nation$ide chain of Apollo hospitals# and regional operators like Ma% &ealthcare. /ortis also competed $ith hospitals o$ned by go ernment agencies or nonprofit trusts# such as the ?ost Fraduate Institute# All Indian Institute of Medical 7ciences# and hospitals affiliated $ith medical schools. As /ortis e%panded into the rest of India# it e%pected to face competition from established local players. A large number of pri ate hospital groups from 7ingapore# 6nited 7tates and Australia $ere also planning hospitals in India. Eith a gro$ing demand for health care ser ices by local Indian population# most market participants felt that there $as enough room for gro$th by addressing the domestic market. To build a national brand# the hospitals -ointly created the Indian &ealth Care /ederation $hose agenda $as to establish national benchmarks by sharing clinical outcomes information among all the member hospitals.

53

O#)'&iD'ti!& E88e+ti>e&e77 P#! u+ti>it" '& :#!8it "et ?rofit for the year ended +:st March )**9 $as 0s 88.>B @ac ?rofitability ratio is a healthy )B percent 4ccupancy rate 8*-9* L Cuality Eealth of medical e%pertise $ith the finest talent amongst doctors# nurses# technicians and management professionals 6tili!ation of en ironment @ocated in best of residential locations

E>',u'ti!& b" eEte#&', e&titie7 /inancial audits are conducted e ery year by e%ternal auditors I74 A**:G)*** certified by International Certification 7er ices @imited =mphasis on Training and .e elopment "e$ -oiners go through an initial training program /ortis training centers are also used Community outreach programs for senior citi!ens named Arokya# (ids 2 Teens

54

O#)'&iD'ti!& Li8e C"+,e

55

M'&')eme&t O#)'&iD'ti!& St#u+tu#e 't F!#ti7

Managing Director
Chief Executive Officer President Strategy and Organizational Development

Chief Financial Officer

President Medical Strategy and uality

56

S:e+i8i+ E&>i#!&me&t

57

A::,"i&) 7t#'te)i+ F C!&7titue&+ie7 '::#!'+( S('#e(!, e#7G ?rofit margins of )B percent D!+t!#7 '& opportunities P'tie&t7G Multi-specialty# Cuality 7er ice C!mmu&it"G ;arious community outreach programs G!>e#&me&tG Transparent in operations Ab!ut F!#ti7 N!i ' The /ortis &ospital at "oida# near .elhi# is a centre of e%cellence in 4rthopedics and "euroscience $ith additional focus on Cardiac 7ciences# Minimally Access 7urgery and 4ncology. A mi&i7t#'ti>e St'88G Competiti e remuneration# @earning

58

The second mega hub hospital# in the /ortis &ealthcare group# it caters to the special needs of patients and their families. The hospital has been designed and de eloped to deli er patient care $ith ma%imum ease $armth and effecti eness. SiDe Medium-si!ed organi!ation "o apparent change in si!e# after /ortis deal :8 departments +**-bed facility )>B full-time staff Eorkforce di ided into department heads and teams O#)'&iD'ti!& St#u+tu#e 't F!#ti7

59

Q &(- &ouse (eeping

60

Q /25 I /ood and 5e erages St#u+tu#e +'& be '&',"De !& 8!,,!<i&) ime&7i!&7 Le>e, !8 +!m:,eEit" Ce&t#',iD'ti!& F!#m',iD'ti!& C!m:,eEit" H!#iD!&t', Di88e#e&ti'ti!& +8 Medical departments co ering the entire breadth of medical specialties B other departments '&0# /inance# Marketing and 7ales# Materials# =ngineering and "ursing, 7ocial 7peciali!ation I .octors /unctional 7peciali!ation I "urses# Technicians ;ertical differentiation + le els of &ierarchy :. ). +. Ronal .irector &ead of .epartments of all <+ departments Teams under each department

Eide span of control

61

Ce&t#',iD'ti!& All departments are controlled by &ead of .epartments &eads report to Ronal .irector Autonomy for each indi idual in the organi!ation is limited /inancially I &ighly Centrali!ed /unctionally I Moderately .ecentrali!ed F!#m',iD'ti!& 7tandard operating procedures &igh le el of standardi!ation for administrati e tasks @o$ le el formali!ation for .octors 7ubcontracts are highly formali!ed 0ecruitment process is highly formali!ed Im:'+t !& St#u+tu#e Medium-si!ed but multi-specialty hospital @o$ ;ertical but &igh &ori!ontal comple%ity Moderately formali!ed "o direct impact on centrali!ation

62

P!#te#C7 C!m:etiti>e St#'te)" Di88e#e&ti'ti!& 8!+u7 7t#'te)" /ocused on upper middle class citi!ens of "oida .ifferentiated itself by emphasi!ing on high technology# patient-centric centers# high end health care ser ice Impact on structure Moderately fle%ible structure Moderate comple%ity in terms of hierarchy Moderate formali!ation at higher le el &ighly formali!ed# moderately decentrali!ed decision making at operational le el

63

RESEARCH METHODOLOGY
PRIMARY OB%ECTIVE*SThe present study is based on e%plorati e and descripti e research design $ith the ob-ecti e of To measuring the satisfaction le el of patients in /ortis &ospital. To study patients e%pectations to$ards facility or ser ice pro ided by hospital To study perceptions from the hospital ser ices. To study measuring their satisfaction le el from the hospital ser ices. /or both the first and second ob-ecti e of study i.e. the customers e%pectations and their perceptions of hospital ser ices. RESEARCH DESIGN The data collected is ?rimary data and 7econdary data# $hich is both 1uantitati e and 1ualitati e data# $hich $as further analy!ed in order to dra$ conclusions and suggestions. DATA COLLECTION Collection of .ata from the foot fall at the 4?. in the primary

RESEARCH PERIOD:
64

0esearch $ork is carried for ) or + $eeks. Se+!& '#" D't': To suggest solutions to the problems obser ed during the sur ey $ill be done through secondary data. P#im'#" D't': ?rimary data has been collected from the respondents. The respondents $ill be either the patients themsel es or their relati es. /or sample selection# a multistage sampling procedure $ill be follo$ed. The information $ill collect through a structured 1uestionnaire. S'm:,i&) Met(! : /or sample selection# a multistage sampling procedure has been follo$ed. At the first stage# sample units consisted of the total number of general $ards and pri ate $ards in the hospital. S'm:,e 7iDe: :** patients 2 their relati es in hospital T'#)et Au ie&+e: ?atients 2 .octors of /ortis &ospital SCOPE OF THE STUDY In the present business scenario of cutthroat competition# customer satisfaction has become the prime concern of e ery single kind of industry. Companies are increasingly becoming the customer focused. Companies can $in customers and surge ahead of competitors by meeting and satisfying the needs of the customers. Eorld o er businesses ha e reali!ed that marketing is not the only factor in attracting and retaining customers. LIMITATIONS This pro-ect co ered the /ortis &ospital aspects of study

65

This pro-ect has been co ered .elhi as a region as the duration of the pro-ect only ) to + $eeks. 7o I ha e to collect and finish this data $ithin the time.

DATA COLLECTION SOURCE OF DATA

'- P#im'#" D't' C!,,e+ti!&: Cuestionnaire Inter ie$ techni1ues one to one basis. Cuestion is closed ended and the liker scale used.

b- Se+!& '#" D't' C!,,e+ti!&: 3ournals# Maga!ines# Articles 5ooks# Internet# Company Eebsite information base.

66

FINDING AND ANALYSIS

T'b,e / =%pectations of patients from the beha ior of doctors Attributes /ull 7atisfied 7atisfied 6nsatisfied Total =%pectations in numbers 8+ :B :: :** ?ercentage of =%pectations 8+L :BL ::L :**L

A&',"7i7 /rom the table it is clear that the fully satisfied customer is 8+L# 7atisfied is :BL and 6nsatisfied customer is ::L

T'b,e 0 7atisfaction of patients from the 1uality of the administration Attributes 7atisfactions ?ercentage of
67

In number 5illing ?rocedure 5eha ior of Clerical 7taff 5eha ior of 7ecurity 7taff A erage <+ +8 )* :**

7atisfaction <+L +8L )*L :**L

A&',"7i7 /rom the table it is clear that the satisfaction of customer of 5illing ?rocedure is <+L# 5eha iour of Clerical 7taff is +8L and 5eha iour of 7ecurity 7taff )*L

T'b,e . =%pectations of ?atients from the 5edding arrangements 7er icesK /acilities pro ided by the hospitals Attributes 0espondents In number ;ery Food B* ?ercentage of 0espondents B*L
68

Food "ot ?roper Total

+8 + :**

+8L +L :**L

A&',"7i7 /rom the table it is clear that the =%pectations of ?atients from the 5edding arrangements 7er icesK /acilities pro ided by the hospitals B*L is ery good# +8L good and +L said is not proper. T'b,e 2 =%pectations of patients from the beha ior of doctors Attributes 0espondents In number ;ery Food Food Total 88 )+ :** ?ercentage of 0espondents 88L )+L :**L

69

A&',"7i7 /rom the table it is clear that the =%pectations of patients from the beha ior of doctors 88L is ery good# )+L good.

T'b,e G &ospital Attributes

7atisfaction @e el of the ?atients from the treatment in /ortis =scots

7atisfaction in "umbers

?ercentage of 7atisfaction <BL +*L )<L

;ery &igh &igh Moderate

<B +* )<

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Total

:**

:**L

A&',"7i7 /rom the table it is clear that the satisfaction of patients from the treatment is <BL ery high# &igh is +*L and Moderate is )<L

71

T'b,e H Are you satisfy from the hospital staff. Attributes /ull 7atisfied 7atisfied 6nsatisfied Total 7atisfactions in numbers <+ +8 :* :** ?ercentage of 7atisfaction <+L +8L :*L :**L

A&',"7i7 /rom the table it is clear that the fully satisfied customer is <+L# 7atisfied is +8L and 6nsatisfied customer is :*L

T'b,e 3 Are you satisfy the hospital management system. Attributes 7atisfaction in numbers ?ercentage of 7atisfaction

72

/ull 7atisfied 7atisfied 6nsatisfied Total

B8 )+ :* :**

B8L )+L :*L :**L

A&',"7i7 /rom the table it is clear that the fully satisfied customer is B8L# 7atisfied is )+L and 6nsatisfied customer is :*L

T'b,e I Are you satisfy from the sanitation of the hospital 'Indoor 2 4utdoor, Attributes /ull 7atisfied 7atisfied 6nsatisfied 7atisfaction in numbers <> +> )* ?ercentage of 7atisfaction <>L +>L )*L
73

Total

:**

:**L

A&',"7i7 /rom the table it is clear that the fully satisfied customer is <>L# 7atisfied is +>L and 6nsatisfied customer is )*L

T'b,e 1 Are you satisfy from the hospital facility e1uipment etc. Attributes /ull 7atisfied 7atisfied 6nsatisfied Total 7atisfaction in numbers <> +> )* :** ?ercentage of 7atisfaction <>L +>L )*L :**L

74

A&',"7i7 /rom the table it is clear that the fully satisfied customer is <>L# 7atisfied is +>L and 6nsatisfied customer is )*L

T'b,e /4 /ully 7atisfaction of the ?atients from the treatment in /ortis =scorts &ospital Attributes 7atisfaction in "umbers ;ery &igh &igh Moderate Total << +> ): :** ?ercentage of 7atisfaction <<L +>L ):L :**L

75

A&',"7i7 /rom the table it is clear that the satisfaction of patients from the treatment is <<L ery high# &igh is +>L and Moderate is ):L

T'b,e // Are you satisfy from the 1uality 2 ability .octor '=%pert of the re1uired doctor,. Attributes /ull 7atisfied 7atisfied 6nsatisfied Total 7atisfaction in numbers 8+ :B :: :** ?ercentage of 7atisfaction 8+L :BL ::L :**L

76

A&',"7i7 /rom the table it is clear that the fully satisfied customer is 8+L# 7atisfied is :BL and 6nsatisfied customer is ::L

T'b,e /0 Are you satisfy for canteen facility of the hospital Attributes /ull 7atisfied 7atisfied 6nsatisfied Total 7atisfactions in numbers 8+ :B :: :** ?ercentage of 7atisfaction 8+L :BL ::L :**L

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A&',"7i7 /rom the table it is clear that the fully satisfied customer is 8+L# 7atisfied is :BL and 6nsatisfied customer is ::L

CONCLUSION
Increase in current ratio sho$s that firm is no$ more capable to repay the liabilities and so is more attracti e to creditors ;ery lo$ Cuick ratio in comparison to Current sho$ states that firm doesnt ha e ery good in entory management# also increasing alue of ratio is good for firm. As cash present in current asset is like non-returning asset so its good for the firm to ha e lo$ cash to current asset ratio. @o$er alue of this ratio indicates that fe$er portions of cash is a ailable to repay the liabilities of the firm and as this ratio is increasing it is good for the firm. Increasing In entory

78

Turno er 0atio sho$s the increasing efficiency of firm to con ert its in entory into stock As the holding period is decreasing so its good for firm as in entory is being con erted fast and gi ing returns. Increasing alue of this ratio sho$s that firm is no$ more efficient in getting back credit amount from debtors. As ratio is increasing so collection period is decreasing $hich is good for the firm as it $ill allo$ it to use the credit amount in in esting acti ities. Increasing alue of the ratio sho$s that firm is no$ paying its debts in lesser period $hich is good for the good$ill of firm. A erage ?ayment period also reducing $hich means firm is no$ more able to repay its debts.

SUGGESTIONS
5y the analysis of financial statements of /=&3 1uick ratio is not up to the mark. It indicates that in entory management should be impro ed further. As it has impro ed from last year the company is mo ing in right direction but there is further need to closely manage their in entory.

79

The li1uidity position of the company is 1uite satisfactory. And this must be impro ed further for the purpose of proper utili!ation of the li1uid assets of the company.

The sales of the organi!ation can further be increased by impro ing the 1uality through optimum utili!ation of companys resources 'assets# credit system# etc., and that in turn $ill increase the o erall profits of the organi!ation.

The Management must also study the market position and this $ill guide them to enhance their sales olume.

RECOMMENDATION
:. =%pectation le el is ery high and nearly same for almost all the factors i.e. for beha ior of the doctors# beha ior of medical assistants# 1uality of administration# ser ice and facilities pro ided.

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). Mean score for the e%pectations from all the four factors is 9.+* $hich is ery high on the scale A. +. 6nder beha ior of doctors attribute a ailability and thorough check up has the highest score 9.A9 and empathy and indi idual consideration ha e 8.+: and B.8* respecti ely. <. Attribute con enient office hours has lo$est e%pectation score of B.>+ and beha ior of clerical staff has the highest 9.9A among all the attributes of factor 1uality of administration. >. 5edding arrangements# dust bo%es and flies and mos1uitoes has score A for e%pectations for these attributes of factor ser ices pro ided by the hospitals. B. 4 erall mean score for perceptions of patients about the four factor is 8.+: $hich is considered good on the scale of A. 8. =mpathy $ith score >.9> has the minimum score and thorough check up $ith score 8.9A has highest score among all the attributes of factor beha ior of doctors. 9. ?erception about the dress of medical assistant is ery good $ith score A and handling of 1ueries is lo$est $ith score B.:. A. /ee has the lo$est le el of perception and beha ior of security staff has the highest le el of perception. :*. ?erceptions of patients about the attributes of factor ser icesKfacilities pro ided by the hospitals are almost good.

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::. The largest difference bet$een e%pectations and perceptions is :.A: for attribute handling of 1ueries and lo$est for indi idual consideration *.99 under factor beha ior of doctors. :). /or beha ior of medical assistants the largest difference is for the attribute handling of 1ueries and lo$est for maintenance of record. Also dress has negati e difference $hich means perceptions are larger than e%pectations. :+. Attribute con enient office hours of factor 1uality of administration is negati e# largest difference is for the attribute check up procedure and lo$est for beha ior of security staff. 4uter 2 inner appearance has the lo$est difference *.*)> and $ell e1uipped units ha e the highest :.)<.

SCOPE OF THE STUDY

In the present business scenario of cutthroat competition# customer satisfaction has become the prime concern of e ery single kind of industry. Companies are increasingly becoming a customer focused. Companies can $in customers and surge

82

ahead of competitors by meeting and satisfying the needs of the customers. Eorld o er businesses ha e reali!ed that marketing is not the only factor in attracting and retaining customers.

LIMITATIONS
This pro-ect only co ered the /ortis &ospital aspects of study. This pro-ect has been co ered .elhi as a region as the duration of the pro-ect ) to + $eeks. 7o I ha e to collect and finish this data $ithin the time.

JUESTIONNAIRE
/$ =%pectations of patients from the beha ior of doctors /ull 7atisfied

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7atisfied 6nsatisfied 0$ 7atisfaction of patients from the 1uality of the administration 5illing ?rocedure 5eha iour of Clerical 7taff 5eha iour of 7ecurity 7taff .$ =%pectations of ?atients from the 5edding arrangements 7er icesK /acilities pro ided by the hospitals ;ery Food Food "ot ?roper 2$ =%pectations of patients from the beha ior of doctors ;ery Food Food

G$ 7atisfaction @e el of the ?atients from the treatment in /ortis =scots &ospital ;ery &igh &igh
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Moderate "one of abo e H$ Are you satisfy from the hospital staff /ull 7atisfied 7atisfied 6nsatisfied 3$ Are you satisfy the hospital management system /ull 7atisfied 7atisfied 6nsatisfied I$ Are you satisfy from the sanitation of the hospital 'Indoor 2 4utdoor, /ull 7atisfied 7atisfied 6nsatisfied

1$ Are you satisfy from the hospital facility e1uipment etc. /ull 7atisfied

85

7atisfied 6nsatisfied /4$ /ully 7atisfaction of the ?atients from the treatment in /ortis =scorts &ospital ;ery &igh &igh Moderate // Are you satisfy from the 1uality 2 ability .octor '=%pert of the re1uired doctor /ull 7atisfied 7atisfied 6nsatisfied /0$ Are you satisfy for canteen facility of the hospital /ull 7atisfied 7atisfied 6nsatisfied

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86

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