A

Project Report on
GST

IMPACT OF GST ON INDIAN MARKET

JAGANNATH INTERNATIONAL MANAGEMENT SCHOOL

NEW DELHI

DEC 2017

Submitted in partial fulfilment of the requirement for the award of the Post
Graduate Diploma in Management 2017-19

UNDERGUIDANCE OF: SUBMITTED BY:

Mr.Sachin Narang Puneet Goyal
Roll No. 98
SUBMITTED TO: PGDM-2

1. Ms. JYOTI KUKREJA (Academic Mentor)

2. Mr. SACHIN NARANG (Industry Mentor)

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TABLE OF CONTENTS:

SUMMER INTERNSHIPCERTIFICATE5

ACKNOWLEDGEMENT..6
LETTER OF TRANSMITTAL..7
LETTER OF AUTHORISATION.8
EXECUTIVE SUMMARY....9
BUSINESS OBJECTIVE...10
ABOUT THE PROJECT....10
INTRODUCTION OF HEALTHCARE INDUSTRY...10
KEY PLAYERS IN PRIVATE HEALTHCARE..11
CHALLENGES FACED BY HEALTHCARE INDUSTRY12
ABOUT THE COMPANY12
SWOT ANALYSIS... 13
INDIAN HEALTHCARE SECTOR......14
PORTERS 5 FORCES ANALYSIS-HEALTHACRE SECTOR.....16
PEST ANALYSIS-HEALTHCARE SECTOR..18
7Ps OF MARKETING..19
LITERATURE REVIEW...20
APPROACH.......25
SURVEY....26
FINDINGS AND INSIGHTS.....27

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KEY ACHIEVEMENTS........43
CONCLUSION AND RECOMMENDATIONS...44
KEY LEARNINGS44
QUESTIONAIRE...45
REFERENCES...57

LIST OF CHARTS AND GRAPHS

S.No. Title Page No.

1. Percentage wise break-up of customers coming to clinic 27

2. Doctors specialization breakup 33

3. Peak hours in a day 36

4. Peak days in a week 37

5. Qualification wise consultation 38

6. Count of various qualification of doctors 39

Visible signs of technology used at reception and by

7. doctors 40

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 Sitting capacity at various specialty of doctors in their
8. clinics 41

9. Facility size capacity in terms of sq. foot 42

10. Number of doctors practicing per clinic 42

11. Ambience rating of the facilities available in clinic 43

Summer Project Certificate

This is to certify that Mr. Gaurav Kapoor Roll No. 18 student of PGDM has

worked on a summer project titled Columbus- Understanding the

healthcare environment in our catchmentafter Trimester-III in partial

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fulfillment of the requirement for the Post Graduate Diploma in

Management programme. This is his original work to the best of my

knowledge.

Date: ____________ Signature __________

Ms. Palak Gupta

JIMS SEAL

ACKNOWLEDGEMENT

I would like to acknowledge my gratitude and thanks to all the people who helped me in
completing my project. To begin with, I would like to extend my sincere thanks to Mr.
AmitabAsh, Marketing Head and Mr. Suved sir, Senior Manager of HCL Healthcare,
Noida for mentoringme and providing me an opportunity to do my summer internship at

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HCL Healthcare. I would like tothank Mr. DivanshuBhasin Sir, Area sales Manager In-
charge, HCL Healthcare for Noida andNirmanVihar, for mentoring my project. Without
their guidance, support, and valuable suggestionsit would not have been possible to
complete my project.

I also sincerely thank Ms. Palak Gupta , my faculty mentor at JIMS, who enthralled my
views, took out time to provide his valuable suggestions, shared her rich experience,
and helped me script down the exact requisites.

Last but not least, I would like to thank all the people in marketing for sharing their
experience and giving their valuable time to me during the course of my project.

Gaurav Kapoor
Roll No. 18

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 Letter of Authorization

I, Gaurav Kapoor a student of JAGANNATH INTERNATIONAL MANAGEMENT

SCHOOL(JIMS), hereby declare that I have worked on a project titled Columbus-
UNDERSTANDING THE HEALTHCARE ENVIRONMENT IN OUR CATCHMENT
during my summer internship at HCL Healthcare, in partial fulfillment of the
requirement for the Post Graduate Diploma in Management program.

I guarantee/underwrite my research work to be authentic and original to the best of my

knowledge in all respects of the process carried out during the project tenure.

My learning experience at HCL Healthcare, under the guidance of Mr. Amitab Ash sir,
Marketing Head,HCL Healthcare and Ms. Palak Gupta,Faculty, JIMS, has been truly
enriching.

Date: June 30 2017

Gaurav Kapoor

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EXECUTIVE SUMMARY:

After technology and education, Shiv Nadarpromoted HCL Corporation on Thursday

forayed into the healthcare segment with the launch of HCL Avitas as the first subsidiary
of HCL Healthcare in collaboration with US-based John Hopkins Medicine International.
HCL Corp has created an equity pool of Rs 1,000 crore to invest in the business under
which it will initially setup a network of multi-speciality clinics across the country.
To start with, the clinics will offer out-patient care in asthma, diabetes, dermatology,
gastroenterology and dentistry as in-house specialities.
The clinics will have basic diagnostics- radiology, pathology and pharmacy services.
The company has already acquired two clinics run by Bharat Family Clinics in Noida
and Gurgaon.
Our target is the middle class and we will also offer video consulting at our clinics. We
plan to treat 50,000 patients on a daily basis. In the next 5 years, we expect to have
over 1,500 doctors in our employ across various cities in the country, said Harish
Natarajan, chief executive officer, HCL Avitas.
HCL Healthcare will eventually operate across the healthcare services spectrum, from
clinics and hospitals to diagnostics and analytics.
Natarajan added that the electronic healthcare records maintained by HCL Avitas can
be accessed by patients and their relatives to video consultations with specialists, would
set HCL's venture apart.
The $6.7 billion American health enterprise will offer consultation on training, clinical
best practices, quality, safety standards and getting a second opinion, among others.
This is not a revenue sharing model and may explore opportunities to acquire clinics
going ahead. However, there is no plan to get listed on the stock exchanges in the first
10 years, added Shiv Nadar, founder and chairman HCL and Shiv Nadar Foundation.
HCL groups healthcare venture was started by it taking a stake in Bharat Family Clinic,
which was then renamed HCL Avitas. HCL Healthcare's vice chairman is Shikhar
Malhotra who is married to HCL founder Nadars daughter, Roshni.

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HCL Healthcare, in affiliation with Johns Hopkins Medicine International, is the
Healthcare delivery arm of HCL. Starting with the country's first nationwide-networked
multi-specialty clinics, it aims to provide the whole continuum of care for chronic and
acute diseases.

HCL Healthcare will offer unmatched patient experience and outcomes by adopting
global best practices for medical quality and training, using evidence based treatments
and integrating advanced technology. HCL Healthcare is determined to be the trusted
long-term care partner for people in health or illness.

BUSINESS OBJECTIVE:

Understanding the competitive environment of our catchment in terms of providers,

services, infrastructure, affliation, prices and consumption. To develop the right
business context and arrive at growth and expansion plan.

ABOUT THE PROJECT:

The following points are the crux of the SIP project:

1) Competition tracking- Their mode of operation (Major players in the catchment,

registration forms, marketing collaterals, Unique Selling Preposition, procedures done
etc.)
2) How to Win a Catchment for our Service Utilization- Discussed on Key RWAs
(apartments) and their members on rapport building measures, their healthcare needs,
key parameters in choosing healthcare provider, our key differentiators etc.
3) Channel Partners- How can we liaison with new opportunities with pharmacists,
imaging center (X-Ray, Ultrasound), diagnostic centers, doctors and how the market is
operating.

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INTRODUCTION OF HEALTH CARE INDUSTRY

The need for quality primary care in urban areas has been underscored as a key priority
in our health system. With shift of disease burden to non-communicable diseases, the
need for comprehensive, continuous and coordinated care is very high.
The fragmented health system that we have in cities make it tougher for the busy urban
middle class population to seek preventive, promotive, chronic and episodic care on
time. This delayed care seeking quite often has serious consequences with adverse
outcomes and higher costs.
Over the last two years HCL Healthcare has been pioneering implementation of
innovative health delivery model in Delhi NCR.
HCL Healthcare envisions operating a network of family healthcare centers providing all
needed preventive, acute and chronic care with family doctors, specialists, diagnostics
and pharmacy all under one roof.

KEY PLAYERS IN PRIVATE HEALTHCARE:

Private players have made significant investments in setting up state-of-the-art private

hospitals in cities like Mumbai, New Delhi, Chennai, and Hyderabad. The following are
the major domestic private healthcare providers in India:

Apollo Hospitals: Apollo Hospitals has emerged as the single largest
private hospital group in SouthAsia. It operates hospitals, dispensaries, clinics,
and laboratories. It manages a network of approximately 41 specialty hospitals
and clinics with a bed capacity of over 9,000 across the country and abroad.

The Escorts Group: This has a presence in specialized cardiac treatment
and multi-specialty carehospitals providing a whole gamut of specialized
medical services. Escorts operate ten hospitals across India. The group is also
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 reputed for tertiary care services such as neurology, neurosurgery, plastic
surgery, and urology. Escorts Heart Institute and Research Centre (EHIRC) has
a 325 bed tertiary care institute, with 9 operation theatres, 5 Cath labs, 2 heart
command centers and world class facilities.

Fortis Healthcare:This is a company founded by the promoters of the
Indian pharmaceutical major,Ranbaxy Laboratories, and started operations in
2001. It has approximately 12 hospitals with 1,900 beds. It has operations
across North Indian the cities of Delhi, Noida, Mohali, Amritsar, Faridabad,
Raipur, and Srinagar.

Max Healthcare: This is a fully owned subsidiary- of the highly diversified
Max Group, with a chain ofclinics and hospitals with a bed capacity of 1200. On
=average, Max Healthcare treats 30,000 patients every month, with 200 new
patients visiting the facilities every day. It has collaborated with Singapore
General Hospital in the areas of medical practices, nursing, paramedical
research and training.

CHALLENGES FACED BY THE HEALTHCARE INDUSTRY:

The Industrial challenges are many:

Owing to the fact that the healthcare sector in India is one of the largest service
segment, as well it has egressed as on the of most challenging sectors in India. For the
healthcare segment, the challenges future that are assumed to be:
To control cost of treatment
Access to insurance and also bring in more clarity to cashless treatment options
A severe shortage of qualified professionals and the workforce is concentrated in
urban areas. Many Indian people, especially those who living in rural, semi urban

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 areas, still receiving services from unqualified providers. The emigration of
qualified doctors, nurses, and other medical professionals is substantial.
The training resources, other infrastructure providing to nurses/other medical
professionals in India is still inadequate. The policy designers from government
body urgently needs to address these issues maintain quality norms
India would require another 1.75 million beds by the end of 2025 to reach a ratio
of two beds per 1000 population.
According to some reports, Quantifying the need gap taking into account the
year 2020, leaves us with a shortfall of 2 million (Doctors/Physicians), 3.5million
(Nurses), 8 million (Paramedics) and bigger number of other support medical
professionals in India. Going by WHO norms for developing countries, India has
an acute shortfall of Doctors/Practitioners, Nurses (1.4 million and 2.8 million
respectively) and also there is a acute shortage of paramedical and
administrative professionals.

ABOUT THE COMPANY:

HCL has collaborated with Johns Hopkins Medicine International for Knowledge
Transfer, Training and Education Projects along with Clinical Services in primary
care.

HCL Healthcare follow a unique approach with Electronic Medical Records

(EMR), collaborative care delivery practices across multiple specialities and care
management for patients.

Each of its centres spread over 4,500sqft, have all the needed medical
specialities like General physician, Internal Medicine, Obstetrics & Gynaecology,
Paediatrics, Dermatology, ENT, Orthopaedics, Dentistry and Cardiology along
with services like physiotherapy, dietetics, imaging, lab and pharmacy.

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SWOT ANALYSIS:

STRENGHTS:

It provides excellent quality.

Huge brand name in India providing a good base to expand.
Has good reputation in IT industry.
Brand image of HCL
Association with major brand
Affiliation with John Hopkins
Convenience in online booking
Use of EMR

WEAKNESSES:

Less visibility and market share across the country because of major players in
the industry.
Strong competition stiffing its growth.
Brand visibility lower than other major players.
Margins are not the most attractive.
Lack of awareness about HCLs entry in healthcare industry.
Corporate tie-ups
Low footfall

OPPORTUNITIES:

Improve brand awareness network across India and gain market share.

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 More opening of clinics in right catchment area in Noida can definitely
increase its market share.
New schemes for customers so that a good brand name can be created in
the minds of the customers.
Digital advertising for better visibility.
New outsourcing deals
Scope of high revenue generation
Less amount of multispecialty clinic in preventive healthcare

THREATS:

Threat from the existing competitors as well as local clinics.

Most people are not really brand conscious, so loyalty might be an issue.
Foreign players entering into the market can be a threat to the Indian brand.
Tough competition
Many players adopting the technologies for basic appointments, billing and EMR.

INDIAN HEALTHCARE SECTOR

STRUCTURE / MARKET SIZE

The sector comprises hospital and allied sectors that include:

(a) Medical care providers that includes physicians, specialist clinics, nursing homes
and hospitals
(b) Diagnostic service centers and pathology laboratories
(c) Medical equipment manufacturers
(d) Contract research organizations and pharmaceutical manufacturers
(e) Third party support service providers

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HEALTHCARE
The term healthcare system refers to a countrys system of delivering services for the
prevention and treatment of diseases and for the promotion of physical and mental well-
being.

HEALTHCARE INDUSTRY

Today the healthcare industry has emerged as one of the most challenging sectors as
well as one of the largest service sector industries in India.
The Indian economy over the recent past has started looking up and has now decidedly
being acknowledged as likely to continue to sustain economic growth. The Indian
healthcare industry though still at the developing stage and dynamics compared to other
countries has also benefited from this economic boom. A countrys healthcare system
also reflects in part of the culture and values of the society.

INDIAN SCENARIO

India offers both best and worst of Healthcare. India is experiencing a continuous
increase in life expectancy and a decline in the birth rate.
The increased importance given to medical and technical education has resulted in
labour force. The social and infrastructural development plays a critical role in the
development of this industry.

RAPID EXPANSION

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Healthcare is one of Indias largest sectors, in terms of revenue and employment, and
the sector is expanding rapidly. The sector is more than $34 billion translates to $34 per
capita, or roughly 6% of GDP. This year, Indias healthcare sector is projected to grow
to nearly $40 billion. The private sector accounts for more than 80% of total healthcare
spending in India. One driver of growth in the healthcare sector is Indias booming
population
Expanding Middle Class-An opportunity: By 2025, an estimated 189 million Indians will
be at least 60 years of agetriple the number in 2004. The growing elderly population
will place an enormous burden on Indias healthcare infrastructure. Expanding middle
class: A report by National Council for Applied Economic Research (NCAER) Centre for
Macro Consumer Research said by 2015-16, India will be a country of 53.3 million
middle class households, translating into 267 million people falling in the category.
Changing Scenario of Service- More women are entering the workforce as well, further
boosting the purchasing power of Indian households- changing composition of
healthcare sector workforce. Many of these women are highly educated: the ratio of
women to men who have a college degree or higher level of education is 40:60.
Lifestyle diseases are faster than infectious diseases in India Result - increase in cost
per treatment, wellness programs targeted at the workplace. Could help to reduce the
rising incidence of lifestyle diseases.

PORTERS 5-FORCE ANALYSIS FOR HEALTH-CARE

SECTOR

COMPETITION WITH INDUSTRY PLAYERS

As different players serves different needs of the customer/patients based upon their
area of living, economic condition, convenience and the position in health care

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spectrum, competitive environment is not clearly defined. Differentiation is basically on
way of service delivery.
Though the sector is grossly underserved there is some competition in urban India in
non-speciality segment as facilities mostly concentrated there.

MAJOR PLAYERS

Clinics & Nursing Homes

o Single doctor or family of doctors
o Good local network and word of mouth clientele
o Limited range of services and facilities

CHARITABLE TRUSTS

Multispecialty hospitals run by religious or social groups

Standard of care is driven by individual doctors
Subsidized pricing offset by donations
Sub-optimal facilities

ORGANISED SECTOR

Very few players in this sector

Regional in focus, usually offshoots of tertiary players
Most current players are Urban Centric

GOVERNMENT HOSPITALS

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 Ill equipped to provide efficient healthcare
Unavailability of appointed doctors and hospital staff
Not favored by semi-urban populations
Standard of care is abysmal

THREAT OF POTENTIAL ENTRANTS

Each of the industry players has to face competition from new entrants within their own
operating environment.
In the organized sector, new ventures like Cochlear Ltd (Australia), Reliance Health
(ADAG), the Hindujas, Sahara Group, Emami and the Panacea Group are joining
existing players like Apollo, Fortis, Columbia-Asia, Piramal Healthcare. Funding is not a
problem for these groups, neither the economies of scale, as there is huge untapped
market.
In urban area, unorganized pharma retail is facing competition from chains like Frank-
Ross. Same factor is applicable for pathology centers also.
Multinational equipment manufacturer like EES (J&J), Philips, GE, Siemens are more
intensively looking for new markets like India as growth potential is low in already
saturated developed nations.

BARGAINING POWER OF SUPPLIERS

Facilitators of health care services are people (doctor, nurses, and management stuffs),
pharmaceutical companies, equipment manufacturer, insurance provider, government.
Bargaining power of these facilitators does not affect every player in same manner.
Government regulations are applicable for all, but cash-less treatment with
collaboration among corporate, insurance firm and hospitals is a competitive advantage
for organized player

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Possibility of suppliers integrating forward is less compared to other industry because
most of organization in this sector focuses on their core competency.

THREAT OF SUBSTITUTES

There no potential threat of substitute product/services for this sector.

BARGAINING POWER OF BUYERS

Apart from extreme cases, switching cost for buyer is high in terms of convenience,
money comes second.
Power of buyers diminishes when he moves from primary care to tertiary care.
High quality treatment at a fraction of the cost, in comparison to western countries,
makes India an ideal healthcare destination for highly specialized medical care (tertiary
care).

PEST

POLITICAL ANALYSIS

The government is reducing its hold on subsidies.

There are particular pressure groups which tend to have an influence on
government hospitals.
Relationships between neighbouring countries also affect the hospital sector.

ECONOMIC ANALYSIS

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 Increase in income would lead to an increase in the standard of living. Thus
peoples lifestyles changes and health is better understood. Thus there is a room
for specialized treatment, doctors, and hospitals.
Government has made loans easily available and thus people with limited means
could avail better/specialized treatment

SOCIAL ENVIRONMENT ANALYSIS

Medical facilities have increased since there is more awareness of healthcare

among the population.
Certain percentages of beds have to be kept for poor people E.g. in Bombay
20% of beds has to be kept reserved for poor people. Look after the needs of local
poor people.
Teach hygiene, sanitation among the poor masses. Safe disposal of hospitals
wastes like used injection needles, waste blood etc. and taking due care of
environment. Spreading awareness about various diseases through campaigns
and free medical check-ups.

TECHNOLOGICAL ENVIRONMENT ANALYSIS

o Breakthrough innovation in the field of specialized equipment.

o Communication has managed to bridge the gap between places located at long
distances.
o Mobility of medical services Mobile phones, credit cards (for payment purposes)
etc., have made doctors and medical facilities easily available

7Ps OF MARKETING

PRODUCT: Specialization breakup, Total duration of practice in a month, Free

follow up consultation.

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 PRICE: Qualification wise charging.

PLACE: Multiple locations of practice analysis, Number of doctors practicing at

locations breakup.
PROMOTION: Marketing tools, online aggregators, discounts offered,
corporate affiliations.
PEOPLE: Staff used (number and others), Support staff.

PRESENCE OF TECHNOLOGY: Appointment booking, Billing

and EMR,patient information (technology) analysis.
PHYSICAL EVIDENCE: TV, AC, Ambience rating, Size of the facility break-
up, Sitting capacity.

LITERATURE REVIEW

Amid unprecedented industry changes, health systems and organizations are faced
with numerous challenges as they evolve from a time of reform to one of true
transformation. Health care around the globe is embarking on a once-in-a-lifetime
transformation- the move to consumer-centric, outcomes-driven, prevention-focused
future of health care.

There are two catalysts for this shift. First, with aging populations and emerging
markets growth, chronic disease is becoming a global epidemic and driving health
care cost inflation to unsustainable levels. To tame costs, payers and governments
are realigning incentives around value and outcomes.
At the same time, health is finally entering the digital age- unlocking information,
empowering patients, enabling real time analytics and bringing much needed
focus on prevention.
Compared to other industries, health care has been slow to embrace the digital age.
Yet, just as technology creates opportunities for health care organizations, it also
presents threats as new entrants disrupt the market. This pace of change is only going
to increase across the industry. Collaborative approaches will be needed to create

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sustainable health care systems that deliver high-quality care while being efficient and
cost-effective.

Health care systems across the world are under enormous pressure to reduce
skyrocketing costs. At the same time, they are being asked to improve service
delivery and health outcomes, expand access and also integrate the latest
technologies seamlessly.

The health care landscape is constantly evolving, and even the most nimble executives
are struggling to keep their balance as the ground shifts under their feet. Some of the
forces transforming the landscape include:

Innovation and competition require changes in how health plans and providers
define, drive and prove value.

Social media enables closer interaction with consumers.

Complex regulatory environments challenge long-term decision-making.

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Unprecedented amounts of clinical and financial data must be analysed and
shared quickly and transparently.

Market challenges are driving consolidation and vertical integration
strategies at an unprecedented rate.

Payers and providers must accelerate the rate at which their technology
matures and the rate at which they implement technology.

Population health management and associated outcomes will dictate
reimbursement models and inform product performance.
These forces are making health care organizations take a more proactive,
structured approach to their business performance efforts.
Health care industry is coping with upheaval triggered by varied economic,
societal and industry influences. Empowered consumers living in an
increasingly digital world are demanding more from an industry that is facing
growing regulation, soaring costs and a shortage of skilled resources.

At the same time the health care ecosystem is expanding as new participants interact,
partner and collaborate across traditional boundaries. Otherwise separate entities, such
as providers, payers, social and government agencies, and retailer are working
together to create value in new ways.

To thrive amid the chaos of change, health care leaders must be smarter in how they
approach data. While the digital age has brought a massive amount of health care
data brimming with insights, organizations still struggle to unlock its full value.

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 Rising Shortage of
Rapid Increasing Regulatory Increasing

Digitalizatio Consumer Skilled Cost

n Demand Complexity Pressure
Expectation Resources

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From disruption, the following focus areas have come to light for the health care
industry

No industry seems more out-of-step with the prevailing macroeconomic narrative than
the health care sector. Rather than fear secular stagnation, sluggish growth, rising
prices and inadequate capacity.

Infact, the same forces slowing trend growth rates- societal aging in advanced
economies and prior periods of catch-up growth in several emerging market (EM)

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economies- are boosting health care spending and the industrys share of global
GDP.

Based on current GDP forecasts, global health care spending should grow more
than 6% annually over the next decade. Needless to say, such rapid growth makes
the health care sector a unique destination for capital in the current economic
environment.

A passive approach to the sector will fail to capture the coming shifts in spending
patterns and market shares. Instead investors should seek to deploy capital
strategically in response to the opportunities created by rapid EM health infrastructure
growth and a new era of innovation and cost consciousness in advanced economies.

The health care sector has outperformed the broader market over each of the last five
years. Over this time period, the S&P 1500 Health Care Index rose 130.7%. As we
look towards 2016, we see several challenges that may jeopardize this
outperformance streak. However, we also have reasons for optimism that the sector
may once again outperform the broader market.

The challenges we see include earnings growth deceleration, continued scrutiny over
high drug prices, a likely decline in M&A deals, concerns over the no. of people
obtaining insurance via the health care exchanges, and presidential election year
rhetoric that may increase perceived risks and increase uncertainty within the sector,
including the survivability of the Affordable Care Act (ACA) or health care reform laws.

APPROACH

1. SECONDARY RESEARCH: Defining the universe and business size, zone

wise in-depth analysis of various sectors of Noida.
2. PRIMARY RESEACRH:

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 a. Structured Observation.
b. Q&A distribution
3. ONINON PEEL APPROACH: In this approach, each layer of onion
represents a zone which has been decided based on the radial distance from our
sector-18 clinic.

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SURVEY

TYPE OF SAMPLING: Convenience Sampling

SAMPLE SIZE: 137Doctors

The sample size of 35% of total population for the analysis to understand the
healthcare environment in our catchment area.
1. Business context: Noida number of sectors covered, total universe of Noida
vs doctors covered major zones and its market size.
2. Revenue and Footfall market wise breakup.
3. Qualification: wise breakup, experience wise breakup, specialization wise
breakup.
4. Revenue structure: Population catering and average price of consultation,
Specialization wise consultation price differentiation.

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 5. Market attributes: peak hour, peak day, services available, services provided,
lab X-ray and medicine preference, zone wise market initiation breakup.

FINDINGS AND INSIGHTS

In healthcare industry, primary healthcare is most important as during this most of the
root problems can be taken care of. HCL Healthcare focusses on this so
that problems are rectified then and there itself and made surethat people are
satisfied with our service provided at clinics.

In this project, the division of the sectors of Noida was done and respective sectors of
Noida were clubbed under 14 different zones. In all Noida was divided in 14 zones.

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30
31
32
33
34
Then, after that distribution analysis was done zone wise. During this analysis,
different specialities doctors were covered.

1) General Physician
2) Internal Medicine
3) Dermatologist
4) Orthopaedist
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 5) Gynaecologist
6) Dentist
7) ENT
8) Paediatrics

The doctors that were covered were the ones who practice in clinics, as they are our
main competitors.

The sample size of our study consists of 137 doctors. The breakup of speciality wise is
shown below:

Row Labels Count of Specialisation

Dentist 43
Dermatologist 11
ENT 7
GP 26
Gynaecologist 14
IM 15
Orthopedician 8
Paedetrics 13
Grand Total 137

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 In order to get
hold of the market
share, one should
be knowing of the
population size of
doctors in Noida.
The thing that will
help HCL Healthcare apart from its competitors in Healthcare industry is understanding
the things that can take it one step ahead from others so that market share of it can be
increased and this start-up can be raised to great heights.

REVENUE PER SPECIALIZTION:

This data is available for all 14 zones.

Source: physical visits and survey, secondary data research.

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DOCTORS WITH YEAR OF EXPERIENCE:

The market is derived by more experienced doctors.

FOOTFALL:

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TIE-UPS WITH LOCAL LABS:

The above table depicts where the doctor sends the patients for X-ray,
Ultrasound, ECG etc.

The data reveals that majority of doctors (40.1%) do not advise any particular
source to the patients.

Around 23% of doctors have the facility of testing in their own clinics followed by
20% of doctors recommending Local Labs and 17% sending the patients to the
hospital.

IM specialists have less preference to a place of testing as compared to any

other doctor.

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PHARMACY:

The above table depicts where the patients can buy medicines prescribed by the
doctor.

Around 14% of the patients can buy medicines from the Local shops.

5% of the doctors have a pharmacy within the clinic or in the vicinity of the clinic
and provide medicine from such pharmacy itself.

6.6% of the medicinal requirements are met by Apollo Pharmacies. This shows
wider coverage by Apollo as compared to Max Pharmacy that satisfies less than
1% of the needs.

Peak hours of Dentist, Derma and General Physician comprised 80 out of 137
sample size, so apart from these three others are clubbed together in analysis of
peak hours in a day and peak days in a week.

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41
The consultation fees that is being charged by doctors doesnt provide with proper
accurate data, as it varies the qualifications a doctor is having. So, in order to get this
raw data that was collected in market research survey, weighted average of
consultation fees with respect to qualification is analysed.

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The sample size of the doctors that were covered during the survey mostly had the
following as their graduation and post-graduation degrees.

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Nowadays, technology creates an impact on the minds of everyone. The reception and
doctor comprised of respective computer and tab for recording and maintaining
electronic medical records of patients coming to their clinics.

44
This was the net use of technology after taking out the overlapping of computer and
tab for doctors and reception.

45
The amount of patients a doctor is able to handle depends to a large extent on the
patients the clinic is able to accommodate at a given point of time. The following data
helped to get understanding of the scenario that is being present in clinics.

46
The size of facility is quite important to know about capacity with which a clinic can
enhance its business. This size parameter is crucial to get hold of the expansion plan
and basic facilities the competitors are providing.

The footfall of clinic is dependent upon the number of doctors sitting in that particular
clinic as the number of patients is purely dependent upon the number of doctors sitting
in that particular clinic.

47
 The
ambien
ce of
the
clinic creates an impact on the minds of the customer and this results in increasing the
footfall of the clinics.

48
KEY ACHIEVEMENTS

The zone wise allocation of various sectors of Noida helped in getting clear picture for
the growth of HCL Healthcare. The areas in zone 5, in spite of many doctors available,
most customers are coming to sector-18 clinic. The percentage coming from zone 5 is
23%. The next higher and most emerging sector for the expansion of HCL healthcare
company is zone 10, as 12% contributes from that sectors. So, for growth point of view
and keeping in mind the radial distance from sector-18 clinic, the location to establish
another clinic should be zone 10.

49
 CONCLUSION ANDRECOMMENDATIONS:

The secondary research helped to get the zone wise breakup of the customers
coming from different sectors of Noida. This helped us in primary research as
proper understanding of catchment was made by secondary research.
The analysis part helped in knowing the market size of different specialization of
doctors in Noida.
It helped in knowing the areas where there is an opportunity for the growth of
business for HCL Healthcare in Noida.
The study of competitors helped us understand the areas we are lacking and
improve on our areas of strengths.
The 7Ps of marketing helped us to refine our approach so that we as a startup
can get more percentage hold of market share in this healthcare industry.

KEY LEARNINGS:

The summer internship on market research profile helped me in getting in depth

knowledge of the healthcare industry as it is totally a new field for me, who doesnt
have any background of medical terminologies. The classification of data into
primary research and secondary research helped me in getting the crux of what I am
supposed to do in this two months of internship at HCL Healthcare. The survey
helped me in getting the exposure required to understand the market as I had to
personally interact with highly qualified doctors. I realized the importance of data that
was collected through questionnaire, as with the help of which I was able to deduce
lot many things that can actually help in taking business to higher levels.

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 QUESTIONNAIRE:

COLUMBUS

The following questionnaire was only filled by 8 speciality of Doctors.

Location visited

VISUAL OBSERVATION- SEC 1

Name of the Doctor:

Specialisation:

Qualification

Timing of patient visit

Locations of Practice

1) Services provided by the clinic

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 a) Only consultation
b) Procedures
c) Diagnostics
d) Multispecialty
e) Other:

2) How big is the facility?

a) Less than 200 sqft

b) 200-400 sqft
c) 400-1000 sqft
d) More than 1000 sqft

3) Number of doctors practicing in the clinic

a) 1
b) 2
c) 3
d) More than 3

4) Seating capacity

a) Less than 3
b) 3-5
c) 5-10
d) More than 10

52
5) Facilities in the waiting area

Yes No

TV

AC

6) Number of washrooms in the facility?

a) 0
b) 1
c) More than 1

7) How would you rate the ambience of the facility?

1 2 3 4 5

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Visible signs of Hygiene and technology

1) Hygiene in the clinic Yes No

Cleanliness of washrooms

Displayed signs of hand hygiene

Hand wash/ sanitizer available

2) Signs of technology?

Yes No

Computer on front desk

Tab on front desk

54
 Computer used by doctor

Tab used by doctor

Facilities, Services and Staff

1) Services available?

1. Lab / collection facility for diagnostics

2. Body fat Analyzer

3.Biothesiometer

4.X Ray

5. Ultrasound

6. ECG Machine

7. Minor Operation Theatre

8. Observation room

9. Laser machine

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 10. Dentist's chair

11. Other

2) Staff available?
0 1 more than
1

Front office/ receptionist

Billing staff

Technicians

Staff Interaction questions

1) What is the average number of patients that visit in a day?

a) Less than 10

b) 10-20

c) 20-30

d) More than 30

56
2) Which are the days for peak customer visits in the week?

a) Monday

b) Tuesday

c) Wednesday

d) Thursday

e) Friday

f) Saturday

g) Sunday

3) What is the peak hour duration in the day?

8-10am

10am-12pm

4-6pm

6-8pm

57
 after 8pm

4) What type of customers usually visit the clinic?

High society

Middle class

Lower middle class

Poor people

5) What amount is charged for a normal consultation?

6) Does the doctor offer a free follow-up consultation?

No

Only for the same day

For the next day

Within 3 days

More than 3 days

58
 Does the doctor/clinic offer any kind of discounts?

Yes

No

Affiliations

1) Do you have any corporate affiliations

Yes

No

If yes, specify

2) Where does the doctor send the samples for lab test?

3) Where does the doctor send the patients for X-Ray, Ultrasound, ECG
etc.?

4) Where can the patients buy medicines prescribed by the doctor?

5) Other locations of practice where the doctor is practicing

6) At what time does the doctor usually meets the Medical Representatives?

59
 10am-2pm

2pm-6pm

6pm-8pm

After 8pm

7) How many Medical Representatives does the doctor meet on weekly

basis?

Less than 5

5-8

8-10

More than 10

Marketing and Promotions

Flier distribution

Health awareness camps at corporates/housing societies

Digital Marketing

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 Website

Healthcare aggregator websites

Sign boards

Other:

On which of the Healthcare aggregator websites are the doctors listed?

a) Practo

b) Lybrate

c) 1mg

d) Doctorquik

e) Other

Observations for Doctor's cabin

1) Tick mark on the equipment you see in the doctor's cabin

Stethoscope

61
 Oximeter

BP Machine (Sphygmomanometer)

Body Fat Analyser

Observation table

Computer/laptop/tab

Other:

Questions to ask from doctor

1) How long have you been practicing at the present location?

a) Less than 1 year

b) 1-3 years

c) 3-7 years

d) More than 7 years

2) Name of the Medical college(s) you attended?

62
3) Do you regularly attend Continued Medical Education program?

Yes

No

Not answering

If yes, how often

4) Last Continued Medical Education you attended and when

5) What kind of health issues/cases do patients generally have?

6) Are you a part of any professional body?

63
 Only for Dentists, Dermatologists and Orthopedic

1) Number of normal and routine equipment used?

2) Number of dentist chairs/procedure machine/ regular tools

3) Number of people in support staff?

Special Equipment, if any

REFERENCES

64
 https://economictimes.indiatimes.com

https://businessstandard.com

https://hclhealthcare.in/

Databases available within the company:

HCL Healthcare

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