NAME OF THE ORGANIZATION – BLK-

MAX SUPER SPECIALITY HOSPITAL,

PUSA ROAD, DELHI
INTRODUCTION OF THE HOSPITAL-
JCI Accredited Hospital having 125 Critical Care Beds 650
Beds 20 Operation Theatre and 300 Eminent Consultants
  Largest private sector hospital in Delhi, India
 Spread over 6,50,000 sq. ft.
 650-bed capacity | 125 critical care beds |17 ultramodern
modular operation theatres
 1500 healthcare providers | 150 globally renowned super
specialists | 300 medical experts
 One of Asia’s largest Bone Marrow Transplant Centre
 Advanced Robotic Surgery Systems

Specialities
 Anaesthesiology
 Arthroscopy & Sports Medicine Centre
 Advance Laparoscopic & Bariatric Surgery
 Dental & Maxillofacial Surgery
 Dermatology
 Emergency & Acute Care Medicine
 Centre For Diabetes, Thyroid, Obesity & Endocrinology
 ENT & Cochlear Implant
 General & Minimal Access Surgery
 Centre for Women Health
 Hepato Pancreatic Biliary Surgery
 Internal Medicine
 Interventional Radiology
 IVF & Infertility Treatment
 Liver Transplantation
 Nuclear Medicine
 Nutrition & Health
 Ophthalmology
 Pain Management
 Laboratory Services
 Physiotherapy & Rehabilitation
 Psychiatry
 Radiology & Imaging
 Rheumatology
  Podiatry (Foot Care) & Wound Care
 Infectious Diseases

Infrastructure & Facility

 BLK-Max Super Speciality Hospital is part of the largest
healthcare networks in India, offering a wide range of services,
making it a force to reckon with in the field of Super Speciality
Tertiary Healthcare. The Hospital has a capacity of 650 beds
with resolute 125 critical care beds, 17 modular operation
theatres and speciality specific resolute OPD blocks.

 The facility is equipped with the most modern medical

diagnostic & therapeutic equipment, to name a few, Tomo
Therapy (Next Generation Image-guided Intensity-modulated
Radiation Therapy for Cancer Treatment); Robotic Surgical
System; India’s first Computer Navigation for Joint
Replacement; South Asia’s First Signa Artist MRI; Revolution
Frontier CT; Flat Panel Combo Cath Lab with 3D
reconstruction, Ultrasound with 3D and 4D imaging; Dual Head
Spect CT with variable angle Gamma Camera and the latest
generation of PET-CT. BLK-Max’s Advanced Centres of
Excellence, state-of-the-art facilities and patient-centric services
provide the necessary backbone for holistic, comprehensive and
contemporary treatment plan.
 BLK-Max Super Speciality Hospital is accredited by Joint
Commission International (JCI), National Accreditation Board
for Hospitals and Healthcare Providers, and National
Accreditation Board for Laboratories and Calibration, for its
processes and high-quality patient care.
 Liver and Renal Transplant Centres have been equipped with
dedicated ICUs with individual hepafilters, specialized
instruments and equipment’s, Veno-venous bypass system and
dedicated anaesthesia equipment.
 The Hospital has specialized birthing suites with telemetric
foetal monitors to follow the progression of labour, and the
facility for the family to stay with the patient during the labour.
A dedicated operation theatre next to the labour room helps in
 shortening the response time in case there is a need to conduct
the delivery through surgical means.

CUSTOMERS –
 The potential customers of BLK-MAX hospital are the
international patients visiting specially from the African
countries.
 The location of the hospital plays a key role in helping attract
more international patients.
 Since its start, BLK Super Speciality Hospital has been a
preferred destination for International Patients seeking
specialised healthcare services in India. The Hospital has
addressed the healthcare needs of thousands of global citizens
from Southeast and Central Asia, Middle East, Africa, Europe,
Pacific Islands and North America.

 The Hospital is very conveniently found within a 30 minutes’

drive from the international airport and next to a well-known
Metro Station in Delhi, allowing patients and their attendants
an ease of access and local commute during their stay in India.

 There is a dedicated lounge for international patients with

facilities for communication aid with physicians, family, and
friends at home, via free internet access. The Hospital has a
team of in-house interpreters trained in multiple languages
who aid the patients throughout their visit to BLK.
 The Hospital offers personalised services to overseas patients
including query handling, identifying physicians in advance to
meet the patients' specific needs, coordination for Doctor's
appointment and surgery, VISA and FRRO assistance, airport
pick-up and drop facility, currency exchange facilitation,
mobile and calling card arrangements, organising
accommodation for the attendants and patients' families
within the vicinity of the Hospital, cuisine of the BLK's
 Preventive Health Check-up packages comprise of a complete
set of tests and are designed keeping in mind the disease risk
profile, which varies with age, gender and lifestyle patterns and
cover every aspect of various health needs.

 BLK's Preventive Health Check-up lounge offers

end-to-end care for individuals from first consultation,
choice of relevant package, scheduling, co-ordination
with clinical experts and reporting. Specific focus is laid on
the ambience and environment within the facility to make
the individuals feel healthy and positive throughout them
visit to the Hospital.
 A specific set of health check-up
packages have been designed keeping in mind the lifestyle of
corporate employees as well. The Hospital offers focused
screening packages for a multitude of lifestyle related
ailments and chronic diseases. patient's choice, travel, tour &
ticketing aid, and post-discharge follow-up.
 BLK Super Speciality Hospital has a resolute team for
International Patient Services. This well-trained team takes
care of all clinical and administrative requirements of patients and
them
companions coming from overseas.
 A personal coordinator / case manager is assigned to each
patient, and handles taking care of all aspects of patients' visit
to India, ensuring that they feel at home at BLK. The services
are focused on meeting the special needs of the patients and
their families, before, during and after their visit.
 SERVICES –

1. Virtual Consultation

2. Query Handling
appreciating diversity and individuality among our team members and
across our stakeholders.

3. Visa Facilitation
supplying outstanding services that deliver premium value to our
customers.

4. Expert Medical Opinion

consistently delivering to the highest standards and always protecting
our customer’s interests and dignity.
5. Travel & Logistics services
building excellent relationships with our customers and partners that
make them confident to recommend us.

6. Accommodation arrangements
building excellent relationships with our customers and partners that
make them confident to recommend us.
PASSAGE OF INTERNATIONAL
PATIENTS IN BLK- MAX –
 Tell us your
problem

Get expert
opinion from
doctor

Talk to your
doctor

Confirm your
dates, we will
sort out the rest

Get assistance
from admission

Post discharge
follow-up

WHY INTERNATIONAL PATIENTS

PREFER BLK_ MAX?
WHY BLK HOSPITAL IS ONE OF BEST IN
INDIA
 
Over 58 years of experience in the treatment of all types of diseases,
leading Indian specialists and advanced diagnostic methods.
This is Delhi's first hospital, accredited by the National Council for
Standardization of Laboratories, which additionally guarantees the
accuracy of the diagnosis.
These are fully automated systems that minimize the medical errors
caused by the human factor.
Special 3D visualization systems have been introduced in the hospital
to plan operations and conduct virtual surgical interventions for
patients requiring liver and bone marrow transplantation to make
these operations as safe and correct as possible.
There are modern modular operating rooms, designed specifically for
liver and laparoscopic surgery.
The hospital has unique infection control systems that protect patients
from nosocomial infections.

TREATMENT OF CANCER IN THE INDIAN

HOSPITAL BLK
 
Cancer centre of multidisciplinary hospital BLK has two main goals.
1 - appoint and conduct treatment to help the patient completely get
rid of cancer and minimize the risk of recurrence of the disease in
future. 2 - make every effort to preserve the patient's organ affected
by the cancer.
Cancer Centre for these purposes created Cancer Council forming of
medical oncologists (conducts regular inspection of patients /
supervises chemotherapy, immunotherapy, hormone / consults with
other specialists), oncologists surgeons (biopsy / operation tumour
removal), radiation oncologists ( specializes in radiotherapy / explains
X-rays / analyses CT, MRI).
BLK Cancer Department specialises in the following treatments:
 Head and neck cancer. 
Thorax, lung, and thyroid cancer. 
Breast and gynaecologic cancer. 
Genitourinary cancer. 
Gastrointestinal cancer. 
Sarcoma, lymphoma, and bone cancer. 
Cancer in children. 
Reconstructive and robotic cancer surgeries. 
In addition to treatment, Centre also supplies services, focused on
improving the quality of life of cancer patients, which include:
 Palliative care.
 Counselling for the patients and relatives.
 Genetic risk testing.
 Voice Clinic.
 Dysphagia (difficulty with swallowing) Clinic.

 TREATMENT OF CARDIOVASCULAR
DISEASES IN THE CLINIC BLK
 The Heart Centre has developed a unique system for providing
care to patients with cardiovascular diseases - the Heart Council,
for diagnosis and treatment in a joint discussion of each
individual patient.
 The "Heart Council" includes the best Indian cardiologists,
cardiac surgeons, intensive cardiologists, and anaesthesiologists.
 The heart centre of BLK hospital in India is known all over the
world thanks to innovations in the field of coronary bypass
surgery, congenital heart disease surgery, interventional surgery,
and aneurysm treatment.
 The Centre employs about 5,000 cardiac surgeons, over 4,000
cardiologists and 3,500 specialists in minimally invasive cardiac
surgery who successfully treat even the most complex
cardiovascular diseases.
 Specialists of the Cardiovascular Diseases Department
conducted more than 20 000 interventional surgeries.
TREATMENT OF LIVER AND
GASTROINTESTINAL DISEASES IN BLK
HOSPITAL
 
The Centre for the treatment of liver diseases and the digestive system
of the clinic is the top in India and one of the leading in the world.
Specialists of this department provide patients with modern treatment
for all existing liver and GI diseases of any severity.
The Centre routinely conducts the most complicated surgical
interventions: liver transplant, gallbladder cancer surgery, pancreatic
cancer, and liver cancer.
A team of experienced specialists from the Indian clinic BLK
guarantees each patient treatment that meets the international
standards of quality of medical services, protection from medical
errors and comprehensive round-the-clock monitoring of his
condition.
Specialists at the department cooperative with institutions and
research centres to modernise Indian medicine and develop innovative
procedures and treatments. They have publications in indexed
international medical journals.
 Additionally, the department offers Digestive wellness and
rehabilitation programmes.

AWARDS RECEIVED
Best hospital to work for by Association of Healthcare Providers
(AHPI), India in March 2021 BLK-Max
AHPI Healthcare Excellence Award in the category of “Patient friendly
hospital” 2022 BLK-Max
Special award by International Tourism Conclave & Travel Award
(ITCTA) for serving the nation in pandemic BLK – Max
Hospital BLK-Max
ICC Healthcare Excellence award - Hospital of the year BLK – Max
Hospital BLK-Max
ICC Healthcare Excellence award - Quality Control
CC Healthcare Excellence award - Healthcare Delivery BLK- Max
TECHNOLOGY –
 Robotic system for joint replacement

Figure - robotic surgery

 Integrated robotic system for spine surgery

 CT Scan – 128 Slice volume CT scan capable of
generating high-quality 3D images

Figure - CT scan
 Cath Lab – Flat panel combo Cath Lab with 3D
reconstruction, DSA, and Electrophysiological studies
 Bronchoscopy Suite – Supported by the most modern
equipment in a safe and convenient environment
 Nuclear Medicine – First-of-its-kind dual head Spect
CT, with variable angle gamma camera. This enables the
doctors to trace physiological pathways early in the
disease process in a non-invasive manner
 Laboratories – One of the most well-equipped
laboratories in NCR for the entire gamut of diagnostic
services in Haematology, Biochemistry, Microbiology,
Molecular Biology and Histopathology with Centres of
Excellence for Flow Cytometry, Transplant, and
Immunology
 Blood Bank – an ultramodern Blood Bank with facilities
like Apheresis, Blood Component Separation and Stem
Cell Harvesting NAT (Nucleic Acid Testing) System-
For screening of blood to ensure the safest possible blood
is available for all patients’ Blood Irradiator- First
hospital in Delhi & NCR to have this facility for
specially treated blood for Cancer and other patients
 Tomo Therapy System – Next generation Image-guided
Intensity-Modulated Radiation Therapy; India’s first and
most advanced system for Cancer treatment; Integrated
CT Scanner; more precise and effective; 3D Image
guidance; fewer side effects; best treatment
Figure - Tomo therapy system

 PET CT Scan – Latest generation PET CT Scan

machine to aid correct diagnosis and treatment of
diseases
 Robotic Surgery System – Advanced surgical
intervention for CTVS, ENT, General Surgery, GI
Surgery, Gynaecology, Transplants, Urology and
Oncology
 Computer Navigation System – India’s first pain-free
Computer Assisted Navigated Surgery for Joint
Replacement
 Endoscopy Suites – India’s first dedicated Endoscopy
Suite for endoscopic ultrasound and other advanced
endoscopic procedures like ERCP, Stenting, UGIE,
Colonoscopy etc.
  MRI – Equipped with 1.5 Tesla volume MRI with the
ability to generate 3D images, thereby reducing the
acquisition time by half and increasing the comfort and
convenience of the patients.

Figure - MRI machine

Strategy Management, Implementation ,
Environmental Scanning , Strategy Evaluation
Literature review-
1. Analysis of Implementation of the Strategic Management
Concept in the Healthcare System of Serbia
Authors:
Marko Mihic; University of Belgrade
Vladimir Obradović; University of Belgrade
Marija Todorovic; University of Belgrade
Dejan Petrović; University of Belgrade
Published January 2012
Background/Aim: Healthcare institutions in Serbia are facing both
considerable external pressures, such as political, economic,
demographic, and epidemiologic volatility on the one hand, and the
need to maximize the use of their capacities and enhance the
functioning of the facilities in an effective and efficient manner. The
purpose of this paper is to assess the current state of strategic
management in healthcare organizations in Serbia and suggest a
proper model to ease and improve this process.
Methods: The research conducted entailed collection of information
by a survey. The survey consisted of 20 questions selected after
conducting interviews with the focus groups and performing an
analysis of the current trends in implementation of strategic
management in the healthcare institutions across the world. A total of
43 institutions were surveyed.
Results: Statistical processing of the data confirmed the general
hypothesis that healthcare organizations in Serbia do in fact use
strategic analysis methods and use them to set aims and find
initiatives, however, the monitoring and control of strategy
implementation are not undertaken in a way that is founded in theory
and empirically confirmed. This general hypothesis was confirmed by
individual hypotheses which show the existence of a direct link
between the strategic initiatives that are successfully implemented and
the following: strategic alignment of the initiatives, systematic
approach to priority setting; clear definition of plans for
implementation of initiatives; systems of monitoring, control, and
evaluation of strategies.
Conclusion. The results of research undertaken across healthcare
organizations in Serbia, together with the analysis of systems in other
countries show that strategic management constitutes a critical factor
of success of these institutions. The strategic management model
presented here encompasses methods and techniques used in health-
care organizations to a greater or smaller extend which, in a slightly
modified form, has been confirmed in practice in Serbia in many
ways. Thus, the model is one of the ways forward to-wards a more
efficient and effective provision of healthcare services to Serbian
citizens.
2. Strategic Planning, Implementation, and
Evaluation Processes in Hospital Systems: A Survey
from Iran
Authors- Jamil Sadeghifar, Mehdi Jafari, Shahram Tofighi, Hamid
Ravaghi and Mohammad Reza Maleki.
Published on 28th September 2014.
Aim & Background:
Strategic planning has been presented as an important management
practice. However, evidence of its deployment in healthcare systems
in low-income and middle-income countries (LMICs) is limited. This
study investigated the strategic management process in Iranian
hospitals.

Methods:
The present study was conducted in 24 teaching hospitals in Tehran,
Iran from September 2012 to March 2013. The data collection
instrument was a questionnaire including 130 items. This
questionnaire measured the situation of formulation, implementation,
and evaluation of strategic plan as well as the requirements,
facilitators, and its benefits in the studied hospitals.

Results:
All the investigated hospitals had a strategic plan. The obtained
percentages for the items “the rate of the compliance to requirements”
and “the quantity of planning facilitators” (68.75%), attention to the
stakeholder participation in the planning (55.74%), attention to the
planning components (62.22%), the status of evaluating strategic plan
(59.94%) and the benefits of strategic planning for hospitals (65.15%)
were in the medium limit. However, the status of implementation of
the strategic plan (53.71%) was found to be weak. Significant
statistical correlations were seen between the incentive for developing
strategic plan and status of evaluating phase (P=0.04), and between
status of implementation phase and having a documented strategic
plan (P=0.03).

Conclusion:
According to the results, it seems that absence of proper internal
incentive for formulating and implementing strategies led more
hospitals to start formulation strategic planning by the legal
requirements of Ministry of Health. Consequently, even though all the
investigated hospital had the documented strategic plan, the plan has
not been implemented efficiently and valid evaluation of results is yet
to be achieved.
3. The use of the environmental scan in health
services delivery research: a scoping review protocol
Author- Patricia Charlton, Shelley Doucet, Rima Azar, Daniel A
Nagel, Leah Boulos, Alison Luke, Kim Mears, Katherine J Kelly,8,
and William J Montel pare
Published on 6th September 2019.
Introduction
The environmental scan has been described as a crucial tool to inform
decision-making on policy, planning and programme development in
the healthcare sector. Despite the wide adoption of environmental
scans, there is no consensus on a working definition within the health
services delivery context and methodological guidance on the design
and implementation of this approach is lacking in the literature. The
aims of this study are to map the extent, range and nature of evidence
that describe the definitions, characteristics, conceptualisations,
theoretical underpinnings, study limitations and other features of the
environmental scan in the health services delivery literature and to
propose a working definition specific to this context.
Methods and analysis
This protocol describes a scoping review based on the method
outlined by Khalil and colleagues. A comprehensive search strategy
was developed by experienced health science librarians in
consultation with the research team. A Peer Review of Electronic
Search Strategies (PRESS) was completed. Two reviewers will
independently screen titles, abstracts and full-text articles and select
studies meeting the inclusion criteria from seven electronic databases:
Academic Search Premier, Canadian Business & Current Affairs
(CBCA), CINAHL, ERIC, Embase, MEDLINE and PsycINFO. The
grey literature and reference lists of included articles will also be
searched. The data will be analysed and presented in tabular format
and will include a descriptive numerical summary as well as a
qualitative thematic analysis.
RESULTS
Although environmental scans have been widely adopted in the
healthcare sector to inform decision-making there is no consensus on
a definition to guide research and practice. This paper presents a
protocol for a scoping review that will map the extent, range and
nature of evidence examining the use or application of environmental
scans within the health services delivery context. The scoping review
will increase understanding about the application of environmental
scans and contribute to the advancement of research on this
methodological approach. We aim to propose a working definition of
the concept and the scoping review will inform future research to
explore the development of a conceptual framework specific to
conducting environmental scans in this context. To our knowledge, no
earlier scoping reviews have been undertaken to map the evidence
examining the use of environmental scans in the health services
delivery context. Developing a protocol for our study supplies a
rigorous structure for the scoping review. A protocol serves to
improve the quality and transparency of the research and potentially
reduce duplication of research efforts.

4. A comprehensive environmental scanning and

strategic analysis of Iranian Public Hospitals: a
prospective approach
Authors-Kimia Pourmohammadi, Peivand Bastani, Payam Shojaei,
Nahid Hatam & Asiyeh Salehi
Published on 26th March 2020
Objectives
This study was conducted to provide a strategic direction to public
hospitals in Iran via environmental scanning to equip hospitals to plan
and perform proactively and adapt with the everchanging
environment.
Results
A mixed method study including in-depth interview and survey were
used to decide influential environmental factors based on PESTLE
(political, economic, social, technological, legal, and environmental)
and Douglas West framework to decide the effectiveness and
feasibility of factors. Issues found at micro environmental level were
over prescription, inequality in distribution of healthcare services and
high demands for luxurious health services. Issues found at the macro
environmental level were related to changes in disease patterns,
inappropriate hospital budgeting, economic sanctions, government
corruption and healthcare centralization. Tackle the issues found, it is
paramount to enhance bed distribution management, improve
strategic policies for a fairer payment system, and enhance the
efficiency and effectiveness of services by implementing a strategic
inventory control. Furthermore, the considerable impact of economic
sanctions on financial resources of Iranian hospitals should not be
ignored.
5. Strategic management of a healthcare
organization: engagement, behavioural indicators,
and clinical performance
Author- Giuseppe Speziale; European Heart Journal Supplements,
Published on 9th march, 2015
Healthcare organizations today are facing a series of problems due to
two main factors: increasing difficulty in satisfying a progressively
more ‘aware’ and demanding user, and the need to change their
internal organization to keep pace with the very rapid changes taking
place in technology and approach. A continuous increase of
complexity and the ability of physicians will not ensure the
fundamental requirement of any business: to really deliver what its
customers need. Hence, it is time for a revolutionary strategy focused
on: (i) maximizing value for patients by obtaining the best outcomes
at lowest cost and (ii) moving from a physician-centred organization
to an ‘organization-driven’ care process.
However, complex systems are typically conservative and resistant to
change, and the healthcare system is no exception to this rule. The
challenge is that doctors must be central players in the healthcare
revolution and any strategy that they do not embrace will fail.
Certainly, a piecemeal approach will not work. Engaging doctors in
transforming the system requires focusing on shared goals, by using
motivational tools: shared purpose, peer pressure, measuring
performance, and enhancing a patient-centred approach.
CONCLUSION
Hospitals and healthcare organizations are today running in an
extremely competitive environment, with increasing pressure to
improve quality and reduce costs. In responding to this dynamic
situation, transformation of organization requires the will to organize
delivery around the needs of patients.

We have described the GVM organizational experience in

reengineering the process by which care is delivered to make it more
patient focused. The GVM value agenda has been formulated based
on mutually reinforcing components. The corporate organization has
been redefined including a proper measurement of performance
(outcomes and costs). An IT platform has been implemented,
enhancing patient-centred vision, easing access to medical records for
all parties involved in care, quality of care and costs. Even though the
GVM is a complex and multisite healthcare organization, the strategic
transformation has been conducted engaging all physicians in the total
hospital network. The results at 18 months are very surprising:
assessment of outcomes and costs in the cardiovascular field has
shown an improvement in all GVM hospitals.
6. An assessment of implementation and evaluation
phases of strategic plans in Iranian hospitals
Author- Jamil Sadeghifar, Shahram Tofighi, and Mehdi Jafari mjafari
Published on October 16, 2017
Objectives:
Assess the implementation and evaluation phases of strategic plans in
selected hospitals.
Methods:
We conducted a cross-sectional study of implementation and
evaluation of strategic plan in 24 hospitals in 2015, using a
questionnaire which consisted of two separate sections for strategic
implementation and strategic evaluation. Data were analysed with
SPSS version 18.
Results:
Nearly one-third of hospitals claimed that they distribute their budget
based on priorities and strategic goals. However, it turned out that
although goals had been set, no formal announcements had been
made. Most of the hospitals said that they used measures when
evaluating the plan. For hospital staff, clarifying the hospital’s
priorities was the most important advantage of a strategic plan.
Conclusion:
There is no clear definition for strategic management in Iranian
hospitals, which results in chaotic implementation and control of
strategic planning.
7. Analysis of implementation of the strategic
management concept in the healthcare system
Author- Marko M. Mihić, Dejan Petrović
Published 2012
Background/Aim: Healthcare institutions in Serbia are facing both
considerable external pressures, such as political, economic,
demographic, and epidemiologic volatility on the one hand, and the
need to maximize the use of their capacities and enhance the
functioning of the facilities in an effective and efficient manner. The
purpose of this paper is to assess the current state of strategic
management in healthcare organizations in Serbia and suggest a
proper model to help and improve this process. Methods: The
research conducted entailed collection of information by a survey.
The survey consisted of 20 questions selected after conducting
interviews with the focus groups and performing an analysis of the
current trends in implementation of strategic management in the
healthcare institutions across the world. A total of 43 institutions were
surveyed. Results: Statistical processing of the data confirmed the
general hypothesis that healthcare organizations in Serbia do in fact
use strategic analysis methods and use them to set aims and find
initiatives, however, the monitoring and control of strategy
implementation are not undertaken in a way that is founded in theory
and empirically confirmed. This general hypothesis was confirmed by
individual hypotheses which say the existence of a direct link between
the strategic initiatives that are successfully implemented and the
following: strategic alignment of the initiatives, systematic approach
to priority setting; clear definition of plans for implementation of
initiatives; systems of monitoring, control, and evaluation of
strategies. Conclusion. The results of research undertaken across
healthcare organizations in Serbia, together with the analysis of
systems in other countries show that strategic management constitutes
a critical factor of success of these institutions. The strategic
management model presented here encompasses methods and
techniques used in healthcare organizations to a greater or smaller
extend which, in a slightly modified form, has been confirmed in
practice in Serbia in many ways. Thus, the model makes up one of the
ways forward towards a more efficient and effective provision of
healthcare services to Serbian citizens.
Strategies -
1. The first strategy involves duplicating services that are already
offered by rivals to attract customers away from them. This kind of
competition among local hospitals can lead to a “medical arms
race,” and eventually to a price war, where hospitals end up as either
winners or losers.
2. The second strategy is service differentiation, which avoids
competition based on prices. Hospitals may supply services that
others do not offer, thus making themselves different from their
rivals. They may be able to show the competence and high ability
needed to control or to bring down the cost of these services. While
not a contributor to a medical arms race, the differentiation strategy
can encourage hospitals to offer services that may not be justified
economically.

3. Hospitals duplicate more services of rivals if their location

is geographically farther apart as in case of BLK- MAX, it is
situated in east Delhi while its rivals like Apollo are in south Delhi.
4. Hospitals differentiate more services from rivals if their
location is geographically proximate, as Sri ganga ram hospital
is in proximity of 1.7 Km, BLK-MAX have more differentiated
services.
5. Improving KPI (key performance indicators)
  Average Revenue Per Patient (ARPP)
 Average Revenue Per Operating Bed (ARPOB)
BLK-MAX has an ARPOB of 59.0K in the 2nd quarter of 2022.
 OPD consults stood at 5.8 Lakhs in the quarter
 Bed occupancy in Q2 FY22 stood at 75.2% with 2% of total
occupied beds used for COVID-19 patients
6. Strategy for International Patients
BLK MAX tied up with DLC

DLC Africa offers support to patients and their families through the

stressful times of life-threatening illnesses.
With close to 63 years of experience in the Hospital Industry and
patient care, BLK Super Specialty Hospital, a hospital managed by
Radiant Life Care Ltd., and DLC Africa, a latest entrant in the
medical health tourism business, felt the urgent medical need for
patients in Nigeria seeking medical help and have set up a joint
partnership in October 2019 to make world class medical services
easily accessible to patients.
 DLC Africa aids the patient with the process of finding the right
Doctor for his/her medical condition and treatment plan and with the
coordination to travel overseas to world-class hospitals to receive
their treatment at an affordable cost.

1. Schedule your appointments

2. Visa and travel arrangements
3. Interpreter facility
4. Single point of contact
5. Stay and food arrangements
6. Assured follow up

7.DIGITISATION
For improving patient services and outcomes Electronic Health
Record We launched a web version of Electronic Health Records
offering clinicians an optimised user interface. Significant efforts
were put forth for EHR change management of clinicians for
sensitising them on new application features, workflow
enhancements, and reporting.
Digitisation of Patient Feedback Management One single platform,
for patient experience team, to combine and perform ticketing,
bucketing and analysis of all complaints, special requests,
suggestions, and appreciations, was implemented.
Digitisation of Home Isolation Package- We developed a flawless
workflow to supply care and remote aid to patients suffering from
COVID-19 during the pandemic. The platform provided an audio call
feature, to empower doctors, to connect with their patients as per
schedule, and enable doctors to prepare prescription using predefined
templates. Real-time vital capturing of patient vitals for regular
monitoring is a particularly useful feature.
Implementation of Online Admission Request Form - A new
workflow has been developed, which will enable clinicians and
coordinators to start admission requests online on mobiles/tabs/
laptops/desktops. It will help Fastrack the admission process, and
improve admission turn-around time (TAT).
E-prescription to improve clinician experience, we launched the e-
prescription module with image annotation for the oncology
department. We are also planning to replicate this feature for other
departments like ENT, dental, and obstetrics and gynaecology. This
will help clinicians to highlight the disease and explain the case to
patients as well as other clinicians.
Virtual Tumour Board (Harmony)- Harmony is a cloud-based
solution, which offers an end-to-end, collaborative workflow that
enables coordinating, scheduling, preparing, presenting, and
documenting information for multidisciplinary tumour boards. It
supplies the ability to incorporate patient records, all relevant reports,
diagnostic images, team attendance and team treatment
recommendation to ensure a more efficient workflow for
individualised treatment decisions.
Advanced Speech to Text Solution Scribetech (Augnito) - We
integrated a speech-to-text solution with RIS (Radiology Imaging
System) to offer optimised radiology reporting/ workflow. Digital
expert URLs/remote application centre solutions from GE, enables
better connect between radiologist, offering online learning, virtual
training, reducing scan time, and meeting experts on demand.

1,11,000+ VIDEO CONSULTS ~11% REVENUE THROUGH

DIGITAL CHANNELS
More than 94% of the medical tourists are from countries like Africa,
West, and South Asia. Also, medical tourists from countries like the
United Kingdom and Canada are increasing in numbers, especially
given the long waiting periods for availing treatments in their
homelands. According to the Ministry of Tourism, of the total foreign
tourist arrivals in India, the proportion of medical tourists grew from
2.2% (0.11 million) in 2009 to 6.4% (0.6 million) in 2019. The
industry is facing a temporary slowdown in the recent times due to the
pandemic-induced travel restrictions across the borders, restricting
travel to India.
8. Evening Clinics: -
 People in the working class get time to look after their family’s
healthcare needs only after office hours, as few employers allow time
off during office hours. Many such employees want to see a doctor in
the evenings. Evening clinics will also help improve utilisation of
diagnostic and laboratory services. Running evening clinics can
therefore help shore up added revenue, besides building a reputation
of consistency & comprehensiveness of services among its clientele.
9. Competitor Analysis & Pricing Strategy:
"Prices of a hospital’s products have to be in sync with the prevailing
market dynamics to be successful."
10. Physician & Patient Loyalty Programmes
physician loyalty programmes, which envisage rewarding a clinician
with more work, consistent with his loyalty to a particular hospital in
terms of his ability and desire to ensure increased flow patients to the
facility. It is solution where everyone benefits for both the clinician
and the hospital and leads to higher earnings and revenues,
respectively.
"Physician & Patient Loyalty Programmes can yield
handsome dividends."
Patient loyalty programmes can take the form of loyalty or discount
cards for various sub-groups (i.e., ‘senior citizen programmes’ and
‘neighbourhood programmes’) and help in building a loyal clientele.
It could also include free valet parking, pre agreed pharmacy discount
for items not covered by insurance, and a discount on hospital gift
shop items etc. Increased hospitals in India are now hiring Chief
Patient Experience Officers to tackle the quality and safety barriers
that reduce patient satisfaction/delight.
Both help increase footfall in a facility and so higher clinical work
and profits.

Environment scanning
Analysis of the Organization’s Business Environment and
of Industry Survival and Success Factors
1 Macro Environment Analysis

 Political /legal factor.

Every government policy will result in a significant impact on

business rules of BLK-MAX hospital , so politics is to increase the
risk factor BLK-MAX Hospital . Since India’s independence in 1947,
the government set up an Indian for all public health system .The
Government will not only help the public hospital , it can stabilize the
operation , but also to encourage the healthy development of private
hospitals . This is the public, private hospitals coexistence situation ,
so that the whole of India ‘s medical institutions ( including the BLK-
MAX Hospital ) , to get a good space for development.

 Social/Economic factor.
Due to lack of funds in India, public hospitals cannot meet the needs
of all Indians. In order to maintain the public health system can
effectively run , the Indian government increased private funding of
the hospital, so that private hospitals to get more profit in the case ,
the use of their profits back to society, reduce the burden on public
hospitals .This makes the BLK-MAX Hospitals have more money ,
equipment and optimization within the hospital environment , while
better reputation, in order to attract more customers.

 Technology factor.

BLK-MAX Hospitals not only has the world’s most advanced

medical equipment, the world’s leading medical technology, and
every doctor of medicine are very skilled in many medical fields have
reached world-class level of treatment .With these excellent treatment
conditions , can greatly enhance the therapeutic effect, while the low
price makes the world come to attract patients in treatment. Especially
for Western people, these good and cheap Hospital, Western countries
cannot be given , so for the people of the West has great appeal .

 Environmental policies factor.

While India gives the impression that more is dirty, messy, poor
conditions , but in the overall health situation is not very ideal
conditions, medical standards in India compared to other developing
countries is much better. Indian star standard management practice for
hospital and medical care for its health care standards and hardware
facilities as standard, divided Samsung, three four-star and five-star
standards. BLK-MAX hospital with its comfortable environment ,
clean equipment , has won the praise given to patients with various
countries .

 Globalization factor:

Forces of globalization also affects the Indian healthcare industry .

BLK-MAX Hospital active medical outsourcing , the annual
revenue for the UK to supply medical services to more than $ 1
billion . This makes Britain the patient to see a doctor at the
hospital queuing time is much shorter . This shows that the forces
of globalization for India ‘s economy because of the rapid
development of the medical industry , while the effects of
globalization can be made stronger so that BLK-MAX Hospitals
greater.

2 Industry Analysis

• Market entry -

According to the Confederation of Indian Industry (CII) in the

statistics: in 2004 there are about 150,000 foreigners to India cure,
and this number is growing at an annual growth rate of 15% . Some
people think that if you follow this trend has been the development
continues, by 2012, the annual income of the Indian healthcare
industry may even reach $ 2.2 billion .The growth of the market is
incredibly attractive for the freedom of consumer disposable
incomes , many companies have joined the medical occupations.

 Existing competition

Because the medical industry has a huge market potential , so

many companies are added to the health care occupations. To be
able to obtain the freedom of consumers from the distribution of
funds , the level of competition also followed constantly improving
.In this increasingly competitive environment, improve the
efficiency of their own health care and medical services , while
reducing health care prices to attract more consumers to patronize.
On the other hand , consumers in this fierce competition , you can
choose to go to a better treatment of the environment , but also
cheap .

 Supplier Power:

Supplier of force has a very important position , in order to use

lower prices to attract patients come for treatment , it is necessary
to control the cost of good medical care , and power suppliers will
directly affect the market price of medical supplies .But as for the
treatment of diseases in India more and more people , the hospital
will need a lot of medical supplies and medical equipment , and so
 it makes a lot of demand for each vendor in order to obtain greater
benefits , while lowering the price of goods .

• Buyer Power:

The power of your customers to drive down your prices.

• Competitive Rivalry: The strength of competition in the

industry.

 The Threat of New Entry:

The ease with which new competitors can enter the market if they
see that you are making good profits (and then drive your prices
down). By thinking through how each force affects you, and by
finding the strength and direction of each force, you can quickly
assess the strength of the position and your ability to make a
sustained profit in the industry.

Strategic evaluation
 “The rate of the compliance to requirements” and “the
quantity of planning facilitators” (68.75%),
 attention to the stakeholder participation in the
planning (55.74%),
 attention to the planning components (62.22%), the
status of evaluating strategic plan (59.94%)
 benefits of strategic planning for hospitals (65.15%)
 the status of implementation of the strategic plan
(53.71%)
 MISSION- VISION
BLK-MAX HOSPITAL

VISION STATEMENT
Create a patient-centric, tertiary healthcare organization
focused on non-intrusive quality care using leading edge
technology with a human touch.

MISSION STATEMENT

•Achieve Professional Excellence in delivering Quality

care.
• Ensure care with Integrity and Ethics.
• Push frontiers of care through Research and Education.
• Adhere to National and Global Standards in Healthcare.
• Supply Quality healthcare to all Sections of Society.

Literature review-
1. The mission, vision, and values in hospital
management
Author- Amélia Rego, Beatriz Araújo, Daniel
Serrão11Universidade Católica Portuguesa - Gabinete de
Investigação de Bioética, Porto, Portugal2Universidade Católica
Portuguesa - Centro de Investigação Interdisciplinar de Ciências da
Saúde, Porto, Portugal
Published on 24th nov,2015
Objective: Management depends on choices, on the
hierarchy of actions, goals, and values on which these
decisions are founded, because values guide our actions. This
study aims to find the contents exposed in the vision,
mission, and values of the hospitals in the north of Portugal.
It also aims to analyse the existence of content
differentiation, based on the implemented management
model.
Methods: The design of this study is exploratory,
descriptive, and explanatory. Thus, the data qualitative
analysis was performed on the contents of the mission,
values and vision publicized on the web pages available on
12thand 13thApril 2014 in 36Hospitals/Medical Centres of
the National Health Service and hospitals linked with the
Ministry of Health, for the purpose of the Integrated
Management System of Subscribers to Surgery
Results: According to the definition of their mission, values
and vision, the values on which hospitals are anchored focus
on aid, organization and management, quality, ethics, and
social responsibility. The expression of spirituality is limited
to two hospitals. As for the hospital’s mission, spirituality is
expressly assumed in six of the hospitals. Regarding the
implemented management model, hospitals explicitly present
their values, mission, and vision, whether they are integrated
into the National Health Service, irrespective of their legal
nature (Public-Private Partnership or Public Enterprise),
whether they are from the private or social sector. All of
them claim to have ethical values, expressing the need to
promote human dignity, the quality in the various areas and
the holistic care to be provided. The concern of the private
sector to add value for its employees, recipients and
shareholders stands out
Conclusions: Managers recognize that ethics and human
values are the foundation for the functioning of hospitals.
They are aware that the mission, values, and vision constitute
accreditation criteria, acknowledging that they have a global
reach. In the Social Sector, they are declared in the Quality
Policy and in hospitals with a Public Enterprise management
model they are framed in the Institutional Ethics Code.

2.Does organizational vision really matter? An

empirical examination of factors related to
organizational vision integration among hospital
employees
Author- Terje Sltten, Barbara Rebecca Mutonyi, and Gudbrand Lien
Published on 21st may, 2021
Background
There seems to be a consensus that a vision for an organization is a
valuable thing for organizations to have. However, research on
organizational vision has been studied from a leadership perspective.
In contrast to earlier research, organizational vision in this paper
takes an employee perspective. Specifically, the purpose is to
examine factors associated with the integration of organizational
vision among employees in hospital organizations. Consequently, it
focuses on a neglected domain within health services research.

Methods
A conceptual model, centred on the concept of organizational vision
integration, was developed, and evaluated on a sample (N=1008)
consisting of hospital employees. Partial least-squares structural
equation modelling (PLS-SEM) was used to evaluate the hypotheses,
using SmartPLS 3 software. Furthermore, a bootstrapping test was
used to inspect potential mediating effects. Specifically, the test
assessed whether the proposed direct and indirect effects were
statistically significant, and at the same time revealed the nature of
the mediation effect.
 Results
The results from the empirical study reveal three key findings: i)
organizational vision integration among employees is directly and
positively related to creative performance in their respective work
role (= 0.16). Organizational vision integration and employees
psychological capital explains almost 40% (R2 = 0.36) in employees
creative performance, ii) psychological capital and employees
perception of organizational attractiveness are directly and positively
related to employees organizational vision integration ( = 0.19 and =
0.40, respectively) and explains about 30% (R2 = 0.29) of employees
organizational vision integration, iii) employees organizational
vision integration mediates the relationship between employees
psychological capital, perception of organizational attractiveness and
employees creative performance.
Conclusions
Taking an employee perspective, this study contributes to revealing
whether and how organizational vision matters and its impact on
hospital employees work performance. Achieve organizational
vision integration among hospital employees successfully, this study
shows that it is important for hospital leaders to be aware of the
pattern of impact of both personal as well as environmental-related
factors.

3. Learn from the Best Hospitals: A Comparison of the

Mission, Vision, and Values
Author- Xiaoping Qin- The University of Sydney Bing-Long Wang
Chinese Academy of Medical Sciences and Peking Union Medical
College, Jinhong Zhao-Chinese Academy of Medical Sciences and
Peking Union Medical College Peixin Wu-Chinese Academy of
Medical Sciences and Peking Union Medical College Tingfang Liu -
Chinese Academy of Medical Sciences and Peking Union Medical
College
Posted Date: November 21st, 2022
Background: The hospital's mission, vision, and values are the core
of the hospital's culture and the most profound expression of the
hospital's culture. Although there have been many comparative
studies on the mission, vision, and values of organizations in the
past, there have been few studies on the mission, vision, and values
of hospitals in the healthcare field. The purpose is to understand how
the world's top hospitals perform the effective role of mission,
vision, and value.
Methods: This paper collects and discusses the approaches of the
world's top five hospitals in mission, vision, and value through a
qualitative analysis method. Documents for the study were collected
from the publicly available information of the five hospitals,
including their websites, annual reports, and relevant academic
literature published in English on Google Scholar, PubMed,
Medline, and Web of Science
Results: These five hospitals have similarities and differences in the
development of their missions, visions, and values, which are worthy
of study by other hospitals. The setting of a mission is a useful
reflection of the hospital’s focus and direction showing the social
responsibility and sustainability of the hospital. The development of
a vision has a guiding role in the equity and development of patients
and employees and can improve the efficiency and effectiveness of
hospital management and ensure the quality of services. The
elaboration of values can help hospitals to develop strategic plans
and improve daily management.
Conclusion: Our research found that the top five hospitals in the
world, regardless of the nature of the hospital or their management
model, have some overlap in their missions, visions, and values. In
addition, each hospital also has some distinctive description that
reflects their special characteristics.
Figure - vision statement of world's top 5 hospitals

SWOT ANALYSIS

Literature review
1.Medical Tourism in India- A Swot Analysis
Dr. Ratinder Kaur, Assistant Professor, School of Management
Studies, Punjabi University,
Patiala, Punjab
Published on 4-October-December-2019
India is one the major hub and promoter of medical healthcare
tourism and considered as an oasis in the modern world
providing health and well-being with latest technology
(Bhangale, 2008). It can aim of becoming “The Provider to the
World” by giving medical care at reasonable value with the joint
efforts of government, providers, facilitators, regulators, insurers
etc. (Medical Value Travel in India Report, FICCI, 2016). There
are many opportunities in these opportunities at dispense such as
 availability of language experts, support by foreign government,
and many web portals that offer medical tourism services etc.
All these opportunities and strengths should be leveraged
whereas the weaknesses should be improved upon, and threats
should be carefully evaluated and tackled with so that they do
not obstruct the advancement of Medical tourism as it is one of
the most promising area of today’s times as it not only benefits
developing nations like India but developed nations too.

2.Healthcare in India- A SWOT analyses

August 2019

Author- Dhastagir Sheriff

SWOT ANALYSES
1. Buildings and Infrastructure
Strength: Elaborate network of healthcare facilities
L ocational advantage of all healthcare buildings in the
government sector
Weaknesses
I nadequate buildings as SCs, PHCs and CHCs, poor
functioning
Ÿ A skewed distribution of healthcare infrastructure, poor
regulation marketing of devices and equipment
P oor maintenance
Ÿ A lack of f faith in some of the locally manuf actured
equipment
Opportunities
C ommitment of the government to improve the present
situation
I ncreasing domestic market for production of devices and
equipment, for setting up of laboratories and diagnostics,
facilities for medical education, etc.
Threat
T he government has not been able to main tain its
buildings. It lacked funds to do so. In course of
time, because of political interests and pressures, it may
SWOT ANALYSES
1. Buildings and Infrastructure
Strength: Elaborate network of healthcare facilities
Ÿ Locational advantage of all healthcare buildings in the
government sector
Weaknesses
Ÿ Inadequate buildings as SCs, PHCs and CHCs, poor
functioning
Ÿ A skewed distribution of healthcare infrastructure, poor
regulation marketing of devices and equipment
Ÿ Poor maintenance
Ÿ A lack of f aith in some of the locally manuf actured
equipment
Opportunities
Ÿ Commitment of the government to improve the present
situation
Ÿ Increasing domestic market for production of devices and
equipment, for setting up of laboratories and diagnostics,
facilities for medical education, etc.
Threat
Ÿ The government has not been able to main tain its
buildings. It lacked funds to do so. In course of
time, because of political interests and pressures, it may
SWOT ANALYSES
1. Buildings and Infrastructure
Strength: Elaborate network of healthcare facilities
Ÿ Locational advantage of all healthcare buildings in the
government sector
Weaknesses
Ÿ Inadequate buildings as SCs, PHCs and CHCs, poor
functioning
Ÿ A skewed distribution of healthcare infrastructure, poor
regulation marketing of devices and equipment
Ÿ Poor maintenance
Ÿ A lack of f aith in some of the locally manuf actured
equipment
Opportunities
Ÿ Commitment of the government to improve the present
situation
Ÿ Increasing domestic market for production of devices and
equipment, for setting up of laboratories and diagnostics,
facilities for medical education, etc.
Threat
Ÿ The government has not been able to main tain its
buildings. It lacked funds to do so. In course of
time, because of political interests and pressures, it may
SWOT ANALYSES
1. Buildings and Infrastructure
Strength: Elaborate network of healthcare facilities
Ÿ Locational advantage of all healthcare buildings in the
government sector
Weaknesses
Ÿ Inadequate buildings as SCs, PHCs and CHCs, poor
functioning
Ÿ A skewed distribution of healthcare infrastructure, poor
regulation marketing of devices and equipment
Ÿ Poor maintenance
Ÿ A lack of f aith in some of the locally manuf actured
equipment
Opportunities
Ÿ Commitment of the government to improve the present
situation
Ÿ Increasing domestic market for production of devices and
equipment, for setting up of laboratories and diagnostics,
facilities for medical education, etc.
Threat
Ÿ The government has not been able to main tain its
buildings. It lacked funds to do so. In course of
time, because of political interests and pressures, it may
SWOT ANALYSES
1. Buildings and Infrastructure
Strength: Elaborate network of healthcare facilities
Ÿ Locational advantage of all healthcare buildings in the
government sector
Weaknesses
Ÿ Inadequate buildings as SCs, PHCs and CHCs, poor
functioning
Ÿ A skewed distribution of healthcare infrastructure, poor
regulation marketing of devices and equipment
Ÿ Poor maintenance
Ÿ A lack of f aith in some of the locally manuf actured
equipment
Opportunities
Ÿ Commitment of the government to improve the present
situation
Ÿ Increasing domestic market for production of devices and
equipment, for setting up of laboratories and diagnostics,
facilities for medical education, etc.
Threat
Ÿ The government has not been able to main tain its
buildings. It lacked funds to do so. In course of
time, because of political interests and pressures, it may
SWOT ANALYSES
1. Buildings and Infrastructure
Strength: Elaborate network of healthcare facilities
Ÿ Locational advantage of all healthcare buildings in the
government sector
Weaknesses
Ÿ Inadequate buildings as SCs, PHCs and CHCs, poor
functioning
Ÿ A skewed distribution of healthcare infrastructure, poor
regulation marketing of devices and equipment
Ÿ Poor maintenance
Ÿ A lack of f aith in some of the locally manuf actured
equipment
Opportunities
Ÿ Commitment of the government to improve the present
situation
Ÿ Increasing domestic market for production of devices and
equipment, for setting up of laboratories and diagnostics,
facilities for medical education, etc.
Threat
Ÿ The government has not been able to main tain its
buildings. It lacked funds to do so. In course of
time, because of political interests and pressures, it may
SWOT ANALYSES
1. Buildings and Infrastructure
Strength: Elaborate network of healthcare facilities
Ÿ Locational advantage of all healthcare buildings in the
government sector
Weaknesses
Ÿ Inadequate buildings as SCs, PHCs and CHCs, poor
functioning
Ÿ A skewed distribution of healthcare infrastructure, poor
regulation marketing of devices and equipment
Ÿ Poor maintenance
Ÿ A lack of f aith in some of the locally manuf actured
equipment
Opportunities
Ÿ Commitment of the government to improve the present
situation
Ÿ Increasing domestic market for production of devices and
equipment, for setting up of laboratories and diagnostics,
facilities for medical education, etc.
Threat
Ÿ The government has not been able to main tain its
buildings. It lacked funds to do so. In course of
time, because of political interests and pressures, it may
SWOT ANALYSES
1. Buildings and Infrastructure
Strength: Elaborate network of healthcare facilities
Ÿ Locational advantage of all healthcare buildings in the
government sector
Weaknesses
Ÿ Inadequate buildings as SCs, PHCs and CHCs, poor
functioning
Ÿ A skewed distribution of healthcare infrastructure, poor
regulation marketing of devices and equipment
Ÿ Poor maintenance
Ÿ A lack of f aith in some of the locally manuf actured
equipment
Opportunities
Ÿ Commitment of the government to improve the present
situation
Ÿ Increasing domestic market for production of devices and
equipment, for setting up of laboratories and diagnostics,
facilities for medical education, etc.
Threat
Ÿ The government has not been able to main tain its
buildings. It lacked funds to do so. In course of
time, because of political interests and pressures, it may
SWOT ANALYSES
1. Buildings and Infrastructure
Strength: Elaborate network of healthcare facilities
Ÿ Locational advantage of all healthcare buildings in the
government sector
Weaknesses
Ÿ Inadequate buildings as SCs, PHCs and CHCs, poor
functioning
Ÿ A skewed distribution of healthcare infrastructure, poor
regulation marketing of devices and equipment
Ÿ Poor maintenance
Ÿ A lack of f aith in some of the locally manuf actured
equipment
Opportunities
Ÿ Commitment of the government to improve the present
situation
Ÿ Increasing domestic market for production of devices and
equipment, for setting up of laboratories and diagnostics,
facilities for medical education, etc.
Threat
Ÿ The government has not been able to main tain its
buildings. Generally, it lacked funds to do so. In course of
time, because of political interests and pressures, it may
SWOT ANALYSES
1. Buildings and Infrastructure
Strength: Elaborate network of healthcare facilities
Ÿ Locational advantage of all healthcare buildings in the
government sector
Weaknesses
Ÿ Inadequate buildings as SCs, PHCs and CHCs, poor
functioning
Ÿ A skewed distribution of healthcare infrastructure, poor
regulation marketing of devices and equipment
Ÿ Poor maintenance
Ÿ A lack of f aith in some of the locally manuf actured
equipment
Opportunities
Ÿ Commitment of the government to improve the present
situation
Ÿ Increasing domestic market for production of devices and
equipment, for setting up of laboratories and diagnostics,
facilities for medical education, etc.
Threat
Ÿ The government has not been able to main tain its
buildings. Generally, it lacked funds to do so. In course of
time, because of political interests and pressures, it may
SWOT ANALYSES
1. Buildings and Infrastructure
Strength: Elaborate network of healthcare facilities
Ÿ Locational advantage of all healthcare buildings in the
government sector
Weaknesses
Ÿ Inadequate buildings as SCs, PHCs and CHCs, poor
functioning
Ÿ A skewed distribution of healthcare infrastructure, poor
regulation marketing of devices and equipment
Ÿ Poor maintenance
Ÿ A lack of f aith in some of the locally manuf actured
equipment
Opportunities
Ÿ Commitment of the government to improve the present
situation
Ÿ Increasing domestic market for production of devices and
equipment, for setting up of laboratories and diagnostics,
facilities for medical education, etc.
Threat
Ÿ The government has not been able to main tain its
buildings. Generally, it lacked funds to do so. In course of
time, because of political interests and pressures, it may
SWOT ANALYSES
1. Buildings and Infrastructure
Strength: Elaborate network of healthcare facilities
Ÿ Locational advantage of all healthcare buildings in the
government sector
Weaknesses
Ÿ Inadequate buildings as SCs, PHCs and CHCs, poor
functioning
Ÿ A skewed distribution of healthcare infrastructure, poor
regulation marketing of devices and equipment
Ÿ Poor maintenance
Ÿ A lack of f aith in some of the locally manuf actured
equipment
Opportunities
Ÿ Commitment of the government to improve the present
situation
Ÿ Increasing domestic market for production of devices and
equipment, for setting up of laboratories and diagnostics,
facilities for medical education, etc.
Threat
Ÿ The government has not been able to main tain its
buildings. Generally, it lacked funds to do so. In course of
time, because of political interests and pressures, it may
SWOT ANALYSES
1. Buildings and Infrastructure
Strength: Elaborate network of healthcare facilities
Locational advantage of all healthcare buildings in the
government sector
 Weaknesses
Inadequate buildings as SCs, PHCs and CHCs, poor
functioning
A skewed distribution of healthcare infrastructure, poor
regulation marketing of devices and equipment
Poor maintenance
lack of faith in some of the locally manufactured
equipment
Opportunities
Commitment of the government to improve the present
Situation
Increasing domestic market for production of devices and
equipment, for setting up of laboratories and diagnostics,
facilities for medical education, etc.
Threat
The government has not been able to keep its
buildings. It lacked funds to do so. In course of
time, because of political interests and pressures, it may

3. SWOT Analysis (or SWOT Matrix) Tool as a Strategic

Planning and Management Technique in the Health Care
Industry and Its Advantages
Published: November 29, 2021
Corresponding author: Ahsan Siddiqui, Quality Management
& Patient Safety Department, General Directorate of Health,
Riyadh Saudi Arabia

Background and Objective: The main theme of this article is to

discuss the use of SWOT analysis (or SWOT matrix) tool as a
strategic planning and management technique in the health care
industry and its advantages.

Methods: The Author of this article has chosen literature review

method of random research articles and literature on the websites
about SWOT Analysis tool or SWOT Matrix. 15 websites and articles
were reviewed for writing article “SWOT analysis (or SWOT matrix)
tool as a strategic planning and management technique in the health
care industry and its advantages”. The literature review has discussed
the strengths, weaknesses, opportunities, and threats in details about
healthcare industry. The SWOT analysis for the health care industry is
written in the four tables and then interpreted in the SPSS
Diagrammatic presentation.
Results: There are four tables, and four SPSS diagrams is the SWOT
Matrix tool in the healthcare industry. Four tables explain the 6
common Strengths, Weaknesses, Opportunities and Threats for the
healthcare industry mentioned in 15 Articles. Four SPSS diagrams
show the frequency of SWOT matrix tool of 6 common Strengths,
Weaknesses, Opportunities and Threats for the healthcare industry
mentioned in 15 Articles.
Conclusion: To sum up, SWOT analysis or SWOT matrix tool is
especially useful quality management tool for the industry. Strength,
weaknesses, opportunities, and threats helps to find all the
characteristics in the organization to start the process of improvement.
SWOT analysis tool is infected tool for various industries
engineering, defence, aviation, motor, real state, tourism, etc. SWOT
tool helps administration to simplify the challenges an organization is
facing and would face in the future to write and implement the
corrective actions for improvement. SWOT analysis also helps to find
the 7 Muda wastes of the organization to reduce the wastes to make
the organization dependable productive and profitable.

SWOT ANALYSIS OF BLK-MAX

STRENGTHS
Resourceful promoter group and experienced management
team
Healthy operational parameters and long-term structural cost-
savings boosting profitability margins
Improvement in the financial risk profile on the back of pre-
payment of high-cost debt
Established and leading market position driven by strong
brand equity
Experienced team of doctors
Diversification across various specialties and improving
channel mix
Liquidity: Strong
WEAKNESSES
Exposed to regulatory and concentration risk
Intense competition from other established players
Industry outlook

OPPORTUNITIES
1.Expansion in Existing Facilities and newly bought land
parcels
2. Asset-light Models with Real Estate Investment Trusts
(REITs) and Developers for Future Expansion
3.Inorganic Growth Opportunities
4. Invest in and Grow Retail Pathology and Home Care
Services
5. Improve Case and Channel Mix
6. Medical Tourism: India is quickly appearing as a major
medical tourism destination. We believe that India is highly
competitive in terms of healthcare costs at equivalent clinical
outcomes compared to the developed countries, such as the
United States, the United Kingdom, and Singapore.

THREATS
 Increasing Competition Intensity
 Regulatory Risks Faced by the Healthcare Industry
 Technology Disruption
 Availability of Skilled Clinical Talent
 The Threat of New Entry: The ease with which new
competitors can enter the market if they see that you are
making good profits (and then drive your prices down).
By thinking through how each force affects you, and by
 finding the strength and direction of each force, you can
quickly assess the strength of the position and your
ability to make a sustained profit in the industry.

IFE/EFE matrix
Literature review -
1.SWOT analysis applications: An integrative
analysis application: An integrative literature review
Author- Mostafa Ali Benzaghta Misurata University Abdulaziz
Elwalda Misurata University Mousa Mohamed Mousa University of
Tripoli
Published on March 2021
Based on the literature reviewed, the following key conclusions were
reached: • SWOT analysis is an effective strategic tool that can be
used efficiently and resourcefully to assess the strengths, weaknesses,
opportunities, and threats of businesses. • It is highly plausible that
SWOT analysis will endure gaining more attention in the future as it
has endured to become one of the key sources of information for
strategic planning. The literature has also shown that managers can
use SWOT to effectively overcome their businesses’ threats, and
easily find the core competencies of the businesses.
The use of SWOT analysis with other techniques such as analytic
hierarchy process (AHP), the PESTEL (political, economic,
sociological, technological, legal, and environmental) framework and
the five forces model can bring results that are more beneficial to
businesses. • The reviewed literature also revealed that the use of
SWOT analysis in some fields is more common than in others. For
example, the use of SWOT analysis in healthcare and marketing is
used much more often than in agriculture.
2. Analysis of Internal Factor Evaluation Matrix,
External Factor Evaluation Matrix, Threats-
Opportunities-Weaknesses-Strengths Matrix, and
Quantitative Strategic Planning Matrix on Milk
Products and Nutrition Segment of Nestlé India
Author- Felicia Juliani Leliga, Janet Devina Koapaha. , Anastasia
Cherry Sulu.
A lot of Indians started moving towards healthy lifestyle. Nestle is
one of the largest multinational food companies in India. Most of its
income comes from Milk Products and Nutrition (MPN) sales. Nestle
must keep or even improve the quality of their nutritious products, to
be able to secure their market share in India. The purpose of this study
is to decide the strategic alternatives for this segment. Secondary data
such as annual reports, news articles, and analysis on trusted websites
were used to conduct this study. the data was processed by using IFE,
EFE, TOWS, and QSPM matrices. This study aims to find external
and internal indicators affecting MPN sales performance, to present
the strategies that could be implemented based on those indicators,
and to decide the priority strategy to execute the plan. The result
shows that Nestle India should prioritize to apply product
development strategy first, then related diversification strategy
3. Designing Strategies using IFE, EFE, IE, and
QSPM analysis: Digital Village Case
April 2019
The Asian Journal of Technology Management (AJTM)
Author- Dini Turipanam Alamanda; Garut University
Grisna Anggadwita; Telkom University
Mohammad Raynaldi, Santi Novani; Bandung Institute of
Technology
Based on the research, the results of the
analysis with the IFE, EFE, IE, and QSPM
matrix was made to decide and figure out the
best strategy recommended to Baraya Digital
SMEs Village. The main strategy generated is
the intensive strategy (market penetration) by
developing a business with priority online
marketing because it can reduce costs. Baraya
Digital SMEs Village expected to be an
example and help the economic growth
of villages in Indonesia. The result of the
QSPM matrix is to improve HR performance
by providing regular training and seminar
opportunities. Another alternative strategy is
to increase revenue by producing and
marketing products and services by utilizing
technological developments. The addition of
the number of employees who are competent
in the handling of work is an alternative
strategy that gets the last rating, because it is
considered will add the cost structure on the
Baraya Digital SMEs Village.
Strengthening the business model in the
Baraya Digital SMEs Village is expected to
expand the business by maximizing
opportunities and anticipate existing threats.
In the customer segment, Baraya Digital
SMEs Village can expand the market by
exploiting the growth of e-commerce. In
addition, key activities by opening sewing
lessons as a form of expanding the
proportion of value to specific customer
segments can also be conducted to add new
revenue streams. Other key activities can be
done by improving HR performance by
Based on the research, the results of the
analysis with the IFE, EFE, IE, and QSPM
matrix was made to decide and figure out the
best strategy recommended to Baraya Digital
SMEs Village. The main strategy generated is
the intensive strategy (market penetration) by
developing a business with priority online
marketing because it can reduce costs. Baraya
Digital SMEs Village expected to be an
example and help the economic growth
of villages in Indonesia. The result of the
QSPM matrix is to improve HR performance
by providing regular training and seminar
opportunities. Another alternative strategy is
to increase revenue by producing and
marketing products and services by utilizing
technological developments. The addition of
the number of employees who are competent
in the handling of work is an alternative
strategy that gets the last rating, because it is
considered will add the cost structure on the
Baraya Digital SMEs Village.
Strengthening the business model in the
Baraya Digital SMEs Village is expected to
expand the business by maximizing
opportunities and anticipate existing threats.
In the customer segment, Baraya Digital
SMEs Village can expand the market by
exploiting the growth of e-commerce. In
addition, key activities by opening sewing
lessons as a form of expanding the
proportion of value to specific customer
segments can also be conducted to add new
revenue streams. Other key activities can be
done by improving HR performance by
Based on the research, the results of the analysis with the IFE,
EFE, IE, and QSPM matrix were made to decide and figure out the
best strategy recommended to Baraya Digital SMEs Village. The
main strategy generated is the intensive strategy (market penetration)
by developing a business with priority online marketing because it
can reduce costs. Baraya Digital SMEs Village expected to be an
example and also help the economic growth of villages in
Indonesia. The result of the QSPM matrix is to improve HR
performance by providing regular training and seminar
opportunities. Another alternative strategy is to increase revenue
by producing and marketing products and services by utilizing
technological developments. The addition of the number of
employees who are competent in the handling of work is an
alternative strategy that get the last rating, because it is considered
will add the cost structure on the Baraya Digital SMEs Village.
Strengthening the business model in the Baraya Digital SMEs
Village is expected to expand the business by maximizing
opportunities and anticipate existing threats. In the customer
segment, Baraya Digital SMEs Village can expand the market by
exploiting the growth of e-commerce. In addition, key activities
by opening sewing lessons as a form of expanding the
proportion of value to specific customer segments can also be
conducted to add new revenue streams. Other key activities can be
done by improving HR performance by providing regular
training and seminar opportunities. Further research is expected to
be able to deepen for other strategic alternatives. Further research
can use resource-based view (RBV) to focus on the development
of existing resources so as to enhance the competitive advantage
of other organizations or communities, especially Digital SME
Village.
BLK MAX IFE/EFE MATRIX
WEI
WEI GHT WEIGH
External Factor Evaluati IMPA WEIG IMPA Internal Factor Evaluati
GHT ED I TED IM
on (EFE) CT HTS CT on (IFE)
S MP PACT
ACT
  OPPORTUNITY  STRENGTHS 
 Healthy Developments By 
2 0.12 0.24 0.4 0.2 2 50% Market Share
 Govt.
 Future Growth Potential 
2 0.1 0.2 0.2 0.1 2 Skilled Doctors
 Medical Industry
 Annual Growth in Indian  
37 Branches all over the w
 and Foreign Patients  2 0.1 0.2 0.1 0.05 2
orld
 arrivals
More advance medical tech
 Increased private funding  1 0.05 0.05 0.2 0.1 2
nology
 Scope for enhanced   
60% license to practice abr
2 0.2 0.4 0.1 0.05 2
oad
 Medical outsourcing
 Scope to increase License
1 0.05 0.05 0.2 0.1 2 30 years old company
 practices
Neat and Clean hospital pr
 Foreign attraction  1 0.1 0.1 0.1 0.1 1
emises
 Freedom of consumer 
2 0.01 0.02
 disposable income
  THREATS  WEAKNESSES     
 Increasing Competitive 
-1 0.07 -0.1 -0.1 0.1 -1 High price
 environment
 competitive price -2 0.1 0.2 -0.24 0.12 -2 Target customers : Upper 
 Telemedicine, Ayurvedic & Middle class
Lack in diversify growth in 
-2 0.1 -0.2 -0.16 0.08 -2
other treatments
 Treatmrnts 
Total 1.7 1.8 Total
Interpretation-
IFE Matrix ratings: Major Strengths (+2), Minor Strengths (+1),
Major Weakness (-2), Minor Weakness (-1).

EFE Matrix ratings: Major opportunity (+2), Minor Opportunity (+1),

Major Threats (-2), Minor Threat (-1)

Insights / Points to Note

Total weighted score well below 1.0 characterize organizations that

are weak internally / externally and vice versa.

In the case of BLK-MAX Hospital, the IFE weighted score is 1.80

which suggest the organization has a strong internal position.

Similarly, the EFE weighted score of 1.73 suggesting the organization

is responding effectively to existing opportunities and minimizing
the potential threats in its industry.
BCG MATRIX
Literature review
1. The Organisational Environment of West Cheshire
Hospital
Published: 11th Feb 2020

2. The management of external marketing

communication instruments in health care services
Author- L Bobocea,* St Spiridon,* L Petrescu,* CM
Gheorghe,* and VL Purcarea*
Become known and attract consumers, a health care organization
must develop suitable external communication campaigns.
Consequently, management instruments are employed to effectively
evaluate the success of a campaign. The BCG Matrix, SWOT analysis
and the Gantt Diagram were used in this paper to ensure the
 consistency and accuracy of the external communication process at an
empirical level.

3. Application of Boston matrix combined with

SWOT analysis on operational development and
evaluations of hospital development.
Author- Z-Q Tao, A-M Shi
Published 2016
Medicine European review for medical and pharmacological sciences
The aim of this study is to explore the application of Boston
matrix combined with SWOT analysis on operational development and
evaluations of hospital departments. We selected 73 clinical and
medical technology departments of our hospital from 2011 to 2013,
and evaluated our hospital by Boston matrix combined with SWOT
analysis according to the volume of services, medical quality, work
efficiency, patients' evaluations, development capacity, operational
capability, economic benefits, comprehensive evaluation of hospital
achievement, innovation ability of hospital, influence of hospital,
human resources of hospital, health insurance costs, etc. It was found
that among clinical departments, there were 11 in Stars (22.4%), 17 in
cash cow (34.7%), 15 in question marks (31.2%), 6 Dogs (12.2%), 16
in the youth stage of life cycle assessment (27.6%), 14 in the prime
stage (24.1%), 12 in the stationary stage (20.7%), 9 in the aristocracy
stage (15.5%) and 7 in the recession stage (12.1%). Among medical
technology departments, there were 5 in Stars (20.8%), 1 in Cash cow
(4.2%), 10 in question marks (41.6%), 8 Dogs (29.1%), 9 in the youth
stage of life cycle assessment (37.5%), 4 in the prime stage (16.7%), 4
in the stable stage (16.7%), 1 in the aristocracy stage (4.2%) and 6 in
the recession stage (25%). In conclusion, Boston matrix combined with
SWOT analysis is suitable for operational development and
comprehensive evaluations of hospital development, and it plays a key
role in providing hospitals with development strategies,
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