Final Report

THESIS REPORT
ON
A Comparative Analysis of Promotional Activities
of Different Private Hospitals in Bangladesh
Date of Submission: 12 November, 2009
Stamford University Bangladesh
1
THESIS REPORT
ON
Prepared for
Md. Kamruzzman
Assistant Professor
Prepared by
Md. Shahnur Rashid

ID-MBA 03910709
Major: Marketing
MBA Program
Date of Submission: November 18, 2009
Stamford University, Bangladesh

2
Letter of Transmittal
November 18, 2009
To
Md. Kamruzzaman
Thesis Supervisor
Department of Business Administration
Subject: Submission of Thesis Report entitled “A Comparative Analysis of

Promotional Activities of Different Private Hospitals in Bangladesh”
Dear Sir,
The thesis report entitled “A Comparative Analysis of Promotional Activities of

Different Private Hospitals in Bangladesh” is done as a partial fulfillment of the
requirement of MBA degree. You assigned me to prepare me to this report as a
requirement of the MBA. I am grateful to you for giving me the opportunity to undergo
such an experience.
This report is a partial requirement of MBA program. So, in making this report worthy on,
I have tried my level best to gather all relative information from the various sources. I
hope that it will meet your expected standard.
I sincerely hope that this thesis report meets your approval and its appraisal would
demonstrate my ability to prepare a formal report. I would be glad to furnish you with
clarifications, if required.
Sincerely yours,
_____________
Md. Shahnur Rashid
ID # MBA-039 10709
3
Student Assertion
I Hereby Announced That the Extensive Study Entitled

Prepared in partial accomplishment of the

Requirement for the award of the degree in
Masters of Business Administration

from
_______________
Md. Shahnur Rashid
ID No- 039 10709
Batch-39
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CERTIFICATION
This is to certify that Md. Shahnur Rashid, student of MBA program of bearing ID
No. MBA 03910709 under the department of Business Administration, Stamford
University Bangladesh has completed the thesis report titled “A Comparative
Analysis of Promotional Activities of Different Private Hospitals in Bangladesh”
as a part of requirement for obtaining MBA degree. I have gone through the
report and found it to be a well written report. He has completed the report by
himself successfully under my supervision.
I wish him every success in his future endeavor.
Supervisor
_________________________________________
Md. Kamruzzman
Assistant Professor
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Acknowledgement
At first I would like to express my gratitude to almighty God for enabling me the strength
and opportunity to complete the report within the schedule time successfully.
We know that practical knowledge in subject matter is essential to sub assistant the
theoretical knowledge gathered in the educational institutions. In order to resolve the
dichotomy between these two areas, I was assigned to prepare this report on “A
Comparative Analysis of Promotional Activities of Different Private Hospitals in
Bangladesh”
This report would not have been possible without the dedication and contribution of a
number of individuals as it involved diverse field of knowledge and experience. The list
of those great persons, who helped me and guided me to prepare the report is very long
and cannot be accommodated within this limited space. But it will be unfair to ignore
acknowledge some of them as they contributed so much to my effort of writing a worthy
report.
First and foremost, I would like to express my gratitude to Md. Kamruzzaman,

Assistant Professor, honorable faculty member, Department of Business
Administration, Stamford University Bangladesh for agreeing to supervise me during this
project. His eagerness to help me every step of the way encouraged me to propel myself
higher.
I would express my humble gratitude to Shafil Azam, Executive (Marketing), Apollo

Hospital Limited, Dhaka. Without his supervision and cooperation this report would have
been a very difficult one to complete.
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SYNOPSIS
Good health care is a great need of any country but the access to health care is mostly
severe in Bangladesh. To make the access easier the contribution of private hospitals
has increasingly emerging in this sector with wide range of services and specialists,
equipment, and sophisticated medical technology. Latest diagnostic, medical and
surgical facilities or services for the care of its patient’s adequate amenities, quality
doctors and staffs, more services oriented activities and above all effective and efficient
authority. Therefore marketing activities are essentially important for private hospitals to
understand needs and wants of patients and introduce activities like exploring extensive
growth opportunities, SWOT (strength, weakness, opportunities and threat) analysis,
practicing integrated marketing communication with full-fledged direct marketing,
advertising, personal selling, sales promotion, public relation and other promotional
campaigns.
The topic of the report is “A Comparative Analysis of Promotional Activities of

Different Private Hospitals in Bangladesh”. Obviously different private hospitals,
namely Apollo Hospital Dhaka, United Hospital limited and Square Hospital Limited have
their own way of developing and implementing marketing and promotional activities.
While conducting this report writing some primary data are collected from business
Development manager of all private hospitals. The report is based on their strategies
and activities.
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T A B L E OF C O N T E N T
Chapter- 1
Page No
1.0 Introduction 01
1.2 Background of the Study 04

1.3 Literature Review 05
1.4 Objective of the Study 12
1.5 Methodology of the study 13
1.6 Limitations of the study 14
Chapter- 2
2.0 Overall Scenario of Private hospitals in Bangladesh 15
2.1 Emergence of Hospital Industry in Bangladesh 15

2.2 Private and public Hospital Services in Bangladesh 16
Chapter- 3
3.0 Overview of the Apollo Hospital Dhaka in Bangladesh 20
3.1 Apollo Hospital Dhaka 20

3.2 Mission Statement 20
3.3 Accreditation 20
3.4 Benefits of Accreditation by JCI 21
3.5 Promoters 21
3.6 Administration 22
3.7 Specialty 23
3.8 Services 24
3.9 Quality Initiatives 24
3.10 Master Health Check 26
3.11 Special Instructions for Women 28
3.12 Technology of Apollo Hospital Dhaka 29
3.13 Library 30
3.14 Apollo Hospitals Dhaka Information Center 30
Chapter- 4
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4.0 Overview of the United Hospital Dhaka 34
4.1 About United Hospital 34

4.3 They are committed to 34
4.4 Facilities at United Hospital 35
4.5 Reliable Automation 35
4.6 State-of-the-Art Equipment 36
4.7 Sophisticated and Accurate 36
4.8 Board of Directors 37
4.9 Direction for Several Services 38
4.10 For Patients 40
4.11 Our Hospital Stay 40
4.12 Billing 41
4.13 Going Home 42
4.14 Rules and Regulations For In Patients of UHL 42
4.15 Medical and Professional Services 42
4.16 United Hospital has 5 OPDs 44
Chapter- 5
5.0 Overview of the Square Hospital Dhaka in Bangladesh 47
5.1 A Token of Gratitude to the Nation 47

5.2 Square Hospital Ltd. 47
5.3 Hospital Overview 47
5.4 The Astras building is organized as 48
5.6 Square Group 49
5.7 OPD Services 49
5.8 IPD Services 51
5.9 ICU, CCU, NICU, PICU, CSICU, SICU 51
5.10 Ancillary Services 53
5.11 Visiting Hours 57
5.12 Location Map 61
Chapter- 6
6.0 SWOT Analysis of Hospitals 63
6.1 SWOT analysis of Apollo Hospital Dhaka 63
6.2 SWOT analysis of United Hospital Limited 65
6.3 SWOT analysis of Square Hospital Limited 66
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Chapter- 7
7.0 Comparative Analysis of the Promotional Strategies 68
7.1 Promotional Budget 68

7.2 Promotional Mix Elements 70
7.3 Advertising Budget 70
Chapter-8
8.0 Recommendations and Conclusion
8.1 Recommendations 72
8.2 Conclusion 73
References 74
Survey Questionnaire 75
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Bismillahir Rahmanir Rahim
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Chapter-One
Introduction
1.0 Introduction
In Bangladesh, the status of healthcare is similar to the one of many developing
countries: medical practitioners in Bangladesh often operate in relative isolation, dealing
with diverse health care needs. Worldwide there is difficulty in retaining specialists in
non-urban areas. The distribution of specialists in Bangladesh is indeed uneven. Tertiary
care hospitals are also concentrated within the capital and few other major cities with
large segments of the population having no access.
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The bulk of the nation's health manpower is under government control because provision
of health care is government's responsibility. Only in cities and towns there are doctors
available in private practice and in recent years, diagnostic services and hospital care
have witnessed good growth in the private sector particularly in the capital city of Dhaka
and a few other major cities.
The bulk of the population living in rural Bangladesh and too poor to afford private
medical facilities have to be cared for by government facilities which admittedly are
victims of chronic funding and manpower shortage. Most rural hospitals operated by
government lack adequate number of doctors and technicians; moreover, the doctors
are permitted to engage in private practice which often takes away their time, time that
they could otherwise devote to hospital work and medical research. Biomedical research
manpower is one of the least developed sectors in the country's health manpower
scenario.
The number of registered doctors in the year 2000 stands at 27,546 for a population of
about 130 millions and the number of registered nurses is 15804. In the year 2000, the
number of hospital beds was 40,793 of which 29,402 are in the government hospitals.
The number of medical colleges in private sectors was 13 and in the public sector it was
also
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Table Public health infrastructure in Bangladesh
Medical college and hospital 13
Specialized hospital and centre 61
National institute 5
Medical university 1
Post graduate institute and hospital 5
Infectious diseases hospital 6
TB hospital 4
Chest hospital 45
Leprosy hospital 3
Mental hospital 2
Paramedic institute 1
Dental college hospital 2
Upazila Health Complex 402
Union sub-centre 3175
Primary healthcare
The administration of primary healthcare by the Bangladesh government is carried out
through a surprisingly extensive infrastructure of facilities within each of the 64 districts.
The districts are divided into 464 upazillas (sub-district) which are subdivided into
unions. Each union consists of approximately 25,000 people and health services are
directed by the Ministry of Health and Family Welfare (MOHFW).
The new five-year health and population sector programmed (HPSP) based on the
Health and Population Sector Strategy (HPSS) already under implementation since July
1998 calls for providing an essential service package (ESP) or a community based
healthcare scheme to the entire population at four different levels of delivery. The levels
are: community out-reaches, health and family welfare centers/rural dispensaries,
upazila health complexes as first referral system and district hospital as second referral
system.
Healthcare in rural areas
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The rural areas of Bangladesh contain more than 70 percent of its total population and
82 percent of the total poor people. The upazillas (sub-district) consisting of unions,
represent the rural areas of the country. Primary healthcare service is offered from the
Union Health Centers have an available staff comprising of a Medical Assistant, who
receives three years of training in disease prevention, health education, and basic first
aid, and a Family Welfare Visitor, who receives 18 months of training in family planning,
reproductive health, and postnatal and prenatal care.
However, despite such an extensive rural health care infrastructure, only a diminutive
fraction, as little as 8 percent of the rural population accesses these amenities. This 8
percent is asserted by various NGOs to be made up largely of people of the status of
village elite. Furthermore, of mothers who reported in a household survey that their child
was “too sick to eat,” only two percent of them sought care for their child from the
nearest Union Health and Family Welfare Center, most preferring the services of a local
village doctor without a medical graduate degree
Government complexes are not utilized to “anywhere near their capacity,” primarily
because of the lack of quality care and accessibility. Alarmingly, less than 50 percent of
the women are even aware of the existence of Satellite Clinics in their areas. According
to a national survey undertaken by USAID on disadvantaged Bangladeshis, not even
one percent of those surveyed had utilized the services of a Union Health and Family
WelfareCenter.
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Problems in the healthcare system
It is noted that the highest number of problems (22%) in health sector are related to
inadequate number of physicians, wrong treatment, negligence towards patients, and
absence from duty and unwillingness of doctors to stay at rural areas and small
towns. The other problems are related to supplies, equipment, beds etc (21%). Some
other major problems often discussed also include lack of ambulance services as
well as proper referral services.
Deficiencies particularly in the rural healthcare centers

1
2 1. Lack of proper diagnostic facilities
3 2. Lack of qualified physicians
4 3. Improper distribution of diagnostic professionals
5 4. Professional isolation of Physicians
6 5. Medical manpower shortage
7 6. Post-disastrous medical management.
1.2 Background of the Study

The report is submitted to Mr. Md. Kamruzzaman, Assistant Professor, department of
Business Administration, Stamford University Bangladesh, as a partial fulfillment of
MBA degree. I completed the project titled “A Comparative Analysis of
Promotional Activities of Different Private Hospitals in Bangladesh”
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1.3 Literature Review
Here, I have presented the summary of the currently available study related to project
in hand along with the standard format of references.
♦ Published Sources:
I have presented a portion of literature in the following from Principles of Marketing

(11th edition) by Philip Kotler:
A company’s total marketing communications mix- also called its promotion mix-
consists of the specific blend of advertising, sales promotion, public relations,
personal selling, and direct-marketing tools that the company uses to pursue its
advertising and marketing objectives.
Marketing communications mix (promotion mix): The specific mix of advertising,

personal selling, sales promotion, and public relations a company uses.
Advertising: Any paid form of non-personal presentation and promotion of ideas,

goods or services by an identified sponsor.
Sales promotion: Short-term incentives to encourage the purchase or sale of a

product or service.
Public relations: Building good relations with the company’s various publics by
obtaining favorable publicity, building up a good corporate image, and handling or
heading off unfavorable rumors, stories, and events.
Direct marketing: Direct connections with carefully targeted individual consumers to

both obtain an immediate response and cultivate lasting customer relationships- the
use of telephone, mail, fax, e-mail, the Internet, and other tools to communicate
directly with specific consumers.
Each category involves specific tools. For example, advertising includes print,
broadcast, Internet, outdoor, and other forms. Sales promotion includes point-of-
purchase display, premiums, discounts, coupons, specialty advertising, and
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demonstrations. Public relations include press releases, sponsorships, and special
events. Personal selling includes sales presentations, trade shows, and incentive
programs. Direct marketing includes catalogs, telephone marketing, kiosks, the
internet, and more.
At the same time, communication goes beyond these specific promotion tools. The
products or services design, its price, the shape and color of its package, and the
stores that it-all communicate something to buyers. Thus, although the promotion mix
is the company’s primary communication activity, the entire marketing mix- promotion
and product, price, and place-must are coordinated for greatest communication
impact.
♦ Hospitals turn to marketing mode in Bangladesh:
Call it the entry of consumerism in health care or a belated wake-up call-marketing is

making its way to being the priority of hospitals.
Though there still are hospitals which shy away from admitting that they need to be
marketed, many have established marketing departments.
Private hospitals in Bangladesh no doubt are realizing that they cannot depend solely
on words of mouth for getting patients. The favorites of marketing teams are
corporate tie-ups to increases the image of hospital and to gain more patients
through there offered services and facilities. The private hospitals market themselves
through the use of two marketing. These are:
• Internal Marketing.
• External Marketing
The internal marketing, by analyzing the feedback from regular customer satisfaction
survey can definitely help building the image, without it the internal part of marketing
ensures that the employees are at their best of behavior with the patients and well-
informed about the various activities of the hospital including free check-up camps
and talks.
The common external marketing today range from the prominent ones of giving
advertisements and advertorials in the newspapers to the subtle ones like free check-
up camps, talks on various health topics and creating awareness through media to
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market themselves as it is a powerful tool today. As a result day by day private
hospitals turn to marketing mood.
♦ Create favorable positioning for hospital Marketing:
It is said that marketing is not a battle of products or services. It is also not a battle of
intellect of two competitors. It is definitely not a battle of superior and inferior.
Contrary to whatever you may believe, it is a battle of perceptions.
Every professionally marketed product is seeking to occupy some place in the mind
of the prospect. The aim of such a company is to sit at a place which is not occupied
by any other brand. They are looking to create a perception for their product which is
favorable and most importantly, which gets the prospect to buy their brand. Marketing
call it positioning.
Every product or services has a reputation. Some of these reputations are created
consciously by the promoters of the product over a period of time. The success or the
lack of it will invariably be determined as to what our reputation is in terms of various
relevant parameters.
These parameters include the following:
 How is our price perceived?

 How is our quality perceived?
 How is our technology perceived?
 How are our competitors perceived on the same parameters?
 How is the overall private health care industry perceived by the target
market?
The challenges we have are to create a reputation for our services which is relevant
and at the same time it is unique. Having only one of the two is not always very
fruitful. A simple example would be of a hospital (let us call it XYZ Hospital) has
uniqueness in the form of having orange color in most of its interiors like furniture etc.
Now this may be a unique thing, but the question is that is this uniqueness relevant?
Does the customer really view color combination of the hospital as an important
factor. I guess not. So having this unique feature is not sufficient for XYZ Hospital. It
can continue with having the same color combination, but it is not enough. On the
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contrary, XYZ Hospital may have a very relevant feature. It may be having a very
caring staff.
A staff that really cared for patients and is always cares for patients and is always
cheerful apart from being impeccable dressed. This uniqueness may also not work if
the competitor hospitals also have a similar staff situation. The hospital under no
circumstances can ignore the role of having excellent services to its patients but will
have to do something extra.
Here is the mantra of creating a fruitful positioning for a hospital in the mind of the
prospect.
There is various attributes in a hospital are which will lead to him or her using the
services of the hospital. Find out what influences his/her purchase decision?
These attributes may be many in number. They may include:

♦ Reliability
♦ Prices
♦ Reputation of doctors
♦ Quality of equipment
♦ Number of supporting specialties
♦ Amount and quality of miscellaneous services like catering, housekeeping
etc.
♦ Distance from the house
♦ Recommendations from someone
♦ Who will pay for the treatment
After determine what factors influence the purchase decision the next step is to
assign the priority to these factors. Some of the factors would have more influence
than the others. So it is very important to figure out which factors are most important.
Let me illustrate this giving an example. For hospital XYZ. The target customers will
view reliability as important factor.
This will be so because the hospital is located in an area which has nuclear families
and hence the small family size makes reliability an important factor. Another aspect
which makes it an important factor is that XYZ hospital is doing cardiac surgeries
which are perceived as a high risk task. Hence reliability is of prime importance. I
would go to the extent of giving it a weight in numbers.
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So out of 100, reliability as a factor which influences the purchase decision for the
target customer of XYZ Hospital is 30. The second important factor for the target
customer is the quality of personal care a patient would get in the hospital. The
weight assigned to this factor is 23. The remaining 45 weight is shared by distance,
reputation of doctor and prices. In the end we know what are the relevant attributes
which the hospital can concentrate on.
The next step would be to find out which of the relevant attributes is being take care
of by the competition. Not only that, there mat be a few relevant attributes that the
competition or the industry as a whole is struggling to provide. The job for XYZ
Hospital is to find out what attributes it can provide which are relevant to prospect
and yet are not being provided by the competition or being provided insufficiently.
This way it will get to a uniquely relevant feature. This feature will determine its
positioning stance.
Filling up a ‘Vacuum’ in the market is both easy and profitable. The wooing of that
prospect is more a matter of mind, planning and creativity, rather than heart and
emotions. As more and more private hospitals realize that we will move towards a
scenario where healthcare is promoted in a systematic and effective way.
Marketing Strategy of Private Hospital in Bangladesh
Recently, the realization of the need for specialized marketing staff has gained
momentum in the hospital industry. As a result all the private hospitals could
understand marketing principles and understand that the services they provide to a
hospital must answer the needs of those responsible. Developing and implementing
customized action plans designed to increase better services and promotional
activities which are the assessing key for the client needs that are included in this
marketing plan. When marketing concepts and strategies are understood, supported
and practiced consistently in the hospital industry only then they can gain more
patients by providing services. In that context, all private hospital programs have
migrated to marketing philosophy and without exception, referral numbers, donors
and the quality of our relationships with our hospitals have improved.
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There are some effective Marketing Strategies they might approach:
♦ Dedicated staff member for each hospital account providing a single point of
service.
♦ Formulation of comprehensive hospital profiles and needs assessment for
each target hospital.
♦ Development of customized hospital specific action plans.
♦ Rounds in key areas of hospitals.
♦ Physician and nursing education.
♦ Routing meetings with key clients.
♦ Regional seminars.
♦ Post-donor and post-referral follow-up.
♦ Referral process analysis.
♦ Hospital policy and procedure review
Promotional Activities of Private Hospitals

Like other business firms or organization the private hospitals also follows some
promotional activities to increase the image of their hospital name and reputation to
gain more customers or patients. For that reasons they inform consumers or patients
about their products or services, their benefits, facilities and the cost of each services
to the targeted patient’s minds. To do this, they must skillfully use the mass-
promotional tools of advertising, sales promotion and public relations.
Without it now a day, private Hospitals are not just luring the patients by giving
benefits but they are providing incentives to doctors too, so that the hospital is the
first preference of the doctors for referral. With medical tourism picking up, hospitals
are emphasizing on marketing themselves in the overseas market too. Private
hospital like Apollo have developed special package for these oversees patients and
has tie-ups with various hotels. Some of the promotional tools that are widely used by
hospitals business are given below:
Advertising
Advertising is any paid from of non personal presentation and promotional of ideas.
Although advertising is used mostly by business firms but now a days it also used by
a wide range in hospitals business. Specially, Apollo, Square and United Hospitals
inform their services through informative advertising to gain patients. For that
reasons they used broadcast media such as TV. In that media they specially focus
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on their services and specialist. Without it they nay use other media of advertising.
These are as follows:
♦ Print Media.
♦ Billboards Advertising.
♦ Symbols and Logos.
♦ Street activities.
Direct Marketing
Direct marketing is use of consumers-direct channels to inform about their products
and services. Recently, all the hospitals are use direct marketing approach to inform
and introduce about their services and facilities to the patients to build a long-term
relationship. They also provide treatment consultant services, appointment services
through the use of these channels. Some of these direct marketing channels are as
follows:
♦ Telephones.
♦ Mailings.
♦ E-mail
♦ Fax-mail.
♦ Internet(Web site)
♦ Interactive TV etc.
Sales Promotion
Sales promotions are the key in ingredient in hospitals marketing campaigns. It
consists of a variety of short term programs or incentives to encourage patients about
their hospitals and their services or products.
♦ Short run Champagne.

♦ Low-cost treatment
♦ Continuity programs
♦ Sponsor and Event
♦ Package treatment program at a very low price
♦ Vaccination program.
♦ Discount on medical services.
♦ One-stop health-screening delivery service.
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Public Relations
Public relations can have a strong impact on patient’s awareness at a much lower
cost than advertising. For that reason the hospital does not pay for the space or time
in the media. Rather it pays for a staff to develop and circulate information and to
manage events. Public relations involve a verity of programs designed to promote or
protect hospitals image. Some of these public relation programs are as follows:
♦ Seminars.
♦ Charitable donation
♦ Community relations
♦ Press relations
♦ Service publicity
♦ Lobbying etc
The hospitals can create better public relations with the patients under the following
easy:
♦ Influencing specific target group patients.
♦ They can building a strong hospitals image in a way that reflects positive
response from patients.
♦ To create and reinforce consumers or patients perceptions
♦ To express commitment to the community or on social issues.
1.4 Objectives of the study
The following objectives have been identified as the report is concerned:
♦ To explain the products and services market expansion those have extensive
growth opportunities.
♦ To detect strength, weakness, opportunities and threat of selected private
hospital.
♦ To analyze the integrated marketing communication of selected private
hospitals.
♦ To critically examine the marketing strategies of selected private hospitals.
♦ To identify the practices of marketing inputs of selected private hospitals.
♦ To explain the experience gathered during the thesis writing.
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1.5 Methodology of the study
The methodology of this report includes the overall research design, the sampling
procedure, the data collection methods, field work and statistical analysis. All of these
components of research are briefly describe below:
Research Design
This research is conclusive in nature. Conclusive research is one that is able to
establish a conclusion. So by this piece of report we will be able to make some
decision which help to support the research objectives. Furthermore, statistical
structure has been used in this report to make this report richer in terms of
informative outlook.
Sampling Procedure
In this report, Business Development manager of all private hospitals has identified
as the sampling units. So I have surveyed all the private hospitals to find out the
marketing strategy, strengths, weaknesses, threats, and opportunities and
promotional activities of the private hospitals industry as these are required for me to
complete this report.
Data Collection
Both the primary and secondary data have been collected for this report as per the
requirement.
♦ Primary Sources of Data:

• Questionnaire to the Business Development manager of all private
hospitals.
• Depth interview with the Marketing Manager.
• Observation of operational activities and producers in the above
departments.
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♦ Secondary Sources of Data:
• Brochure of all the private hospitals that I survey.
• The products and services list and the list of all advance medical
technology’s list that is used for the purpose of treatment in all private
hospitals that I survey.
• Literatures and Flash mails.
• Article on Hospital Marketing Plans
• Marketing Management by Kotler Keller 12th edition.
• Web Site: All the chosen Private hospitals web sits.
Field Work
For the purpose of preparing this report I have Visited Apollo Hospital Dhaka, United
Hospital and Square Hospital Dhaka. I surveyed each hospitals marketing
department. As a result at the survey time of each hospital I have collected a lot of
information on their promotional activities, there promotional budgeting plan and
objectives of the promotional activities.
1.6 Limitations of the study
♦ Perception is totally a psychological aspect. Every individual perceive the

same thing in different ways. For this reasons it is difficult to find relevant data
about their promotional offers, marketing inputs and their carious medical
affairs.
♦ Another limitation is interviewing business development manager of all the
private hospitals that I survey.
♦ Schedule time span was insufficient for full-fledged survey. Because of time
constraint it was not possible to survey a large number of samples within a
very shortest time.
♦ Information regarding the survey sometimes created confidentiality for the
respondent. Therefore, approximately was fitted in some occasion.
♦ Some official documents were not provided by the Marketing Department for
their security purposes. So, there may occur some errors of omission.
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Chapter-Two
Overall Scenario of Private hospitals in
Bangladesh
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2.0 Overall Scenario of Private hospitals in
Bangladesh
2.1 Emergence of Hospital Industry in Bangladesh

Traditionally healthcare has been an important sector of the government since the
British period and the trend continued after Bangladesh was created in 1971. During
the early 1990s Bangladesh firmly committed itself to free market economy with the
result that the healthcare sector slowly began to attract greater attention of the
private sector. At present most of the hospitals are in the government sector at
different administrative tiers.
All of the countries government medical colleges have hospitals attached for teaching
purpose, so also does the country’s single medical university. During the 1990s a
class of healthcare clinics offering some hospital service began to emerge. These in-
patient clinics are described by various names: medical centre, nursing home,
hospital etc. these have some properties of a standard hospital, but these are of
relatively small size. Usually with 15-60 beds and usually do not have the full range
of services offered in a standard hospital.
Some of these clinics are of general type offering a spectrum of services relating to
treatment and general surgery, but a few are specialized such as for eye treatment or
cardiovascular ailments. Such in-patient clinics are mostly located in major cities of
the country such as at the six divisional headquarters 64 district headquarters and
464 Upazila headquarters.
The vast majority of such private clinics and certainly the best ones are located in the
capital city Dhaka; the number being disproportionately smaller compared to the
population size. The services may be targeted at the upper middle class and the
country being small in size, prospective clients for such hospitals can easily come to
the capital in a matter of hours using private or rented motor vehicles.
In Dhaka city the number of in-patient clinics at will be about a couple of hundred, big
and small. Standard private hospitals are few mostly attached with private medical
colleges of which there are over a dozen operating in the country. There are some
fairly old hospitals established during the British period. The Kumudini Hospital in
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Mirzapur near Dhaka is the country’s most well known private hospital and one of the
oldest.
In recent years, wealthy people are seen to be in the venture of establishing private
hospitals in memory of some loved ones but their number is very small; only a couple
are perhaps worth mentioning. In addition community-based hospitals are now being
established that are not strictly private, but are operated at non-governmental levels.
There are some very costly and modern private hospitals are established in the
private sector largely to stop the outflow of patients from the country to India or
Singapore where they hope to receive better treatment But far the most prolific
development in healthcare took place in the diagnostic sector.
Up until early 1980s, diagnostic services available mostly were of routine type
involving blood, urine and stool examination. Some microbiological cultures, routine
biochemical test, X-rays etc. with the transition to free market economy, demand for
a wide spectrum of diagnostic service increased considerable. Many clinics were
established in the private sector with advanced diagnostic capabilities including
imaging, ultra-sonography, and tests for hormones, immunological tests and many
others. Many of these newer and sophisticated tests become services of great public
demand. But when demand is high system abuses sometimes surface. Physicians
ask for that are not highly relevant for treatment but they do so possibly for Clint
satisfaction and satisfaction of the business motives of the providers of services so
that the latter may reciprocate physician’s referral through various incentives.
2.2 Private and public Hospital Services in Bangladesh

The premise of this report paper was that market incentives would explain
differences in the perceived quality of services provided by public and private
hospitals. Though this study was specially designed to determine and the quality of
services provided by private hospitals. The study also attempts to determine whether
the service quality ratings are reasonable predictors of the type of hospitals chose by
the patients. To determine the comparative promotional advantages among them.
Demographic variables of income and education were included with service quality
ratings to test the model’s predictive capability. In public hospitals, on the other hand
there is little or no market incentive to motivate the staff to take extra initiative or
effort to improve the condition of patients and ameliorate their suffering. Tax
subsidies and other sources assure these organizations of their survival. Harsh as
29
this may sound, evidence of their lack of responsiveness, dedication, or quality
assurance in media reports is often stark. This suggests that their service quality will
e rated lower than private hospitals. Quality assessment however requires careful
consideration.
More recently, patients’ assessment of quality care has begun to play an important
role, especially in the advanced industrialized countries, and their satisfaction or
dissatisfaction with services has become an important area of inquiry. Thus, Dona-
bedian ( 1988) suggests that, ‘patient satisfaction should be considered to be one of
the desired outcomes of care… information about patient satisfaction should be as
indispensable to assessments of quality as to the design and management of health
care systems. This contention was reasonable supported private hospitals were
evaluated better on responsiveness, communication and discipline. By responding to
these needs hospitals in Bangladesh can improve their image and be perceived more
favorable. These results also suggest that service quality can be improved in the
health care sector by gradually exposing the hospital to market incentives. It is
important especially for public and private hospitals and regulatory agencies to
understand how market incentives work. With better understanding and over time
public hospital may be gradually weaned from their present survival. It is apparent
from the results challenge is addressed vigorously and methodically in Bangladesh to
better meet the needs of patients. To do so, in addition to market incentives, it is
proposed that four other incentives be considered to promote higher quality in private
hospitals in Bangladesh. These include:
 Competitive incentive
 Social incentive
 Internal and
 Regulatory incentives
Competitive Incentives
It may be introduced by the Government by encouraging controlled growth of the
private sector and inviting foreign capital and expertise so that new technology and
modern managerial practices with their attendant efficiencies are introduced in the
country. Local hospitals and health care professionals would be better off emulating
these practices to ensure their viability, thereby upgrading the quality of health care
services in the country.
30
Social Incentives
It can also enhance and upgrade service quality. For example, some form of public
dissemination of information must be envisaged to focus on the extent to which
service quality standards are being met by the private hospitals. In developed
countries, evaluation systems have evolved that rank or rate organizations as well as
a variety of products and services. Similar ranking or rating mechanism could be
established in the health care sector and initially at least, the prominent of private
hospitals periodically evaluated. These evaluations should then be widely
disseminated through information centers, public awareness campaigns, media
participation and a variety of accessible and easy-to-comprehend literature. When
health care customers are able to make more informed choices based on the
evaluations to this purpose, this study has attempted to establish relevant criteria
along which private hospital service quality could be periodically evaluated to
determine whether the overall quality of service in two sectors is improving or
deteriorating.
Internal Incentives
It must also be structure to motivate health care staff to deliver the desired standards
of service. One salutation is to tie a part of their compensation to service rendered
and the feedback received from patients. This of course is a complex issue especially
for public hospitals where health care staffs, as government servants are bound by
certain pay structures. While beyond the scope of this paper it is felt that employees
in private hospitals should be compensated on the basis of performance. Where
compensation adjusts cannot be legally made in the short run. Other benefits
including promotions, transfers, training, study leaves, etc. could be tied to
performance evaluation mechanisms that need to be tightened and fine-tuned. It may
also be important to completely bar public health-care personnel from involvement
with the private sector. Those who pledge their allegiance to the incentives of the
private sector should not have to be cushioned by the taxpayer.
Regulatory Incentives
It can be designed to reward (through lower tax; or allocations to infrastructure,
research and other developmental activities; or allocations to hospitals from a
resource pool on the basis of performance) or punish (through fines, negligence
laws, foreclosure, etc) hospitals that are benchmarked and compared periodically on
31
the basis of established criteria and standards. Such incentives should also be
carefully though through in the overall context of the evolution of health care delivery
in Bangladesh and revised and upgraded over time. It will also be important to
monitor the extent and direction of change in the overall quality of services in the
private hospitals.
32
Chapter-Three
Overview of the Apollo Hospital Dhaka in
Bangladesh
33
3.0 Overview of the Apollo Hospital Dhaka in
Bangladesh
3.1 Apollo Hospital Dhaka

Apollo Hospitals Dhaka, a joint project of Apollo Hospitals Enterprise Limited and
STS Holdings Limited, is a 450-bed super specialty facility poised to deliver
advanced tertiary care of international standards to the people of Bangladesh
The Hospital is at the forefront of medical technology and expertise and provides a
complete range of the latest diagnostic, medical and surgical facilities for the care of
its patients. The hospital is having all the characteristics of a world-class hospital with
wide range of services and specialists, equipment, & technology, ambience and
service quality.
Apollo Hospitals Dhaka is a showcase of synergy of medical technology and

advances in IT through paperless medical records
The skilled nurses, technologists and administrators at Apollo Hospital Dhaka, aided
by state-of-the-art equipment provides a congenial infrastructure for the medical
professional in providing healthcare of international standards.
3.2 Mission Statement

"Our Mission is to bring healthcare of International standards within the reach of
every individual. We are committed to the achievement and maintenance of
excellence in Education, Research and Healthcare for the benefit of humanity."
3.3 Accreditation:
Joint Commission International Accreditation
Apollo Hospitals Dhaka (AHD) has earned Joint Commission

International Accreditation. Apollo Hospitals Dhaka is the first hospital in Bangladesh
to attain such exceptional distinction. This accreditation was earned through our
provision of world-class healthcare services. Accomplishment of such accreditation
also affirms our commitment to providing the people of Bangladesh international
standard health care in their own country.
34
Joint Commission International is a U.S. based accreditation body dedicated to
improving the quality of health care around the world through voluntary accreditation.
Joint Commission International’s uniform, high standards for patient care and safety
are designed to be adaptable to local needs thus accommodating legal, religious and
cultural factors within a country.
3.4 Benefits of Accreditation by JCI

The benefits of receiving care at a Joint Commission accredited or certified
organization include increased confidence in the care provided because you know
the organization is:
♦ Continually working to provide the highest quality services.
♦ Periodically evaluated by The Joint Commission for compliance with the
standards and other requirements.
♦ Provided with expert advice and education from The Joint Commission about
quality improvement.
♦ able to attract qualified staff because they have more opportunities to develop
their skills and knowledge
3.5 Promoters
STS Holdings Limited, a dynamic and reputed business Group in Dhaka, is engaged
in education, banking, real estate, manufacturing and exports, freight consolidation
and container services etc.
The group owns International School Dhaka (ISD); managed by Council of

International Schools (CIS), a global organization facilitating education with its
headquarters in the UK
STS Group envisions providing the best services in healthcare and education
Chairman
Bhagwan W. Kundanmal, The board members of
Managing Director STS Holdings Ltd. are:
Khondoker Moniruddin
Director Director
Mohammad A. Tipu Munshi,
Moyeen,
35
3.6 Administration
Dr. Edwin Lee Chief Executive Officer edhansen@apollodhaka.com

Hansen
Mr. Shahjahan Director - Finance smajumder@apollodhaka.com
Majumder
Ms. Malka Director - Business malka.shamrose@apollodhaka.com
Shamrose Development
Dr. G. V. J. GM - Clinical & Ancillary prabhakar_gvj@apollodhaka.com
Prabhakar Services
Mr. A. K. M. Nazrul GM - IT nhaider@apollodhaka.com
Haider
Mr. Iftikhar Husain GM - Material ihusain@apollodhaka.com
Mr. Nurullah GM - HR nmchowdhury@apollodhaka.com
Mamun
Chowdhury
Dr. Mohammad GM - Ambulatory Servicesmzkarim@apollodhaka.com
Zakirul Karim
Mr. Monojit Mitra DGM- Bio Medical monojit.mitra@apollodhaka.com
Engineering
Mr. J. S. Thomas DGM – Hospitality thomas.rodrigo@apollodhaka.com
Rodrigo Services
Mr. Md. Shohrab DGM - Support Services shossain@apollodhaka.com
Hossain
Dr. Arif Mahmud DGM - Medical Services arif.mahmud@apollodhaka.com
Mr. Md. Fazlul DGM - Finance mfhaque@apollodhaka.com

Haque, ACA
3.7 Specialty
Accident and Emergency Internal Medicine Pediatrics
Emergency Medicine General Medicine Pediatrics-Neurology
Anesthesiology Master Health Check Pediatric Surgery
36
Cardiology Neonatology Pediatric Urology
Plastic & Cosmetic
Cardiothoracic Anesthesia Nephrology
Surgery
Physical Medicine &
Cardiothoracic Surgery Oncology
Rehabilitation
Critical Care Oncology-Medical Respiratory Medicine
ICCU/ICU/CTCU Oncology-Radiation Rheumatology
Dental Oncology-Surgical Traumatology
Faciomaxillary Lab Services Urology
Dermatology Biochemistry Vascular Surgery
Dialectology Clinical Pathology Adolescent
Obstetrics and
Endocrinology-Medical Hematology-Clinical
Gynecology
Endocrinology-Surgery Hematology Orthopedics
Diagnostic and
Histopathology Ophthalmology
Interventional Radiology
CT Microbiology Nuclear Medicine
Transfusion Medicine/Blood
MRI Geriatrics
Bank
Gastroenterology-
Ultrasound Neurosciences
Surgical
X-ray Neurosurgery
ENT Neurology
Fertility Centre Neurology-Pediatrics Gastroenterology
General and Lap
Gastroenterology Psychiatry
Surgery
Gastroenterology-Medical Counseling General Surgery
3.8 Services
Room Categories:
37
The different categories of Room/ Bed available in the hospital are:
Beds Tariff per day
Standard Bed Tk. 2250.00
Semi Private Tk. 3500.00
Single Private Tk. 6000.00
Deluxe Tk. 7500.00
Suite Tk. 12000.00
All rooms and ward beds are centrally air-conditioned. Separate couches have
been placed in all the rooms (semi-private to suite) for the attendants. Attendants
for the ward patients are provided with a comfortable chair for their rest.
Note: Schedule of charge is liable to change without prior notice.
3.9 Quality Initiatives
♦ Apollo Clinical Excellence (ACE)
♦ Division of Innovation and Clinical
♦ Excellence (DICE)
♦ Infection Control Protocols
♦ Disaster Management
♦ Golden Hour Emergency Management
♦ Medical Ethics
♦ Telemedicine
24 hours diagnostic services

1.5 Tesla MRI Mammography
Spiral Whole Body CT Scanner (64 Slice) ECG
with CT Coronary Angiogram Treadmil 1
38
Gamma Camera Echocardiography
X-ray Units Holter Monitor
Color Doppler EEG
Ultrasound Scanners EMG
Cardiac Catheterization Laboratories Health Check Centre
Videoendoscopy 24 Hours Ambulance Service
11 Operation Theatres Physiotherapy Centre
107 Bed Critical Care Units
Patient Rooms and Wards
24 Hours Trauma Care & Emergency
Laboratory Services:
♦ Biochemistry
♦ Hematology
♦ Microbiology
♦ Histopathology
♦ Transplantation Immunology
♦ Transfusion Medicine
Additional Benefits:
♦ Strengthens community confidence in the quality and safety of care,

treatment and services
♦ Improves risk management and risk reduction
♦ Provides education on good practices to improve business operations
♦ Provides professional advice and counsel, enhancing staff education
♦ Enhances staff recruitment and development
3.10 Master Health Check
Apollo Hospitals Dhaka, a part of Asia's largest and most trusted healthcare group,
offers a Comprehensive Health Check range.
39
Additional Tests
Following tests are offered at 50% discount, if undertaken with any of the packages.
1) HIV
2) Hbs Ag
3) Stool for Occult Blood
4) Prostate Specific Antigen
5) Mammography / Sono-mammography
6) FT3, FT4, TSH
7) FNAC (If required)
for details contact the front desk of MHC.
Conditions:
1. Reporting for MHC Packages must be completed by 10:00 am. 2. Up to
three free consultations with MHC packages can be obtained after
investigations report.
3. Unveiled consultation (of MHC package) will be valid up to 3 months.
4. 25% discount is applicable for extra consultation (If required) after MHC
packages are availed.
5. Reports will be delivered on the same day after 2:00 pm (If only MHC
process starts by 10:00 am).
6. In case of PSA (Male), Pap smear (Female), CA-125-Serum, CEA, AFP-
Serum, TSH and FT4 reports will be delivered on the following day. In case of
Montoux test, report will be delivered on the 3rd day.
7. MHC is closed on Friday.
8. Extended MHC packages are applicable for patients referred by physicians
or for their own interest.
40
9. Consultations for Heart Check - Cardiology only, for Diabetic Check-
Internal Medicine and Ophthalmology only, for Common Cancer Screening -
Oncology and any other as per advice.
Health Check Instructions:

♦ The MHC Counter will open from 7:30 am.
♦ Please fast for 12 hours prior to your appointment (you can have only plain
water during the night).
♦ Please inform the MHC front desk if you have a history of Diabetes or
Cardiac disease.
♦ You are requested to take your regular medication the night before MHC
Package.
♦ Kindly bring your morning samples of stool (sterilized containers for samples
can be collected in advance from MHC Clinic) or you can come directly and
samples will be collected in the sample collection room.
♦ Don't take any alcohol, cigarettes, tobacco or any other liquid (except plain
water) in the morning.
♦ If you are on any medication then kindly bring it along with you (Diabetes,
Hypertension etc.).
♦ Please bring all your medical prescriptions and previous medical records with
you.
♦ Please wear two piece, loose, comfortable clothing and sports shoes if
possible, as you need to change clothes for X-Ray and Ultrasound.
3.11 Special Instructions for Women:
Pregnant women or those suspecting pregnancy are advised to inform the front desk
people and not to undergo any X-Ray tests.
41
Special Instructions for Stress Test:
If you need to eat before stress test, then eat a light snack only. If you are suffering
from any chest pain or breathing difficulty, please notify the nurse in advance.
Special Instructions for Abdominal Ultrasound:
Drink plenty of water before the ultrasound scan. The test requires a full bladder for
best results. Don't void prior to the scan.
Apollo Hospitals Dhaka, a part of Asia's largest and most trusted healthcare group,
offers a Comprehensive Health Check range
Apollo Master Health Check (Male/Female/Female Plus):

Recommended for men and women above the age of 16.
Apollo Executive Health Check (Male/Female):
Recommended for men and women above 25 years, for smokers and those who lead
stressful lives.
Apollo Heart Check (Male/Female):
Recommended for people with cardiac symptoms or with a strong family history.
Apollo Whole Body Check (Male/Female):
Recommended for people desiring for a more comprehensive checkup.
Apollo Diabetic Check (Male/Female):
Diabetes is controllable.
Apollo Child Check (Male/Female):

Recommended for children between the ages 4 and 16.
Apollo Common Cancer Screening (Male/Female):

Recommended for people who would like to be aware of the condition of their health.
Nuclear Medicine Services in Apollo Hospital Dhaka
42
The Nuclear medicine Service of Apollo Hospital Dhaka began from 22nd November
2005. The tests are below:
♦ Skeletal
♦ Gastroenterology.
♦ Genitourinary.
♦ Central Nervous System
♦ Endocrinology
3.12 Technology of Apollo Hospital Dhaka

♦ The 64 slice CT Machine the most advance CT Machine in South-east
Capable of doing advanced Ct Angiogram is now available in Apollo Hospital
Dhaka.
♦ The scanner, which has four times as many detectors as a typical multi-
detector CT scanner, combines unrivaled image quality with remarkable
speed. It can produce detailed pictures of any organ in a few seconds and
provide sharp, clear, three-dimensional image, including 3-D views of the
blood vessels in an instant.
♦ A 40-slice scanner collect images covering 20 to 32 millimeters in a single
pass and a tightly packed 64-slice device can cover about 40 millimeters at a
pass, which take 0.4 seconds.
♦ At that rate a 64-slice scanner can gather a high-resolution image of a heart,
brain or a pair of lungs in about five seconds. A scone of the whole body
takes about 30 seconds.
♦ The technology has been particularly exciting for studding the beating heart,
providing the first clear non-invasive image of the heart and its major vessels.
The scans can be timed to use only images gathered between contractions,
so that the heart and its vessels can be seen without the blurring caused by
motion.
43
3.13 Library
Apollo Hospitals Dhaka Library

Apollo Hospitals Dhaka Library Situated in the 12th floor. This Library is a newly
organized, started working for Apollo Hospitals Employee from June 2006 to provide
the staff with their appropriate Library materials both printed as well as Audio Visual
and services for best Development of Human Education and knowledge. This is a
modern Library have Internet Facilities and good sitting arrangement for staff to read.
Employee of the AHD can search their materials by Internet. Recently AHD Library
started getting Medical books through purchased. Library has medical journals in
various subjects also have Medical News papers and CD. Library has own Medical
magazine “Pulse”. Staff can read current Bangladeshi News papers in English and
Bangla in the Library. Arranging materials by subject Divisional pattern, processing
Physical arrangement by International standard scheme of classification DDC,
catalogue it to provide various access points, for example searching by Author,
Subject or Title. All materials organized by computer and ensure the reader to select
their necessary information in very less time. For the practical knowledge AHD
3.14 Apollo Hospitals Dhaka Information Center

Apollo Hospitals Dhaka first Information Center has been opened to day (25-11-05)
by Mr. Richard Larison, CEO, and Apollo Hospitals Dhaka. It was an excellent
opening ceremony where senior management and some staff of AHD and STS
Group were present. Besides, journalists from print media and some local people
were also present. Next we are going to open such Information Center at Chittagong
on 02-12-05 and Rangpur on 09-12-05. Sylthet and Bogra such info center would be
also opened soon.
Apollo Information center is a place, where Apollo people are waiting to provide the
guide line to its honorable clients (Patients and the attendant) regarding the hospitals
and the services the information center will deliver the answer like- what to do? How
to do? Which way to do?
ALL PATIENTS AND THEIR ATTENDANT CAN GET FOLLOWING INFORMATION:
1. Consultant information unit wise
2. Department information (Cardiology, Neurology, Urology, Orthopedic,
Gynecology, Pediatric etc)
3. Tariff (OPD, IPD, MHC, & DIAGNOSTIC, OT, SURGERY, BED, Angiogram,
Angioplasty, CABG etc)
4. Appointment with the consultant & investigation
44
5. Consultant schedule
6. Emergency service information.
7. Ambulance support
8. Patients counseling
9. Our specialty (Infection control, Waste management, Sterilize system, Latest
technology etc)
10. Admission procedure
11. Special package rate
12. Vaccination
13. Hours of operation, Evening clinic
14. Direction about Hospital and transportation system to reach Apollo Hospitals
Dhaka Etc.
Dhanmondi Information Center

Office timing-Information Center
Saturday to Thursday (10 am to 7 pm)
(Break 1.30 pm to 2.30 pm)
Friday closed. Phone # 0173 041286
Address:
Apollo Hospitals Dhaka Information Center
Capital Market, 1st Floor, House # 22, Road # 8, Room # 32, Dhanmondi, Dhaka,
Bangladesh.
Apollo Hospitals Dhaka
Plot: 81, Block: E, Bashundhara R/A

Dhaka 1229, Bangladesh
Tel +880 2 9891661-2

Mobile +88 01713 046684
+88 01713 046685
Fax +880 2 9896139
+880 2 9860161
+880 2 9896834
45
Emergency Contact Numbers:
Tel +880 2 9896623

Mobile +88 01911555555
Ambulance +88 01714090000
PABX: +880 2 9891661~2 Emergency Ext: 7777
Email info@apollodhaka.com
Url http://www.apollodhaka.com
APOLLO HOSPITALS DHAKA ROAD MAP
46
47
Chapter-Four
Overview of the United Hospital Dhaka in
Bangladesh
48
4.0 Overview of the United Hospital Dhaka in
Bangladesh
4.1 About United Hospital

United Group, the founder of United Hospital, was established about three decades
ago in 1977. From its humble beginnings the Group has emerged today as one of the
major players in the development of the economy of Bangladesh. Its areas of
activities cover power generation, property and land development, weaving, spinning
and textiles, pharmaceuticals, land port services, travel & tourism and educational
institutions.
United Hospital has entered into a management partnership with KPJ Healthcare
Berhad of Malaysia. KPJ has an extensive network of 23 private specialist hospitals
worldwide and is now the largest group of private healthcare provider in the Malaysia
Both companies have joined forces to inculcate a philosophy that would inspire
excellence, encourage individual initiative and teamwork, harness strategic synergy
and collective focus of its resources, to be in the forefront of healthcare delivery and
development in Bangladesh

Our number one priority is to provide you with high quality healthcare in a friendly
and compassionate environment.
4.3 They are committed to......
Quality: Operating at the highest standards of safe and ethical practices and
demonstrating continuous improvement
Effectiveness: Selecting the most appropriate services to produce the desired

health outcomes
Integration: Providing clear pathways by ensuring collaboration, consultation.
effective communication with health service providers
Caring for the Community: Promoting health and providing care based on a
commitment to well being of the patients
49
Caring for Our Staff: Caring for the health of our staff and developing a culture of
trust, and training for personal growth
Research and Training: Providing an environment that promotes personal

development, learning, research
4.4 Facilities at United Hospital
The hospital building is a purpose built facility, accommodating 450 beds in wards,
cabins, emergency, ICUs, CCUs, ICCUs and other facilities. The hospital has 6
patient lifts, 2 visitors lift, and 1 VIP lift. We also have our own secured parking
facilities for over 350 vehicles so that the visitors can have a peace of mind when
they visit their dear and loved ones or when they come for medical check ups
United Hospital has 40 consultant rooms and a large number of departments to serve
the patients with various ailments including Cardiac, Gynecology, Orthopedic,
Neurology, pediatric, internal medicine, A & E, Radiology, Laboratory, Nephrology,
Physiotherapy, ENT, Ophthalmology, and Gastroenterology etc.
4.5 Reliable Automation
The hospital has a total of 12 Operation Theatres & Cathlab

These include
♦ 4 General OTs
♦ 4 Cardiac OTs
♦ 3 Gynae & Caesarean OT
♦ 1 Emergency Procedure OT
♦ 1 Cathlab.
Various facilities in the hospital are monitored through a building management

system (BMS). The floors throughout the hospital are covered with anti-static, non-
abrasive and anti-bacterial vinyl material. The Operating Theater are pre-fabricated
with a structural steel shell and join-less sealed sterile coating. The electrically
50
operated ICU beds are fully automated with battery backup. The modular patient
monitoring systems are fully automated with remote control option
All the ICUs including the isolation room, to quarantine patients with contagious
disease, are lake facing and have fully automated nurse call system to monitor
patients and provide instant service
United Hospital has set up a specially designed state-of-the-art Integrated Hospital

Information System to record and monitor all activities and to store patient
information in digital format for ease of access and long time storage
4.6 State-of-the-Art Equipment

Our state-of-art machines and equipment are setup to provide modern day facilities
to meet and satisfy the healthcare needs of the community. The hospital would meet
all its needs internally including captive power generation facility, in-house laundry,
and kitchen, pharmacy and physiotherapy facilities. For safety purposes close circuit
cameras are installed throughout the hospital to secure the entire premises
Brief information on some of the major equipments installed in the hospital to provide
you with "better than the best" service is given below:
The Radiology Department provides extensive services to our patients with the latest
state-of the art equipments including true 64 Slice CT Scanner and the 1.5 High
Definition MRI systems. The department is also equipped with other latest machines
like the digital mammography, 500MA and mobile x-rays 4D, color and portable
ultrasound
VTC: 64 Slice CT Scanner System is the world's first clinical volume CT system that
represents a revolution in CT scanning
HDMR: Sigma EXCITE 1.5 T (HDMR) with 16 Channel MRI system is a

comprehensive and scalable platform for premium performance in neurovascular,
cardiovascular, abdominal and orthopedic imaging. It is the only high definition MR
system available in Bangladesh.
4.7 Sophisticated and Accurate

The ultra clean pre-fabricated Modular OT with world class Berchtold OT Ligth with
Cam vision
51
4.7.1 Laboratory and Cath lab
The Innova 2000 Flat panel digital cardio-vascular imaging system is a fully
integrated system
4.7.2 Laboratory equipments include

♦ Sophisticated & Accurate Olympus AU 640 Biochemistry Analyzer
♦ Sysmex Hematology Analyzer
♦ Abbott Immunoanalyzer
♦ Sabia's Electrophoresis Analyzer
4.8 Board of Directors
52
• MR. AHMED ISMAIL HOSSAIN
• MR.HASAN MAHMOOD RAJA
• Vice-Chairman
• CHAIRMAN
• MR. AKHTER MAHMUD RANA

• MR. FARIDUR RAHMAN KHAN • DIRECTOR
• MANAGING DIRECTOR
• MR. ABUL KALAM AZAD

• MR. K. M. A. SHAMIM
• DIRECTOR
• DIRECTOR
• Mr. Md. Badrul Ahsan , • Lt. Col. Rafiqul Hasan (Retd.)

DIRECTOR
• DIRECTOR
Major (Dr.) Md. Rezaul Haque (Retd)

Mr. Khaled S. Ahmed DIRECTOR
DIRECTOR
Mr. A. F. M. Shafiqul Hafiz

Datin Paduka Siti Sadiah Sheikh Bakir DIRECTOR,
DIRECTOR,
Mr. Nasiruddin Ahmad Chowdhury Mr. A. K. M. Rafiqul Islam

DIRECTOR, DIRECTOR,
4.9 Direction for Several Services

♦ Basement Operation and Administration.
♦ Human Resource Department.
♦ Information Technology.
♦ Medical Record.
♦ PABX.
♦ Medical Purchase.
♦ Laundry.
♦ Store.
♦ Staff Cafeteria.
♦ Attendent Cafeteria.
♦ Waiting Room
53
4.9.1 Extended Basement Level-1
Car Parking
4.9.2 Basement Level-2
Parking In Future
4.9.3 Ground
♦ Admission.
♦ Information.
♦ Registration.
♦ Report Delivery.
♦ Pharmacy.
♦ Out Patient Counter.
♦ Radiology.
♦ City Scan.
♦ MRI.
♦ X-Ray.
♦ Mammography.
♦ Emergency.
♦ OPD-1.
♦ OPD-2.
♦ OPD-3.
♦ Ultra sonogram.
♦ Blood Bank.
♦ Engineering Department.
♦ Generator Room and Prayer Room.
4.9.4 1st Floor
♦ Accounts Department.
♦ Executive Screening.
♦ ECG, ECHO, ETT, Endoscopy.
♦ OPD-4.
54
♦ Cafeteria.
♦ Cathlab.
♦ Cardiac OT.
♦ CICU.
♦ Prayer room (Women)
4.9.5 2nd Floor
♦ CSSD.
♦ General OT.
♦ Haemodialysis.
♦ Male and Female Ward.
♦ Laboratory.
♦ Physiotherapy.
♦ CCU.
♦ Post Cath.
♦ Pre Cath
4.9.6 3rd Floor
♦ Nurses Station.
♦ NICU.
♦ Nursery.
♦ Maternity Ward.
♦ Paediatric ICU.
♦ Cabin
4.9.7 4th Floor
♦ Cabin-Wing A.
♦ General Cardiac Patient Ward-Wing B
4.9.8 5th Floor
♦ Doctors Room.
55
♦ Store (General and Medical).
♦ Training Room
4.9.9 7th Floor
♦ Cabin
♦ Meeting room
4.10 For Patients
From the moment you arrive at United Hospital, you become part of a long tradition
of distinguished health care. We want your experience at United Hospital to be as
pleasant and as comfortable as possible.
Use the information provided here to learn more about the services and resources
that are available to our patients and visitors. We thank you for choosing United
Hospital for your health care.
4.11 Our Hospital Stay
As the premier full-service acute care hospital in the Bangladesh, we take our role
very seriously and accept that we work harder each year to achieve our mission -
which is to provide excellent care to everyone who needs it. Our patients and the
people of our community can expect to receive quality care when they are sick, as
well as vital educational and support services to help them prevent injury or illness
and lead healthy, productive lives
We know, however, that good care involves more than good medicine. That's why
our concern for you extends to every aspect of your stay. We want your experience
at United Hospital to be as pleasant and as comfortable as possible
We understand that entering a hospital can be confusing and overwhelming for

patients and their loved ones. That is why we place great importance on being a
"family-centered" hospital. Our staff is committed to providing outstanding and
compassionate care to each and every one of our patients and is also sensitive and
responsive to the issues facing their families and support network
Knowing as much as possible beforehand can help ease stress. You can use this
section of the website to familiarize yourself with United Hospital before your
56
scheduled procedure, whether it is for outpatient services or inpatient care. This
section can inform you about a wide range of topics, such as hospital call bell,
television and telephone service, and visiting hours
4.12 Billing
Financial Arrangements
Financial accounts are maintained by the billing department on a daily basis. Our
trained professional staff will make every effort to assist you with questions and
concerns about your billing information. You will be presented with statement/bill prior
to your discharge and your expected to pay all your dues through the hospital cashier
before leaving the hospital. You should ensure that receipts are obtained. Because
delayed charges may occur. you may receive an additional bill for charges not
included in the original bill. Patients admitted in the Hospital will need to make a
deposit based on certain criteria, which will be explained to you at the time of
admission, for any non-covered services or deductible at the time of your admission
You need to clear all bill before discharge certificate is issued, which you will need to
show to the nursing Supervisor prior to leaving the hospital.
Payments up to a maximum amount of Taka 100,000 (One hundred thousand) are

accepted by Credit Cards, except for the pharmacy bills, which need to be paid
upfront in cash. We accept Credit Cards and Debit Cards issued by Bangladeshi
banks
4.13 Going Home
Doctor will decide discharge day. One of the keys to a successful recovery is having
realistic expectations about how long it will take on you to feel better. Give yourself a
chance to adjust both physically and emotionally. You will be given specific
instruction on how to care for yourself after hospitalization. If you have any questions
about your care after discharge, please ask your doctor or nurse.
4.14 Rules and Regulations For In Patients of UHL
Visiting Hours
57
For Cabin & Ward 12:30pm to 02:00pm & 05:30pm to 08:30pm.
For ICU & CCU 12:30pm to 02:00pm & 05:30pm to 07:30pm.
Duration for Stay
For Cabin & Ward 20 Minutes.

For ICU & CCU 10 Minutes.
4.15 Medical and Professional Services
Blood Bank
Many patients are eligible to donate blood for their own use (autologous donar). Ask
your physician for information about whether or not you can be an autologous donar
Cardiac Rehabilitation
The Cardiac Rehabilitation program will assist you in achieving and maintaining a
healthy life-style. You wil have the opportunity to learn more about your own cardiac
disease, to become more aware of your risk factors, and you wil be educated in the
most beneficial way to exercise after having a cardiac event
Cardiopulmonary
Certified therapists and technicians identify and treat breathing and lung problems,
administering breathing and oxygen treatments and monitoring patients requiring
mechanical ventilation. The department also provides ECG testing and EEG testing
as well as a pulmonary rehabilitation program
Intensive Care Unit
Our Intensive Care Unit is designed to provide a concentration of skills, state-of-art

equipment and facilities. Highly skilled and specially trained critical care nurses
directed by physicians and supported by other members of our healthcare team are
dedicated to delivering the highest level of medical care possible.
Emergency Services
58
The Emergency Services Department is a 24-hour, full service emergency
department, responding promptly with the highest degree of commitment to
delivering quality emergency care. Specialty rooms are maintained to handle cases
of cardiovascular illness, trauma, orthopedic injuries and pediatric patients. Specially
trained emergency nurses trained in Advanced Cardiac Life Support (PALS) support
our physicians
Laboratory
The hospital offers a full-service laboratory that is staffed 24 hours a day, seven days
a week for inpatient services. On Fridays and holidays, the laboratory is closed for
outpatient services except for the Emergency Department
Maternity Centre
Having a baby is an important and exciting time! The team of Maternity Centre
physicians and nurses are proud to provide you with excellent care during this
special time in your life
Medical Records
Medical records, both in digital format as well as hard copies, are maintained for
every individual evaluated or treated at the hospital. Medical records furnish
documentary evidence of the hospital and are maintained for your benefit as well as
that of the medical staff and the hospital
Nutrition Services
Dieticians are available to help with any nutrition related questions or concerns you
may have about your diet. A wide variety of nutrition services are available and are
individualized according to patient needs
Radiology & Imaging Services
The Radiology and Imaging Department provides extensive services to our patients
including mammography, diagnostic x-rays, ultrasound, CT scans and MRI.
Surgical Services
59
We offer a broad range of outpatient, same day and inpatient surgeries. Our staff
ensures that you receive excellent care throughout your surgical procedure and
hospital stay
We pride ourselves on having some of the best doctors and

nurses in our OPD
Patient attending for the first time have to fill out the registration form and submit it to
the registration desk officer and he/she will complete the registration formalities. After
getting registration card, patient can get an appointment or consult with an SHO
(senior house officer) for their desired consultant
4.16 United Hospital has 5 OPDs
OPD
Locati
Services
on
Surgery, Medicine, Nephrology, ENT,
OPD-1 Ground Floor
Gastroenterology
OPD-2 Ground Floor Gynae, Pediatrics, Neonatology, Nuclear Medicine
OPD-3 Ground Floor Neurosurgery, Orthopedics
OPD-4 First Floor Cardiology
OPD-5 First Floor Diabetics, Hormone & Obesity Center
Contact
United Hospital Limited

Plot 15, Road 71, Gulshan
Dhaka 1212, Bangladesh
Phone Numbers
PABX :
+880 2 8836000-10
+880 2 8836434-44
Emergency :
+880 2 8836000-10(8066)
+880 2 8836434-44(8066)
Mobile 01914001234
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Ambulance Service :
+880 01914001326
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62
Chapter-Five
Overview of the Square Hospital Dhaka in
Bangladesh
63
5.0 Overview of the Square Hospital Dhaka in
Bangladesh
5.1 A Token of Gratitude to the Nation
Fifty years of hard work and commitment have brought us where we are today. We
are aware of our responsibility as the most respected business organization of the
country. We have spared no efforts to make SQUARE Hospital worthy of the nation's
trust and confidence. While many Bangladeshis are going abroad to seek quality
healthcare services at a cost of valuable foreign currency, SHL will contribute to
reducing this outflow.
5.2 Square Hospital Ltd.
SQUARE Hospitals Limited, a concern of Square Group is a 300-bed tertiary care

Hospital. This hospital is an affiliate partner of Methodist Healthcare, Memphis,
Tennessee, USA, Christian Medical Collage, Vellore, India and Care IVF centre,
Singapore. Our vision is that SQUARE Hospital will become the location of choice for
Bangladeshis and people of south and Southeast Asia for quality healthcare and an
integrated centre for clinical services, medical and nursing education and research.
5.3 Hospital Overview
Square Hospital
Square Hospital, Dhaka, Bangladesh, a concern of Square Group is a 300 bed

tertiary care hospital. The hospital is an affiliate partner of Methodist Healthcare,
Memphis, Tennessee, USA, Christian Medical College, Vellore and Care IVF (Invitro
fertility centre) Centre, Singapore. Our vision is that Square Hospital will become the
location of choice for Bangladeshis' and people of South and Southeast Asia for
quality healthcare and an integrated centre for clinical services, medical and nursing
education and research
64
Location
SQUARE Hospital is located in the heart of Dhaka aiming to serve greater portion of
the city. At present it comprises of two buildings on either side of Panthapath
connected by an over bridge.
Building and Architecture
The main hospital building is 18 stories and is approximately 450,000 sft. The second
building (ASTRAS) is located across the street and is 16 stories with 136,000 sft. The
second building is expected to be operational late 2007/early 2008.The buildings are
in accordance with US Fire and Building safety standards.
5.4 The Astras building is organized as
Basement to third floor Car park (can accommodate 100 cars)
The remaining 9 floors will provide service for
♦ OPD clinics
♦ Day surgery with recovery rooms
♦ Nuclear medicine
♦ Expansion of physiotherapy and rehabilitation services
♦ Nursing education
♦ Telemedicine
♦ Stroke Centre
♦ Expansion of foundation beds
Mission: Deliver QUALITY health care within 5 CORE standards
♦ Adhering to high ethical and moral standards at all times

♦ Making service quality top priority in all we do
♦ Training staff to work within a quality care environment
♦ Providing quality health care service in all processes
♦ Delivering customer satisfaction through quality service
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5.6 Square Group
SQUARE GROUP is one of Bangladesh's most respected businesses House. Set up

in 1958, Square Pharmaceuticals Ltd, the flagship company lies at the core and is
the market leader in pharmaceutical Industry since 1985. With an average annual
turnover of over US Dollar 230 million and workforce of about 12,000, The SQUARE
Group is a true icon of the Bangladesh business sector.
SQUARE Hospital aims to provide unparallel service to the people of Bangladesh by

delivering the highest possible level of care. For this, huge investment has been
made on equipment and technology. We have successfully recruited consultants
from USA, UK and quality hospitals in the Middle East. About half a dozen physicians
are coming from CMC, Vellore. Bangladeshi physicians with impeccable reputation
are also part of the medical team. Huge emphasis has been made on quality nursing
services, for which we have trained over a hundred nurses for more than a year. We
have nurses, educators from Australia, UK, India and The Philippines. Nurses and
technicians have already received training from CMC Vellore and it continues to be
and on-going process. Medical services will be provided as both outpatient and
inpatient services as well as an Ambulance service. Dental services are also
incorporated within the medical services.
5.7 OPD Services
The outpatient department of the hospital can serve 1200 patients per day through
60 examination rooms. To ensure optimum healthcare-hospitality, the patients are
closely monitored in their waiting times in outpatient clinics, emergency and
admissions.
Outpatient Facilities
♦ 60 fully-equipped medical consultation & exam rooms

♦ 100+ foreign-trained medical & nursing specialists
♦ Open daily - convenient early morning / afternoon / late evening hours
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Medical Specialties
♦ Internal Medicine
♦ Cardiology
♦ Pulmonary Medicine
♦ Gastroenterology
♦ Pediatrics & Neonatology
♦ Neurology
♦ Hematology
♦ Nephrology
♦ Endocrinology
♦ Hematology
♦ Dermatology
♦ Rheumatology
♦ Physical & Rehabilitation Medicine
♦ Infectious Diseases
♦ Geriatric medicine
♦ Diagnostic & Interventional Radiology
♦ Clinical Pathology
♦ Medical Oncology
♦ General Surgery
♦ Cardiovascular & Thoracic Surgery
♦ Neonatal & Pediatric Surgery
♦ Obstetrics & Gynecology
♦ Otolaryngology(Ear/Nose/Throat)
♦ General & Cardiac Anesthesiology
♦ Minimal Invasive Surgery (MIS)
♦ Neurosurgery
♦ Orthopedic & Joint Surgery
♦ Hepato Biliary Surgery
♦ Colorectal Surgery
♦ Urology
♦ Surgical Oncology
67
♦ Dental & Maxillofacial Surgery
♦ Ophthalmology
♦ Plastic Surgery
♦ Emergency Medicine & Trauma Surgery
All hospital services are carried out with the support of the Hospital Information
system, especially tailored to meet the requirements of our staff and patients.

have nurses, educators from Australia, UK, India and The Philippines. Nurses and
5.8 IPD Services
Inpatient Facilities
♦ 300 beds
♦ Large, comfortable, full-furnished suites and deluxe patient care rooms
♦ Large, clean, modern private & semi-private rooms
♦ Cable TV & telephone services
♦ Specialized hospital beds with all state-of-the-art medical outfits
♦ Central gas system (piped oxygen in all units)
♦ 24-hour nurse call & monitoring system
♦ Dietitian supported meals
5.9 ICU, CCU, NICU, PICU, CSICU, SICU
♦ Labor and Delivery Unit
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♦ State-of-the-art Operating Theaters
♦ State-of-the-art Cardiac Catheterization Lab.
Critical Care
SHL is well-aware of the inadequate critical care services in Bangladesh. The ER,
ICU and CCU are exceptionally well designed to rectify this. All ambulances will be
staffed with trained paramedics. Two rooms in ER are dedicated as trauma rooms.
Emergency Services
♦ 24-hour Emergency & Trauma Services with Express TRIAGE &

Resuscitation area
♦ Emergency Cardiac Care Specialists
♦ Trauma Surgery Specialists
♦ 24-hour Ambulance Service
♦ Regional Helicopter Transport Service
When a patient arrives at the ER, s/he will be seen at the ER triage area. Critical
patients will immediately be sent to the area next to the triage area which is
composed of 4 beds with intensive care facilities. Non-critical patients will travel to
basement 1 via the lift located at the ER triage area. The lift connects the ER area to
floors above where the patient can be transferred to ICU, CCU, OR and obstetric
floor. This lift will not be used for any other purpose.
Coronary Care Unit (CCU)
A coronary care unit (CCU) is a hospital ward specialized in the care of patients with
heart attacks, unstable angina, heart failure and various other cardiac problems that
require continuous monitoring and treatment.
Intensive Care Unit (ICU)
Intensive care unit is one in which patients requiring close monitoring and intensive
cares are housed for as long as needed. Our ICU contains highly technical and
sophisticated monitoring devices and equipment, and the staff in this unit is educated
to give critical care as needed by the patients. The ICU and CCU are designed in a
69
way where the nurses and physicians are situated in a central position with rooms
around them. Patient vitals can be monitored with a central monitor.

have nurses’ educators from Australia, UK, India and The Philippines. Nurses and
5.10 Ancillary Services
Pathology
The most up-to-date diagnostic laboratory in the country is located at SH. The
laboratory is equipped with excellent analyzers. To support tumor diagnosis Flow
cytometry and immunohistochemistry is being set up. Modern techniques not
typically available in Bangladesh in areas such as Blood Bank and Surgical
Pathology are being implemented. Examples include automated tissue processor,
automated strainers, gel cards for blood bank, component preparation. Frozen
section facilities will be available round the clock.
Radiology and Imaging
In addition to all standard modern radiology equipments, SH offers two CT scanners

(54-slice and 16-slice). We are thus capable of performing quality CT Angiograms. A
1.5 Tesla MRI machine is in place. Radiology also offers Bone densitometry scan,
portable X-rays, ECHO and USG to meet patient requirement whenever and
wherever necessary. Level 7 of the main building is dedicated to women services.
This area is equipped with its own ultrasonography and mammogram. To facilitate
70
patient diagnosis and treatment, PACS (Picture Archiving and Communication
System) is in place. This enables us to store and recreate 3-dimensional images.
Images can be sent anywhere in the world for second opinion. Patients may obtain
images in CDs.
Diagnostic Facilities include
♦ 1.5-Tesla Supercon. MRI

♦ 64-slice CT Scan
♦ 16-slice CT Scan
♦ Digital X-ray, BMD
♦ ECG, ECHO, ETT, EEG, EMG, NCV
♦ 24-hour Holter Monitor
♦ 24-hour Ambulatory BP
♦ Mammography
♦ 4D Ultrasound
♦ Pulmonary Function Test
♦ Endoscopy, Bronchoscopy, ERCP
♦ State-of-the-art clinical laboratory
♦ Home & office service
Service Support Facilities
♦ Professional USA-standard housekeeping & cleaning services

♦ 24-hours pharmacy services
♦ Convenient & secured car parking garage
♦ Full-service cafeteria & snacks café
♦ Cyber corner - computer info access
♦ Flowers, fruits, books & gifts shop
♦ USA-standard safety & security system
71
♦ Prayer rooms
Physicians
♦ Anesthesiology
♦ Cardiac & Vascular Surgery
♦ Cardiology (Interventional)
♦ Chest
♦ Dermatology
♦ ENT and Head & neck Surgery
♦ Executive Health Check Up
♦ Emergency (ER)
♦ Gastroenterology
♦ General Surgery
♦ Nephrology
♦ Neuro Surgery
♦ Neurology
♦ OBGYN
♦ Oncology
♦ Ophthalmology
♦ Psychiatry
♦ Physical Medicine
♦ Radiology
♦ Urology
♦ Endocrinology
♦ Pathology & Laboratory Medicine
♦ Pediatric Surgery
72
♦ Pediatrics
♦ Internal medicine
♦ Cardiac & Vascular Surgery
♦ Cardiology (Interventional)
♦ Chest
♦ Orthopedics
♦ ICU
♦ IVF (Square Fertility Centre)
♦ Neonatology (NICU)
Patients Welcome
We have instant information service on 24 hour basis provided by our dedicated

Customer Service Officers available at all times to provide information for everyone
by phone or walk in with a smile. Please feel free to contact us for any query,
assistant or doctors appointments.
Room Category
♦ Suite
♦ Single Deluxe
♦ Single Standard
♦ Semi Private (Double Bed Room)
Facilities
♦ Large, Clean, Modern, Furnished & Comfortable room.

♦ Cable TV & telephone service.
♦ Specialized hospital bed with all state of the art medical outfits.
♦ Central gas system (Piped oxygen in all units).
♦ 24 hours nurse call & monitoring system.
♦ Dietitians supported meals.
Ward Facilities
73
♦ Specious
♦ Specialized hospital bed with all state of the art medical outfits.
♦ 24 hours nurse call monitoring system.
♦ Central gas system (Piped oxygen in all units).
♦ Dietitians supported meals.
Cafeteria
We have an international standard CAFETERIA at ground floor. We serve fresh and

healthy food
5.11 Visiting Hours
Working day
Morning
• 11:00 AM to 1.00 PM
• 11:00 AM to 12:00 NOON for ICU/CCU/NICU/PICU
Evening
• 4:30 AM to 7:30 PM
• 4:30 AM to 6:30 PM for ICU/CCU/NICU/PICU
Friday/Holidays
Morning
• 11:00 AM to 1:00 PM
• 11:00 AM to 12:00 NOON for ICU/CCU/NICU/PICU
Evening
• 3:30 PM to 7:30 PM
• 4:30 PM to 6:30 PM for ICU/CCU/NICU/PICU
Car Parking
• Basement - Two : 35 Units

• Basement - Three : 40 Units
74
Basement to third floor Car park (can accommodate 100 cars) in our ASTRAS
building.
CODE NAME OF PACKAGE Price in (Tk.) Introductory Price
Price Introductory
CODE NAME OF PACKAGE
in (Tk.) Price
SUCTION BLISTER GRAFTING IN
SHL-DER-PAC-001 22,500 15,000
VITILIGO PACKAGE
SPLIT THICKNESS GRAFTING IN
SHL-DER-PAC-002 19,500 15,000
VITILIGO PACKAGE
MINIATURE PUNCH GRAFTING IN
SHL-DER-PAC-003 19,500 15,000
VITILIGO PACKAGE
Package Includes
1. 8 hours IN Day Care bed

2. Surgeon/Doctor and Asst. Surgeon/doctors fees.
3. One OPD Consultation and one follow-up Fees
4. Lab Investigation: One CBC, FSB / RBS
5. OT/Equipment charges
6. Nurse and Technician fees
7. General Consumables (Disposable)
Package Excludes
1. Bed charges for stay beyond the duration of the package.

2. Medicine, Major consumables and Medical Gas
3. Any Other Lab Investigation beyond the package
4. VAT
SQUARE Executive Health Check (Male)
• CBC • ESR • FBS • Creatinine
• Urea • Electrolytes • Uric Acid • Lipid Profile
• Total Bilirubin • SGOT • SGPT •Alkaline Phosphates
• PSA • Urine R/E • X-Ray Chest • ECG
75
Consultation with physician
Package Price (TK.): 6,525
Note:
• Package includes complimentary breakfast.
• Package Price is excluding VAT.
SQUARE Cardiac Check-up (Male/Female)
• CBC • ESR • FBS • Creatinine
• Urea • Electrolytes • Uric Acid • Lipid Profile
• Total Bilirubin • SGOT • SGPT • Alkaline Phosphat
• STP.AG Ratio • CRP • Homocystine • Apolipoprotien A

Note:
SQUARE Diabetic Health Screening
Annual Screening:
• FBS • CBC • ESR • Urea
• Creatinine • S.Electrolytes • Lipid profile • Urine R/E
• HbA1C •CreatinineClearance • Chest X-ray • ECG
• Consultation fee
76
Optional package
TUMOR PROFILE (Female)
• Alpha Feto Protein (AFP) • Beta HCG
• Carcinoembryonic antigen • CA 15.3
• CA 19.9 • CA 125
Package price (Tk.): 4,950

Note: Package Price is excluding VAT
SQUARE Liver Screen (Male/Female)
• CBC • Alkaline Phosphates • HBS Ag
• S. Bilurbin • A:G Ratio • Anti Hbs
• SGOT • Prothrombin time • Anti HBc
• SGPT • Anti HCV • USG of Upper Abdomen
• Consultation With Physician
Package price Tk. 6,325

Note: Package price is Excluding VAT
SQUARE Executive Health Check (Female)
• CBC • ESR • FBS • Creatinine • Urea • Electrolytes • Uric Acid • Lipid Profile • Total
Bilirubin • SGOT • SGPT • Alkaline Phosphates • Pap Smear • Urine R/E • X-Ray
Chest • ECG • USG of Whole Abdomen • Mammography • BMD

Note:
SQUARE Evidence Screen (Male/Female)
77
• CBC • ESR • FBS • Creatinine • Urea • Electrolytes • Uric Acid • Lipid Profile • Total
Bilirubin • SGOT • SGPT • Alkaline Phosphatase • Urine R/E • X-Ray Chest • ECG •
USG of whole abdomen

Note:
• Package included complimentary breakfast.
Semi-annual Screening
• FBS • CBC • ESR • Urea • Creatinine • S.Electrolytes • Lipid profile • Urine R/E
(Micro albumin/protein) • HbA1C
Hormone status (female)
• FSH • LH • Progesterone • Estrogen

Thyroid panel
• T3 • T4 • TSH

SQUARE Screening for smoker/Lung Disease
• CBC • FBS • Lipid Profile • PFT • X-ray Chest

Consultation with Physician
Package price Tk. 2,725

Note: Package price is Excluding VAT
78
5.12 Location Map
18/F West Panthapath, Dhaka - 1205, Bangladesh.
Phone No: 8159457 (10 Numbers), 8142431 (10 Numbers), 8141522(10 Numbers),
8144400(10 Numbers),
8142333(10Numbers), Operator Help -9,
ER T&T : 8144466, 8144477, 8144488, ER Mobile : 01713377773-5,
PABX Mobile: 01713141447, FAX: 9118921(General), 9114342(Commercial)

www.squarehospital.com
Our Hotline Numbers
Phone No: 8159457 (10 Numbers), 8142431 (10 Numbers), 8141522(10 Numbers),
8144400(10 Numbers), 8142333(10Numbers), Operator Help -9.
Emergency
Lan Line: 8144466, 8144477, 8144488,

Mobile : 01713377773, 01713377774, 01713377775.
PABX Mobile: 01713141447, FAX- 9118921(General), 9114342(Commercial)
For OPD Appointment:
Ext: 2001 & 2002
For IPD Appointment:
Ext: 3141 & 3112.
Square Hospital Dhaka in Bangladesh Road

Map
79
Chapter-Six
SWOT Analysis of Hospitals
80
81
6.0 SWOT Analysis of Hospitals
A systematic organizational analysis provides an opportunity for the steering

committee to determine at any early stage, the organization’s strengths weakness,
opportunities and threats- a SWOT analysis.
SWOT analysis also provided the hospital and the steering committee with the
opportunity to identify key situations and people to facilitate successful
implementation at the some time, highlighting potential difficulties and obstacles that
can be avoided through careful planning.
In SWOT analysis a list of strengths and weakness within the private hospitals are
given and the external opportunities and threats are written down and discussed to
the below:
6.1 SWOT analysis of Apollo Hospital Dhaka
Strengths of Apollo Hospital Dhaka
♦ Apollo is an international recognized hospital as a result it provides all the

characteristic of a world class hospital.
♦ Apollo Hospital Dhaka is a showcase of synergy of medical technology and
advance in IT through paperless medical report.
♦ They provide wide range of services and specialist, equipment and
technology, ambience and service quality.
♦ The skilled nurse, technologists and administrators at Apollo Hospital Dhaka,
aided by state-of-the-art equipment provides a congenial infrastructure for the
medical professional in healthcare of international standards.
♦ The hospital is at the forefront of medical technology and expertise and
provides a complete range of the latest diagnostic, medical and surgical
facilities for the care of its patients.
♦ They are committed to the achievement and maintenance of excellence in
education. Research and healthcare benefit of humanity.
♦ Apollo Hospitals Dhaka (AHD) has earned Joint Commission International
Accreditation. Apollo Hospitals Dhaka is the first hospital in Bangladesh to
attain such exceptional distinction.
♦ Patients’ satisfaction is also their strength.
82
Weakness of Apollo Hospital Dhaka
♦ As we know that Apollo Hospital is a joint project of Apollo Hospitals

Enterprise Limited and STS Holdings Limited with having it’s headquarter in
U.S.A so sometimes they have to face decision making problem.
♦ They bring all the nurses outside from Dhaka so sometimes they face
problem of sufficient nurses in the wards
♦ Lack of qualified stuff and employee according to their expectations.
♦ The geographical coverage is also a problem.
Opportunities of Apollo Hospital Dhaka
♦ In Bangladesh Apollo Hospital is aided by state-of-the-art western medical

technology and provides a congenial infrastructure for the medical
professional in providing healthcare of international standards.
♦ They have the opportunities to be an industry leader in the field of hosp[itals
sectors in Bangladesh.
♦ They respond to the culture, social and spiritual traditions of Bangladesh.
♦ They only provide up to data and most advanced technologies based medical
equipment and services to the patients.
♦ They have own air-craft landing facilities. That helps to make them different
then other hospitals services in Bangladesh.
Threats of Apollo Hospital Dhaka
♦ Apollo hospital is based on state-of-art western medical technology as a

result some patients think Apollo as an ‘Unholy Hospital’.
♦ Apollo Hospital is a multinational organization as a result it faces lots of
Governments rules and rustications to operate there hospital activities.
♦ All the treatment costs of Apollo Hospital are high as result everybody can not
afford the cost of treatment.
♦ They brings all the specialist and doctors from abroad as a result frequent
change of doctors, requiring repeated briefing problems occurs.
83
6.2 SWOT analysis of United Hospital Limited
Strengths of United Hospital Limited
Strengths that separate United Hospital Limited from others hospital of the country
are:
♦ Continuing improvement program.
♦ Arrangement for performing PTCA.
♦ Mobile ICU.
♦ Hospital service quality.
♦ Promotional effectiveness and Patients retentions are also their major
strength.
♦ Electro physiology study.
♦ Integrated Hospital Information System.
♦ Continuing medical education.
Weakness of United Hospital Limited

♦ Shortage of adequate numbers of nurses.
♦ Lack of trained stuff and employee.
♦ Lack of skilled technical manpower.
♦ Lack of clinical champion for the pathway program.
♦ Geographical coverage of all patients
Opportunities of United Hospital Limited
♦ As a local private hospital they provide Intensive care services to their

patients.
♦ They continuous developing more sophisticated technology.
♦ United is a multi-diversify group so have a lots of options or opportunities to
open new markets for hospital.
♦ They also can fain additional revenue through providing consultations and
educational package to other hospital and organizations.
84
Threats of United Hospital Limited
♦ Political unrest and economical threat.

♦ They can not bring trained nurses from abroad due to government legislation.
♦ Inadequate financing and resources to meet future needs.
♦ They have to face higher cost of treatment so that they can not get enough
patients from rural areas.
♦ Some times they face problems to bring qualified doctors and specialized
team members from abroad due to Government legislations.
6.3 SWOT analysis of Square Hospital Limited
Strengths of Square Hospital Limited
♦ Square hospital is one of the best local private hospitals in Bangladesh.

♦ They committed to provide best services that similar with the
international standard services.
♦ They committed to give each patient the best care keeping in mind the
motto ‘we serve by our acts.
♦ They always support from medical board.
♦ A commitment of the hospital top management to quality improvement.
♦ Patients centered nursing system in practice on the wards.
♦ They establish the hospital in the middle of Dhaka city so that they
cover all the geographical coverage.
♦ Their promotional effectiveness and patients’ retention are also their
strength.
Weakness of Square Hospital Limited
♦ Lack of trained stuff and employee.

♦ Shortage of education nurses.
♦ Pricing is little bit high.
85
Opportunities of Square Hospital Limited
♦ They developing more sophisticated technology.

♦ Their intensive care service is high class.
♦ Customer positive reaction is favor to them.
♦ They use pathways could potentially improve the quality of care
through the practice of evidence based medicine.
Threats of Square Hospital Limited
♦ Political unrest and government legislations.

♦ They have to purchase advance medical equipment from abroad for
that they have to face restrictions of government.
♦ Some treatment cost is so high so that poor patients can not afford its
expense.
♦ Some time they also face social threats.
The following SWOT factors are rated by the selected hospital
1= Not at all Important. 2= Not so Important.

3= Important. 4= Very Important. 5= Extremely Important
Factors Square Apollo United

Hospital Hospital Hospital
Hospital 5 5 5
reputation
Service 5 5 5
quality
Patients 5 5 5
satisfaction
Pricing 4 3 4
effectiveness
Geographical 5 2 3
coverage
Government 2 3 2
legislations
Social threats 2 2 2
86
Chapter-Seven
Comparative Analysis of the Promotional
Strategies
87
7.0 Comparative Analysis of the Promotional
Strategies
7.1 Promotional Budget
Square Hospital, Apollo Hospital and United Hospital are basically followed the
Objective –and-Task Method Budget. They set what they want to accomplish with
promotion. First they define specific promotion objectives. Than determining the
tasks needed. And finally they are estimating the cost.
Total promotional expenses in 2009
12000000
10000000
8000000
6000000 Square
Apollo
4000000
United
2000000
0
Ad. S.P P.R P.S. Dir.
Mkt.
In 2006, Square Hospital expenses 12000000 Taka, Apollo hospital 1000000 and
United Hospital 8000000 in Advertising. In Sales promotions Square Hospital
expenses 9000000, Apollo Hospital 7500000 and United Hospital expenses
6000000. Public Relation Square Hospital expenses 4500000, Apollo Hospital
expenses 3750000 and United Hospital expenses 3000000. United Hospital
Expenses Personal selling 2000000. Square Hospital Expenses 3000000 and Apollo
Hospital Expenses 2500000. In Direct Marketing Square Hospital Expenses
1500000. Apollo Hospital Expenses 1250000 and United Hospital expenses 1000000
Total promotional expenses in 2009
88
14000000
12000000
10000000
8000000
SQ
6000000 Apollo
4000000 United
2000000
0
Ad Sales Public Preson, Dirct
Pro Rel sell Mkt
United Hospital 10000000 in Advertising. In Sales promotions Square Hospital
7500000. Public Relation Square Hospital expenses 5250000, Apollo Hospital
Expenses Personal selling 2500000. Square Hospital Expenses 3500000 and Apollo
Hospital Expenses 3000000. In Direct Marketing Square Hospital Expenses
1750000. Apollo Hospital Expenses 1500000 and United Hospital expenses 1250000
7.2 Promotional Mix Elements
89
The selected private hospitals are rate the important of the following promotional
elements that motive their patients best.
1= Not at all Important. 2= Not so Important.
3= Important. 4= Very Important. 5= Extremely Important
Promotional elements Square Apollo United Average

Hospital Hospital Hospital
Advertising 4 3 3 3.3
Sales Promotion 4 4 4 4
Public relation 3 3 3 3
Personal selling 3 5 4 4
Direct marketing 5 5 5 5
In here, Advertising is the very important promotional elements for Square Hospital
but for Apollo and United hospitals advertising are important elements .so advertising
is in between important and very important. Sales promotion is very important
element for all the selected hospitals. Public relation is important promotional
elements of all the hospitals. Personal selling Apollo hospitals rate extremely
important elements. United hospital rate very important element and Square Hospital
rate an important promotional element. Direct marketing the entire selected hospitals
rate as an extremely important promotional mix element.
7.3 Advertising Budget
In most cases informative advertising is their advertising objective. In here I show

what amount they expenses in the advertisement purpose
Advertising Budget in 2009
4500000
4000000
3500000
3000000
2500000 Square
2000000 Apollo
1500000 United
1000000
500000
0
Br. Pr. Out. E-net Oth.
United Hospital 2400000 in Broadcast media. In Print media Square Hospital
2800000. Outdoor media Square Hospital expenses3600000, Apollo Hospital
90
Expenses in Internet 320000. Square Hospital Expenses 480000 and Apollo Hospital
Expenses 400000. And other media purposes Square Hospital Expenses 120000
Apollo Hospital Expenses 100000m and United Hospital expenses 80000 taka.
Advertising Budget in 2009
5000000
4500000
4000000
3500000
3000000 Square
2500000
Apollo
2000000
United
1500000
1000000
500000
0
Br. Pr. Out E-net Oth.
United Hospital 3000000 in Broadcast media. In Print media Square Hospital
3500000. Outdoor media Square Hospital expenses 4200000, Apollo Hospital
Expenses in Internet 320000. Square Hospital Expenses 560000 and Apollo Hospital
Expenses 480000. And other media purposes Square Hospital Expenses 140000
Apollo Hospital Expenses 120000m and United Hospital expenses 100000 taka.
91
Chapter-Eight
Recommendation
8.1 Recommendations
♦ Need for specialized marketing staff has gained momentum in the hospital
industry.
92
♦ Developing and implementing customized action plans designed to increase
better services and promotional activities.
♦ They must skillfully use the mass-promotional tools of advertising, sales
promotion and public relations.
♦ Routing meetings with key clients and Post-donor and post-referral follow-up.
♦ Analyzing the feedback from regular customer satisfaction survey can
definitely help building the image.
♦ To increase more advertising includes print, broadcast, Internet, outdoor, and
other forms so that people can get more information about them.
♦ They have to improve on various health topics and creating awareness
through media to market themselves as it is a powerful tool today.
8.2 Conclusion
Like a mature organization private hospitals now began marketing activities which
requires a well though out plan and full implementation. Though the current products
or services private hospitals are serving markets and trying to gain more patients day
93
by day. Some are forwarding towards diversification. For example United Hospital
has lots of opportunity or options to develop new products and new services in the
market. The opportunities of private hospitals are international recognition, integrated
hospital information stem (HIS), mobile ICU and so on. Weaknesses are mainly
decision making problem, lack of sufficient skills resources like manpower, nurses
etc.
In Bangladesh provides a congenial infrastructure for the medical professional in

providing healthcare of international standards. They also can gain additional
revenue through providing consultations and educational packages to other hospitals
and organizations. They are also facing threats like excess treatment costs political
turmoil and other economical issues.
Apollo and United Hospital treat direct marketing is a very important promotional tool.
To motive the patients Square Hospital rate the public relation, direct marketing, and
personal selling as very important promotional tools. They realize they should give
more emphasis on advertising and sales promotion actions. To place it in the top
most position, private hospitals can expand brand portfolio and sustainable
competitive advantages in the health sector arena.
It is apparent from the results that private hospitals are playing a meaningful role in
Bangladesh, justifying their existence, continuation and growth. However, before
unleashing the forces of privatization in this sector more widely, it must be noted that
private hospitals have been known to reduce quality by reducing inputs, to disregard
social pricing considerations or, worse, to try to increase their profits by providing
services that are unnecessary or even harmful (Van der Gaag 1995). This therefore
needs careful consideration.
Appendix
References
94
1. Kotler Philip. (2006), “(The Principle of Marketing)” 11th edition, p 427, p
440.
2. Kotler Philip. (2006), “(The Marketing Management)” 12th edition, p 152.
p 329.
3. Andaleeb Syed Saad, (Public and private hospitals in Bangladesh:
service quality and predictors of hospital choice) p 101.
4. www.Yahoo.com.
5. www.apollodhaka.com
6. www.uhlbd.com
7. www.squarehospital.com.
95
Survey Questionnaire on
Marketing Promotional Activities of Private
Hospitals.
Name of the Respondent:…………………………………
Name of the Hospital:……………………………………..
Address:…………………………………………………..
……………………………………………………………
…………………………………………………………..
Contact Number:…………………………………………
96
Qno-1: Please rate the important of the following promotional elements that
motivate your patients best?
Promotional Not at all Not so Important Very Extremely

elements Important Important Important Important
Advertising 1 2 3 4 5
Sales 1 2 3 4 5
promotion
Public relation 1 2 3 4 5
Personal 1 2 3 4 5
selling
Direct 1 2 3 4 5
marketing
Qno-2: Please rate the important of the promotional tools that are used in your
organization to attract patients?
Promotional Not at all Not so Important Very Extremely

tools Important Important Important Important
Package 1 2 3 4 5
treatment
facility
Continuity 1 2 3 4 5
program
Discount 1 2 3 4 5
Low-cost 1 2 3 4 5
treatment
Qno-3: Please rate the important of the media you use for advertising purpose?
Types of Not at all Not so Important Very Extremely

Advertising Important Important Important Important
Broadcast 1 2 3 4 5
media
Print media 1 2 3 4 5
Outdoor 1 2 3 4 5
media
Internet 1 2 3 4 5
Qno-4: How much did you spend in advertising purpose in last year?
Types of Advertising Total expenses

2006 2007
Broadcast media
Print media
Outdoor media
Internet
Others
Total
97
Qno-5: Please rate the important of the functions your hospital practice for
public relation?
Function Not at all Not so Important Very Extremely

Important Important Important Important
Public affairs 1 2 3 4 5
Charitable 1 2 3 4 5
donation
Press 1 2 3 4 5
relation
Financial aid 1 2 3 4 5
Qno-6: Please rate the important of the major public relation tool of your
hospital?
Public Not at all Not so Important Very Extremely

relation tool Important Important Important Important
Seminars 1 2 3 4 5
Special 1 2 3 4 5
event
Create 1 2 3 4 5
favorable
news
Press relies 1 2 3 4 5
Qno-7: How does the hospital decide on each promotional budget?
 Affordable method
 Percentage of sales method
 Competitive parity method
 Objective & task method
Qno-8: In most cases which one is your advertising objective?
 Informative advertising
 Persuasive advertising
 Reminder advertising
 Comparative advertising
98
Qno-9: How much did you spend in promotional activities in last year?
Promotional Total expenses

Activities 2006 2007
Advertising
Sales promotion
Public relation
Personal selling
Direct marketing
Total
Qno-10: What is the duration to change promotional activities?
 1 month.
 3 months
 6 months
 12 months.
Qno-11: To practices in promotional activities is there any change in service

quality?
 Yes
 No
Qno-12: The following issues are the marketing factors. To what extant could
you decide as there factors as strengths and weakness of your hospital?
Factors Major Minor Neutral Minor Major

weakness weakness strength strength
Hospital 1 2 3 4 5
reputation
Service 1 2 3 4 5
quality
Patients 1 2 3 4 5
satisfaction
Pricing 1 2 3 4 5
effectiveness
Geographical 1 2 3 4 5
coverage
Promotional 1 2 3 4 5
effectiveness
Patients 1 2 3 4 5
retention
99
Qno-13: Please mark the following opportunity factors according to their
importance to your organization.
Important Not at all Not so Important Very Extremely

Opportunity Important Important Important Important
Developing 1 2 3 4 5
more
sophisticated
technology
Intensive care 1 2 3 4 5
service
Customer 1 2 3 4 5
positive
reaction
Market share 1 2 3 4 5
Qno-14: Please mark the relative importance of the following threat factors of
your hospital.
Important Not at all Not so Important Very Extremely
threat Important Important Important Important
Demography 1 2 3 4 5
threat
Technological 1 2 3 4 5
threat
High cost 1 2 3 4 5
Government 1 2 3 4 5
legislations
Social threat 1 2 3 4 5
Qno-15: Which one is your most important opportunities (to satisfied patients
needs and demand in external environment)?
 Demographic factor.
 Technological forces.
 Social-cultural process.
 Economic forces.
Qno-16: Ten years from today what in your opinion, will be the healthcare
scenario in Bangladesh? Please mention below:
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(Thank you very much for your kind and compassionate cooperation)
100

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THESIS REPORT

Date of Submission: 12 November, 2009

Stamford University Bangladesh

Md. Shahnur Rashid

Date of Submission: November 18, 2009

Stamford University, Bangladesh

Subject: Submission of Thesis Report entitled “A Comparative Analysis of

The thesis report entitled “A Comparative Analysis of Promotional Activities of

I Hereby Announced That the Extensive Study Entitled

A Comparative Analysis of Promotional Activities

Prepared in partial accomplishment of the

Masters of Business Administration

I wish him every success in his future endeavor.

First and foremost, I would like to express my gratitude to Md. Kamruzzaman,

I would express my humble gratitude to Shafil Azam, Executive (Marketing), Apollo

The topic of the report is “A Comparative Analysis of Promotional Activities of

1.2 Background of the Study 04

2.1 Emergence of Hospital Industry in Bangladesh 15

3.1 Apollo Hospital Dhaka 20

4.1 About United Hospital 34

5.1 A Token of Gratitude to the Nation 47

7.1 Promotional Budget 68

Medical college and hospital 13

Specialized hospital and centre 61

Post graduate institute and hospital 5

Infectious diseases hospital 6

Dental college hospital 2

Upazila Health Complex 402

Union sub-centre 3175

Healthcare in rural areas

Deficiencies particularly in the rural healthcare centers

3 2. Lack of qualified physicians

4 3. Improper distribution of diagnostic professionals

5 4. Professional isolation of Physicians

6 5. Medical manpower shortage

7 6. Post-disastrous medical management.

1.2 Background of the Study

I have presented a portion of literature in the following from Principles of Marketing

Marketing communications mix (promotion mix): The specific mix of advertising,

Advertising: Any paid form of non-personal presentation and promotion of ideas,

Sales promotion: Short-term incentives to encourage the purchase or sale of a

Direct marketing: Direct connections with carefully targeted individual consumers to

Call it the entry of consumerism in health care or a belated wake-up call-marketing is

These parameters include the following:

 How is our price perceived?

These attributes may be many in number. They may include:

Marketing Strategy of Private Hospital in Bangladesh

Promotional Activities of Private Hospitals

♦ Short run Champagne.

1.4 Objectives of the study

The following objectives have been identified as the report is concerned:

♦ Primary Sources of Data:

1.6 Limitations of the study

♦ Perception is totally a psychological aspect. Every individual perceive the

2.1 Emergence of Hospital Industry in Bangladesh

2.2 Private and public Hospital Services in Bangladesh

3.1 Apollo Hospital Dhaka

Apollo Hospitals Dhaka is a showcase of synergy of medical technology and

3.2 Mission Statement

Joint Commission International Accreditation

Apollo Hospitals Dhaka (AHD) has earned Joint Commission

3.4 Benefits of Accreditation by JCI

The group owns International School Dhaka (ISD); managed by Council of