Presented By: Varun Jain 1301-431 Section A

How do you evaluate the quality of service at the free hospital? At the paying hospital? What has been the role of Aravinds clinic and support staff? Are there any weaknesses in the Aravinds model of delivering eye care?

Reliability

Responsiveness

Highly reliable with a 95% success rate in surgery Highly responsive team. The time for overall procedure from the screening at the campsite to discharge after surgery and recuperation was just of 3-4 days. The knowledge and courtesy of employees and their ability to convey trust and confidence was very good. The visitor conversion rate from the campsite to the Free Hospital was 100% in 1991. Pre-operating procedure was similar to that of paid division. Highly emphatic staffs. Even doctors often indulged in personalized talks with the patients to make them more comfortable. Only ICCE cataract treatments. ECCE were performed in special medical cases Only one of the other operating table equipped with operating microscope No beds. Only bamboo/coir mats of size 6X3 along with small pillows were spread on the floor of a big hall accommodating 20-30 patients. Each hall had a self contained bathroom

Assurance
Empathy

Tangibles

Reliability

Responsiveness Assurance

Highly reliable with a 95% success rate in surgery

Highly responsive team. Facility of A, B, C class rooms was provided each with different level of privacy and staffs serving to individual needs meticulously. In-patient admission time for surgery was approx. within 3 days
The knowledge and courtesy of employees and their ability to convey trust and confidence was very good. The visitor conversion rate from the screening visits to the Main Hospital was 100% in 1991. The pre-operating procedure was very standardized : Vision Recording, Preliminary Examination, Testing of Ocular Tension and Tear Duct Functions, Refraction Test, Final Examination Highly emphatic staffs. Doctors often indulged in personalized talks with the patients to make them more comfortable.

Empathy

Tangibles

Both ICCE cataract as well as ECCE treatments. ICCE for a fee of 500 - 1000 and ECCE for 1500 - 2500 Both the other operating tables were equipped with operating microscope Three class of bedrooms A, B, C with varying facilities and privacy

To cure needless blindness caused by cataract To work beyond carriers and income and make peoples lives better Internal Marketing: Training and motivating staffs to serve patients well Interactive Marketing: Organizing camps in association with local businessmen and NGOs for the screening of people and their eyecheck-up State of the art vertically integrated clinic to increase the efficiency and reduce the cost

Transportation

Variance in Occupancy Rate

Even though the company has been able to reach a large market through eye camps, it still required the selected patients to come down to the hospital for surgery. This might have resulted in a drop in the number of patients accepting surgery since many had constraints which did not allow them to stay away from home for long periods. One of the biggest problems with the model was that the inflow of patients was irregular being much larger on Monday, Tuesday and Wednesday or immediately after an eye camp and being much lesser at other times. What this meant was that at some times the hospital was overcrowded while it others it operated much below is capacity. This reduced the average rate of occupancy of the hospital The delivery model adopted by Aravind was not very scalable. This was because since the patients were required to come to the hospital for treatment the camp could not be conducted at a location which was very far from the hospitals that they had in 3 cities of Tamil Nadu

Scalability

Management Family Run

Apart from this the organization was, almost entirely, family run. This meant that the organization could not grow rapidly since it was always constrained for good managers.

Lower Salaries
Aravind Eye also had lower salaries as compared to the other private hospitals while it had longer and more strenuous working hours compared to the rest. This is a concern since they may not be able to retain the best talent with them. This also put a constraint on their medical staff which they may not be able to grow at a rapid pace for the want of motivated and dedicated people.