Sales and distribution channel of a health care company. www.unitedworld.edu.in

1. A PRESENTATION ON DESIGINING OF SALE &
DISTRIBUTION CHANNEL FOR A
HEALTHCARE COMPANY
PRESENTED BY
ANIMESH UKIL, BHARGAV SEKHAR BHUYAN
KISHALAY SAMANTA, DIPAN SARKAR
PRABAR RAKSHIT, SAIKAT KUNDU
SANI SAHA, SARBAJIT PRAMANIK
SAYAN ADHIKARI, AKRAM ZAMEER

2. Vision
We will strive with excellence to fulfil the needs of the community in its
chosen field of medical treatment while maintaining International
Standards.
Mission
To serve and enrich the quality of life of patients suffering from diseases,
through the efficient deployment of technology and human expertise, in a
caring and nurturing environment with the greatest respect for human
dignity and life.
Goals
• Improve the Quality & Safety of our Services
• Provide New Services to Meet the Growing Health Needs of our
Community
• Be a Great Place to Work
• Initiate & Participate in Integration, consistent with our other Strategic
Directions
• Enhance the Effectiveness of our Systems, Infrastructure and Processes
• Achieve Operational & Capital Financial Targets

3. SEGMENTATION
PRODUCT/ SERVICE SEGMENTATION
SURAKSHIT CARE HOSPITAL
ward – cancer, maternity, child, OPD,
psychiatric, general.
Income group – middle class (2-4L/A),
higher middle class (4-8 L/A), rich(>8L/A).
Visiting frequency – regular, routine,
occasional.
SURAKSHIT PATHOLOGY
Individual patient, patient referred by
general physician, Govt. hospital, large/
medium size hospital, international clients,
internet users.
Type of test – anatomical, clinical,
dermatopathology.
SURAKSHIT PHARMACY
Visitor of shop, consumer who like to
delivery at door step.
Medicine of OPD, various IPD provide our
hospital as well as other hospital.
Various business unit – other nursing
home, clinic, hospital.

4. SERVICE/
PRODUCT
CORPORATE
STRATEGY
OPERATING
STRATEGY
MARKETING &
SELLING
STRATEGY
CUSTOMER
BUYING
BEHAVIOUR
SURAKSHIT
CARE
HOSPITAL
relationships with
physicians,
Investing in
technology,
Partnering with
Government
policies.
Time efficiency,
documentation,
feedback, trust,
relate with path
lab & pharmacy
store.
Sensible, internal,
marketing tools,
general
practitioner.
Regular,
occasional,
routine.
SURAKSHIT
PATHOLOGY
“early detection &
prevention”, high
tech, quality,
presence.
Quality,
internet, relate
to hospital.
Tie-up, acquisition,
various type of
report, self
developed
innovation
Changing
customer
behavior,
physicians’
aspiration.
SURAKSHIT
PHARMACY
Presence in all
over, import &
distribution.
Efficiency,
quality,
Product- variety,
place-other than
competitor’s place,
price-reasonable
promotion-
employees
OTC,
prescribed.

5. MARKET POTENTIALS
• The Indian healthcare industry, which comprises
hospitals, medical infrastructure, medical devices,
clinical trials, outsourcing, telemedicine, health
insurance and medical equipment, was valued at
US$ 79 billion in 2012, and is expected to reach US
$160 billion by 2017.
• REASONS
Expanding middle class
Changing disease profile (acute disease to
chronic disease)
Emerging health insurance market
Medical tourism.

6. INDIAN MARKET COMPETITIVENESS
• Entry barriers to private players in the medical education
sector
• INSURANCE –
Lack of regulations or control over provider behavior
Unaffordable premiums and high claim ratios
Covariate risks
• Market Failure due to information asymmetry
• Low FDI in the healthcare sector
• The Indian Medical Device industry largely relies on imports
• Healthcare is still inaccessible for a large section of the Indian
population
• INTERNATIONAL REASONS –
International Cartels

7. COMPETITORS
APPOLO HOSPITALS
• Emerged as the single largest private hospital
• Operates hospitals, clinics, laboratories and medicine shops
• Manages a network of approximately 41 hospitals and clinics
• Has a bed capacity of around 9000 beds.
FORTIS
• Co founded by the Indian Pharmaceutical major Ranbaxy
Laboratories.
• Started in 2001
• Has approximately 1200 hospitals with more than 1900 beds
• Has a joint venture with DLF to set up hospitals all across the
country with an investment of about US$ 1.5 billion.
WOCKHARDT
• India’s leading healthcare and pharmaceutical company
• Started its operations in 1989
• Renowned for the special cardiac care given to patients of all ages
• Has 10 hospitals with more than 1500 beds.

9. DEMAND FORECASTED
• USING, y = a + b x
for 2011-12, y = 1.208+0.062 (3) = 1.394
for 2012-13, y = 1.208+0.062 (4) = 1.456
for 2013-14, y = 1.208+0.062 (5) = 1.518
for 2014-15, y = 1.208+0.062 (6) = 1.580
for 2015-16, y = 1.208+0.062 (7) = 1.642
1.25
1.3
1.35
1.4
1.45
1.5
1.55
1.6
1.65
1.7
2011-12 2012-13 2013-14 2014-15 2015-16
DEMANDFORECASTED
YEAR
DEMAND FOR BED IN MILLIONS

10. SALES FORECAST FOR “SURAKSHIT”
HOSPITAL
We assume that in the year 2013-14 1.45 millions
patients will be admitted in hospital in all over
India. We target to 350 patients per day for our
IPD segment, which is 9% of all patients all over
India. The factors behind this forecast are-
– We started business in West Bengal, which has most
dense population in India,
– We can tap market base of UP, Bihar, Jharkhand, Orissa.
– Kolkata is more near than any south Indian city for
north-east state,
– Kolkata is cultural capital of India; we can go for
medical tourism,
– Central Government’s looking east policy will help to
improve medical tourism.

11. SALES CHANNELS
Health care service providers, as well as health care
product firms, often do not sell their services and
goods directly to end users, a set of intermediaries,
or channel partners, perform a variety of functions
needed to deliver them.
CHANNEL MEMBERS:
• Sales agents
• Medical representatives
• Doctors
• Assistants to doctors

12. METHODS FOLLOWED BY
CHANNEL MEMBERS
TELEMARKETING TELECALLING
DOCTOR
CONSULTATIONS
MAILS AND
PHONE CALLS
CAMPAIGNS AND
EVENTS

13. PRODUCT & PAYMENT FLOW IN MEDICAL STORE

14. COMPENSATION AND INCENTIVES
• Commission on referrals.
• Incentives for bringing in more clients for
doctors.
• Awarding with employee of the month
• Incentives on the basis of grades on service
provided by them.
• Fringe benefits
• Job security

15. CONTROLLING THE SALESFORCE
PRODUCTIVITY
ANALYSIS
PROFITABILITY
ANALYSIS
COST
ANALYSIS
SALES
ANALYSIS
WHAT
HAPPENED
WHY IT
HAPPENED
WHAT TO
DO

16. SALESFORCE EXPENSES
• Should be fair to the sales people
• Should be fair to the company
• Simple and economical
• Clear enough to prevent misunderstanding
• Expense to be paid without much delay

17. EVALUATION AND CONTROL
Established policies of performance
Decide bases of their performance
Establish standards
Compare actual performance with the standards
Review performance
Take action

18. • Evaluation process must be clear to all
evaluator as well as evaluated employee.
• If an employee takes any extra effort to
provide service to a patient without taking
into account his or her economical
condition, appreciate his or her effort.
• If an employee make a mistake warned him
personally not in front of his colleague.

19. MOTIVATION
– Salary increase according to performance and profit
of organization,
– Recognition of extra effort to make service more
convenient for patients without considering
economic condition of patients.
– Help undertaking employees to improve their skills
according to industrial needs.
– Help undertaking pathological lab for promotion.
– Introduce a rating system officially among
employee to improve behaviour within a healthy
competitive environment.
– Promote according to behaviour and performance.

20. MOTIVATION
• FINANCIAL
Salary
Commission
Bonus
fringe
• NON FINANCIAL
Promotion
Sense of
accomplishment
Growth
opportunities
Recognition
Job security
Training
Job enrichment

21. MARKETING CHANNELS
• Relationship
Marketing
• Internet and
social media
and mail
• Word-of-mouth
marketing
• Advertisements
in television or
newspapers
Expert
channels
Personal
communication
channels
Direct
interaction
Social channels

22. SUPPORTING THE SALES ORGANISATION
• Deliverer- A salesperson whose major task is the delivery of a product.
Some reps simply replenish inventories, such as operating room sutures in
hospital supply rooms.
• Doctor’s, pathologist’s, druggist’s assistance - whose jobs are
– Maintain record of material, medicine,
– Make purchase as well as sell order and approved by doctor, pathologist,
druggist.
– Make sure materials are kept in safe place,
– In the time of in and out check material quality,
• Telephone operator- who will received phone call provide information
about
Schedule of doctor,
Process of registration,
Registration.
Information about coming special service,
Assist patients and his / her relatives to communicate with doctor.
• Technician: A salesperson with a high level of technical knowledge; for
example, equipment engineer.

23. KEY RESPONSIBILTY AREAS
• Health Care
• Quality and Safety
• Research
• Education
• Organizational Improvement
• Free from any information duplication
• Behaviour
• Efficiency

25. A PRESENTATION ON DESIGINING OF SALE &
DISTRIBUTION CHANNEL FOR A
HEALTHCARE COMPANY
PRESENTED BY
ANIMESH UKIL, BHARGAV SEKHAR BHUYAN
KISHALAY SAMANTA, DIPAN SARKAR
PRABAR RAKSHIT, SAIKAT KUNDU
SANI SAHA, SARBAJIT PRAMANIK
SAYAN ADHIKARI, AKRAM ZAMEER

26. SEGMENTATION
PRODUCT/
SERVICE
CUSTOMER BUYING
BEHAVIOUR
SEGMENTATION
SURAKSHIT
CARE
HOSPITAL
Regular, occasional,
routine.
ward – cancer, maternity, child, OPD, psychiatric,
general.
Income group – middle class (2-4L/A), higher
middle class (4-8 L/A), rich(>8L/A).
Visiting frequency – regular, routine, occasional.
SURAKSHIT
PATHOLOGY
Changing customer
behavior, physicians’
aspiration.
Individual patient, patient referred by general
physician, Govt. hospital, large/ medium size
hospital, international clients, internet users.
Type of test – anatomical, clinical,
dermatopathology.
SURAKSHIT
PHARMACY
OTC, prescribed.
Visitor of shop, consumer who like to delivery at
door step.
Medicine of OPD, various IPD provide our
hospital as well as other hospital.
Various business unit – other nursing home,
clinic, hospital.

27. DEMAND FORECASTED
USING, y = a + b x
for 2011-12, y = 1.208+0.062 (3) = 1.394
for 2012-13, y = 1.208+0.062 (4) = 1.456
for 2013-14, y = 1.208+0.062 (5) = 1.518
for 2014-15, y = 1.208+0.062 (6) = 1.580
for 2015-16, y = 1.208+0.062 (7) = 1.642

28. OPD
ORDER INVESTIGATION
LAB BILL PATHOLOGY
SAMPLE TESTING
AND TEST ENTRY
RESULT
CONSULTANT CAN VIEW THE REPORT OF PATIENT FROM HIS / HER SYSTEM
AND FOR IPD PATIENT REPORT DIRECTLY AVAILABLE TO VIEW IN VIEW
IPD
ORDER INVESTIGATION
RADIOLOGY IPD BIL
SONOGRAPHY
X-RAY MRI
CT SCAN
TEST & RESULT
ENTRY IN LAB
SURAKSHIT HOSPITAL & PATHO LAB
SALES AGENTS DOCTORS MEDICAL
REPRESENTATIVE
ASSISTANCE TO DOCTOR
PUBLICCORPORATE/
GOVT.
PATIENTS
SALES CHANNEL & SERVICE FLOW

29. http://www.unitedworld.edu.in/
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