Aravind Eye Care System: A unique model It was year 1976. Padmashree Dr. G. Venkataswamy‚ popularly referred to as Dr. V.‚ had just retired from the Government Medical College‚ Madurai‚ India as the Head of the Department of Ophthalmology. Rather than settling for a quiet retired life‚ Dr. V. was determined to continue the work he was doing at the Government Medical College‚ especially organizing rural eye camps to check sight‚ prescribe needed corrective glasses‚ do cataract and other surgeries
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below poverty line. Also‚ India had very less no. of ophthalmologists (only 8000). 1970 – 20 bed Aravind Eye hospital opened which performed all typed of eye surgery at a reasonable cost. Three people involved were Dr. Venkataswamy‚ Dr. Nam (brother in law) & Dr. Natchiar (his sister) 1977 – 30 bed annex opened for patients convalescing after surgery 1978 – 70 bed free hospital opened 1981 – Main hospital with 250 beds commences. It has 4
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Mission * Quality eye care to rich and poor alike. * Blindness is needless and curable most of the times. * Start the community outreach programmes. * No cross-subsidization. Objective * Increase the awareness of blindness-cures and need for early treatment. * Helping other hospitals to increase their level of productivity. * Increase the %age of IOL surgeries. * Increase the productivity of doctors. * Increase learning of doctors. * Large volumes were necessary
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are blind and India is home to 1/3 of the world’s blind population. Yet‚ for many of these cases‚ it is preventable and treatable. In developing countries‚ the leading cause of blindness is attributed to cataracts‚ in which the natural lens of the eye clouds over time. This requires surgical removal and replacement with an artificial one. In 2006 alone‚ India had nearly 7 million cataract-blind individuals‚ with roughly 3.8 million new cases occuring every year. However‚ with 25% of Indians considered
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SERVICES MARKETING ASSIGNMENT Brief Overview: Started by Dr. G. Venkataswamy‚ Aravind Eye Case System was created with the idea of creating a sustainable eye care system. The mission if AECS was to eliminate needless blindness. They wanted to provide quality eye care that everyone could afford‚ to rich and to poor alike. It expanded itself to multispecialty eye care. AECS charged usually lower than comparable hospitals in its payable section. They followed the principle
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Economics of Organization PATAGONIA Case * Introduction Corporate Social Responsibility (CSR) is a broad-based movement in business that encourages companies to take responsibility for the impact of their activities on customers‚ employees‚ communities and the environment. Patagonia is a manufacturer of high quality outdoor and adventure sport clothing. Patagonia have found unambiguous ways to couple their products’ function and the brands environmental values. Their business model
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India’s eye problem was prevalent; all the people of India needed was the supply. Unfortunately‚ the majority of the people in India with eye problems were poor and unable to access the medical attention that they needed. 1.2 million cataract operations were taking place each year meaning the ophthalmologists could not even keep up with the amount of people being diagnosed each year. This is a large reason Dr. V and the Aravind hospital was successful early on. In just four years the Aravind hospital
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Aravind Eye Care System Case Analysis [pic] A VISIONARY’S MISSION To ELIMINATE NEEDLESS BLINDNESS Group 19 Group Members Ahmed Shariq Mamsa PGP-08-095 Barath.K PGP-08-105 Harini.R PGP-08-119 Harshitha.S.Kumar PGP-08-122 Neeraj Jain PGP-08-143 Santhosh Rathnam Palani PGP-08-165 Contents 1. Brief Introduction 3 2. Mission and Vision 5 3. MODEL & STRATEGY 7 3.1 AECS Model 7 3.2 AECS Strategy and Positioning 8 4. CATARACT
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.... 7 3.1 THE CASE OF CUBA ............................................................................................ 7 3.1.1 Promoting Privatization of HealthCare.................................................. 7 3.1.2 Centralized Marketing through SERVIMED ......................................... 7 3.2 THE CASE OF THAILAND ..................................................................................... 8 3.2.1 Inter-Sectoral Coordination
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factories regarding the volume and quality. 2- Market research in the European market regarding forecasted market share and the volume of the expected demand. 3-The operational decisions incorrectly made by Flexit: A) Marketing decisions: International marketing was given to Mr Sellem who had no international experience. B) Production decisions: Increasing the volume of production without quality control. C) Logistics decisions: Relying completely on shipments from USA to the European
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