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    Strategy Management: Piramal E-Swasthya: Attempting Big Changes For Small Places - in India and Beyond

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    Manish Singh
    Piramal e-Swasthya aimed to improve healthcare access in rural India by employing local women (PSS) to provide basic care via phone. However, the model was not generating enough revenue. Fewer than expected patients were visiting each PSS, and many were being referred elsewhere or using local quacks instead. There were also issues with the PSS's motivation and influence. To address these problems, solutions proposed included improving communication, partnering with public doctors, incentivizing PSS and referrals differently, expanding services, and increasing education about the model and steroids. Without changes, the business model was not economically sustainable.

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    Strategy Management: Piramal E-Swasthya: Attempting Big Changes For Small Places - in India and Beyond

    Uploaded by

    Manish Singh
    214 views4 pages
    Piramal e-Swasthya aimed to improve healthcare access in rural India by employing local women (PSS) to provide basic care via phone. However, the model was not generating enough revenue. Fewer than expected patients were visiting each PSS, and many were being referred elsewhere or using local quacks instead. There were also issues with the PSS's motivation and influence. To address these problems, solutions proposed included improving communication, partnering with public doctors, incentivizing PSS and referrals differently, expanding services, and increasing education about the model and steroids. Without changes, the business model was not economically sustainable.

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    Piramal e-Swasthya aimed to improve healthcare access in rural India by employing local women (PSS) to provide basic care via phone. However, the model was not generating enough revenue. Fewer than expected patients were visiting each PSS, and many were being referred elsewhere or using local quacks instead. There were also issues with the PSS's motivation and influence. To address these problems, solutions proposed included improving communication, partnering with public doctors, incentivizing PSS and referrals differently, expanding services, and increasing education about the model and steroids. Without changes, the business model was not economically sustainable.

    Copyright:

    © All Rights Reserved
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    Download as docx, pdf, or txt
    214 views4 pages

    Strategy Management: Piramal E-Swasthya: Attempting Big Changes For Small Places - in India and Beyond

    Uploaded by

    Manish Singh
    Piramal e-Swasthya aimed to improve healthcare access in rural India by employing local women (PSS) to provide basic care via phone. However, the model was not generating enough revenue. Fewer than expected patients were visiting each PSS, and many were being referred elsewhere or using local quacks instead. There were also issues with the PSS's motivation and influence. To address these problems, solutions proposed included improving communication, partnering with public doctors, incentivizing PSS and referrals differently, expanding services, and increasing education about the model and steroids. Without changes, the business model was not economically sustainable.

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    © All Rights Reserved
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    of 4

    Strategy Management Case-1

    Piramal e-Swasthya: Attempting Big


    Changes for Small Places – in India and
    Beyond

    Anand Piramal and his team sought to "democratize healthcare" in India through the
    development of a new service delivery model. If Henry Ford could build and deliver cars
    to everyone in the United States, Piramal thought, then why can't India deliver
    healthcare to the 70% of its citizens who lack access to it? They began pilots in 2008 but
    soon ran into unexpected difficulties. After a second round of pilots in early 2010, they
    had to decide whether to proceed and if so how.

    Presented by: Group 8

    Alok Kumar -MP18002

    Anurupa Samaiyar-MP18007

    Manish Singh -MP18020

    Md Azim Ashraf -MP18023

    Sanjeet Kumar -MP18036

    1|Page
    Strategy Management Case-1

    1. PROBLEM ANALYSIS
    1. A: Problem Definition: The Piramal e-Swasthya revenue has gone down as they are not

    getting enough patients per village to make the service Sustainable, Profitable and Scalable.

    1. B: Diagnosis:

    The current model employs educated females known as Piramal Swasthya Sahayikas (PSS) to carry out

    the daily operations and also to attract the local customer (patients) in their village. Earlier the model

    was predicted sustainable if each PSS could serve seven patients per day. But as the demand decreased

    it was then reduced to 3 patients per day. But even this target was not achieved as each PSS on an

    average received less than one patient per day. By 2010 they had lost 26 villages out of original 40

    villages and were able to add only 60 more villages. Although the initial survey done by Anand Piramal

    and his team suggested that good number people/villages showed openness to service (receive care over

    the phone) the model was not generating enough revenue at a cost of $500,000 per year.

    There were many reasons for the above-mentioned outcomes.

    I. The patients were referred to other hospitals like public health care and private

    clinic in case of illness was more serious. Piramal e-Swasthya would refer one tenth

    of the patients to other providers which annoyed some of the patients. The negative

    word of mouth publicity by patients and government providers stopped others from

    visiting Piramal. And the public health practitioners would delay the service and

    make them wait longer if they were referred to by the Piramal e-Swasthya.

    II. The satisfaction level among the customers was decreasing as the patients were not

    getting immediate results as compared to the service of quacks who offered steroids

    which provided immediate results, though compromising on long term. The quacks

    were opinion leaders and had political influence. The patients were happy to see

    2|Page
    Strategy Management Case-1
    immediate benefits. The quacks also threatened the villagers to not visit the Piramal

    e-Swasthya. Besides this, the quacks also offered flexibility in payments. Patients

    could pay later and even barter for the service.

    III. The PSS were young women with low status and were part of a conservative

    society and many limitations were imposed on them. Hence, they proved inefficient

    as they interacted only with small community and demand for the PES services

    decreased. The PSS were lacking in the right motivation for this job because many

    of them became PSS just to increase their social status.

    Solutions

     Better communication

     Partnership with public health doctors-Educate Quacks about harmfulness effects

    of steroids

     Choose the sahayika from the family of the sarpanch, which will be more influential

     Improved incentive structure-Make Pes ambassadors, earn discount on referrals or

    commission per patients

     Tie up with anganwadi’s

     Spread success stories among the people

     Education about steroids and long run consequences of its uses which cure the

    symptoms and not the root cause

     The business model was not economically sustainable

     Spread awareness that PES is not meant to be a one-stop solution for all types of

    illnesses and it is beneficial to have PES in the villages

     Positioning – that it is not a one-stop solution – POP -

     Home Visits and Health Camps will increase awareness among villagers.

    3|Page
    Strategy Management Case-1
     SMS program for dosage and reminders and monthly disease themes (HV and HC)

     Enlarge the stakeholders and Educate market (Training village leaders)

     Enlarge the scope and add services like water purification tablets.

     Alter the model from village to village to meet the ground reality

    4|Page

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