Revolutionizing Healthcare Services-Strategic Al(ernatives)

Recent statistics indicates that Indian healthcare industry is worth $ 23 billion today or roughly 4 percent of GDP. Further, the industry is expected to grow by around 13 percent per year for the next four years. In India more than 50 percent of total health care expenditure comes from individuals as against contribution from states, which is below 30 percent. It is also noted from the survey that the growing middle class population is showing significant interest for quality health care (Europasia 2007). Some private health care providers are striving to bring India an international health resort, with the concept of health tourism. At the domestic outset, challenges for the hospitals include Information strategic plan, Management information system (MIS), functional scope or defining business, operational maintenance and infrastructure, technology, human resource planning, etc. Poor quality management and lack of resource mobilization appear to be the major stumbling blocks faced by hospitals in competitive domestic hospital environment. Indian hospitals, especially those in public sector, need to invest and leverage for competing in this era of globalization. In this scenario, the following questions assume significance: " Why are some hospitals not able to provide quality healthcare and customer commitment? " What is the nature of resource crunch? " How do those hospitals meet the intense market demands with increased efficiency? " Can partnership, collaboration, alliances, networking, telemedicine, and branding strategies facilitate higher productivity? In the light of the above questions, an attempt will be made to conceptualize intervening strategies in the turbulent health care environment.