Executive Summary
A business model of the Aravind Eye Hospital was innovative and obviously different from others that was strategically created based upon noble ambitious of Dr. V being full of goodwill. This means that it was not just a hospital operated for profit. All of people working there were proud of the fact they were a part of the Arvaind and it was remarkable strength someone else could not duplicate. The strength eventually brought about enough profit to continue its operation so that we could say that Aravind business model was a best practice of hospital to be spread out widely and effectively like McDonald did.
According to Aravind, how creating efficient service for sight
The Aravind Eye Hospital specializes eye care especially treating cataract, which is the major cause of blindness in developing countries. They categorized patients into two, wealthy and poor. They had built up three types of facilities that were mutually relative and provided distinctive functions. The Main Hospital earned the most of Aravindfs income (accounting for 65.77% of total revenue from Operation charges) because most of patients treated there were comparatively rich in India. Their paying for hospital services provided them with more expensive surgery (ECCE) making their vision clearer than another (ICCE) and comfortable stay in the hospital in the rooms classed A, B, and C level. The Free Hospital, on one hand, offered the free eye care (including some kind of surgeries almost operating ICCE) mainly to the poor below the poverty line. Financially, in spite of many patients accounting for 36.12% of total directly hospital visit, they manage the Free Hospital efficiently because of satisfactory rate of net surplus to revenue accounting for 51.59% (under-me ...