Table of Contents1.0Executive summary............................................................................................................................3

2.0 About the Hospital:............................................................................................................................4

2.1 brand extension – Durdans Plus.............................................................................................................5

2.2 Analysis of the Brand name...................................................................................................................5

2.2.1 Vision.................................................................................................................................................5

2.2.2 Mission...............................................................................................................................................5

2.2.3 Core Values........................................................................................................................................6

2.2.4 Theme.................................................................................................................................................6

3.0 Brand Development...............................................................................................................................6

Key discipline of the hospital:.....................................................................................................................6

3.1 Brand Strategy.......................................................................................................................................7

The Durdans Plus........................................................................................................................................7

3.1.2 Brand Objective..................................................................................................................................7

Justification.................................................................................................................................................8

3.1.3 Durdans Brands vision........................................................................................................................8

3.1.4 Brand Identity.....................................................................................................................................9

4.0 Situational Analysis...........................................................................................................................9

4.1Market Summary..................................................................................................................................10

4.2 Target Markets....................................................................................................................................10

5.0 SWOT Analysis of the Hospital..........................................................................................................10

5.1 Strengths of the hospital......................................................................................................................10

5.2Weakness of the hospital..................................................................................................................11

5.3Opportunities of the hospital.................................................................................................................12

5.4Threats of hospital................................................................................................................................12

6.0 PESTEEL Analysis.............................................................................................................................13

6.1 Political...............................................................................................................................................13

6.2 Economic.............................................................................................................................................13

6.3 Social...................................................................................................................................................13

6.4 Technological......................................................................................................................................13

6.5 Environmental.....................................................................................................................................14

6.6 Ethics...................................................................................................................................................14

6.7 Legal....................................................................................................................................................14

7.0 Hospital Marketing Mix......................................................................................................................15

7.1 People..................................................................................................................................................15

7.2 Physical evidence................................................................................................................................15

7.3 Process.................................................................................................................................................15

7.4 Product................................................................................................................................................15

7.5 Price.....................................................................................................................................................16

7.6. Place...................................................................................................................................................16

7.7 Promotion............................................................................................................................................16

8.0 Porter’s Five Force Analysis................................................................................................................16

8.1 Industry overview................................................................................................................................16

8.2 Threat of new entrants.........................................................................................................................16

8.3 Supplier power....................................................................................................................................17

8.4 Buyer Power........................................................................................................................................17

8.5 Availability of Substitutes...................................................................................................................18

8.6 Competitive Rivalry............................................................................................................................18

9.0 Sales Forecast - Forecasting future Demand........................................................................................19

9.1 Competitive Edge................................................................................................................................19

9.2 Sales Strategy......................................................................................................................................19

9.3 Sales Forecast......................................................................................................................................19

10.3.2 Target Audiences............................................................................................................................21

Branding and Messaging...........................................................................................................................22

Value Propositions.................................................................................................................................23

Major Messages.....................................................................................................................................24

Communications Vehicles..........................................................................................................................24

Communications Process and Vehicles for Customers..........................................................................24

10.5 Tactical Calendar..............................................................................................................................26

11. Predicted Industry Finance report …………………………………………………………………………….27

1.0Executive summary

This report is mainly based on a brand extension which has been done with reference to the Durdans Hospital. The new cardiac unit which is intended to be implemented according to the brand extension can be advantageous in stabilizing the prestige of Durdans hospital as one the most leading and a hospital which possesses advanced technologies.

 

This can be an immense solution for the need of high demand of cardiac medical care. This can ensure the patients to be more confidence as Durdans carries a prestige name in the hospital industry.  This includes an analysis which is made on the brand along with the brand history. The outstanding characteristics of Durdans Hospital are also discussed mainly with relevance to the quality of the staff and the group. The brand strategies are derived and new project which is being proposed is revealed with information on how the objectives are been specified. The importance of the intended new unit is pointed out with explanation which contains the target market and the analyses of many points of view on different aspects.

 

From the operation year and ahead of three years sales forecast and the Industrial ratio analysis also done to understand the companies futuristic gearing and income factor. The marketing process of the new brand named Durdans Plus is discussed and many strategies are discussed with help of many analysis.

2.0 About the Hospital:First established in 1945, Durdans Hospital is a health care establishment wholly owned by Ceylon Hospitals Limited and is one of the most advanced hospitals in the South Asian region. With a team of over 150 Visiting Consultants covering all specialties and a superior support staff, the focus of the hospital has always been about caring for the people and pioneering a paradigm shift in healthcare in Sri Lanka. With six and a half decades of experience in caring for the public, Durdans has evolved from a small 16 bedded private hospital with a mere 25 employees including just one doctor in 1945, to a sophisticated, ultra modern healthcare facility with over 50 full time medical doctors including specialists and 1,900 nursing, paramedical and support staff today.

Durdans Hospital, one of the leading healthcare providers in the country, has expanded further in order to increase the quality and variety of services provided to the Sri Lankan public.

As an innovator in providing the most modern solutions in healthcare, the hospital’s newest venture, the Durdans Hospital Sixth Lane Wing, offers host of new facilities to its patrons. To its present strength of 150 beds, the new wing will add another 150 beds out of which would be 115 new rooms. These new rooms will comprise of 1 Super Grand Suite, 5 Grand Deluxe Rooms, 12 Super Deluxe Rooms and 101 Deluxe Rooms.  Each room has been tastefully designed with modern facilities and amenities to ensure the ideal comfort and ambience needed for recuperation. Added to the same, the hospital also introduced an Orthopedic, Laparoscopic and Maternity Theaters along with 2 General Theaters.

Durdans newest wing also includes a 15 bed Heart Command Center - the first of its kind in Sri Lanka. The facility is equipped with advanced monitoring systems, inbuilt medical gas systems and modern ventilators and defibrillators to handle any medical emergency. Durdans launched the first ‘Single Center Concept’ in cardiac care in Sri Lanka, establishing a strategic alliance with the world’s largest free standing cardiac care institute in 1999.

Today, the Durdans Heart Center has some of the most technologically advanced facilities in the country and undeniably, the most preferred cardiac center for Sri Lankans. The first dedicated heart station in the country, is supported by renowned cardiologists and cardiac surgeons. It is equipped with cutting edge technology and to date Durdans has notched the highest success rate with both non invasive cardiac investigations as well as invasive cardiac procedures.

The hospital also contains the largest Radiology Department in Sri Lanka. All clinical investigations are supported by the latest cutting edge technology in imaging in the form of a 1.5 Tesla 18 channel MRI scanner and a 64 slice CT scanner

2.1 brand extension – Durdans Plus

Need of this new project due to the high demand for the cardiac medical care. Durdans symbolize the private cardiac care segment in Sri Lanka hence Durdans stand alone the market leader in private sector cardiac care in the country. The Durdans Heart Center has some of the most technologically advanced facilities in the country and undeniably, the most preferred cardiac center for Sri Lankans. The first dedicated heart station in the country, is supported by renowned cardiologists and cardiac surgeons. It is equipped with cutting edge technology and to date; Durdans has notched the highest success rate with both non invasive cardiac investigations as well as invasive cardiac procedures. Even with country’s economic conditions there are new doors are opening to wellness tourism segment.

2.2 Analysis of the Brand name

Durdans' association with the 'health landscape' of Sri Lanka spans sixty six years. We are one of the top private sector health institutions in Sri Lanka today. Through the years, Durdans has pursued many goals in improving this or that aspect of enterprise... but the one over arching quality that we've sought across every discipline is excellence.. This is the ultimate prize to the best service and maintains the best standards possible. Although brand focus on the four key areas of customer care medical standards and disciplines infrastructure and technology and people our pursuit of excellence embraces all things Durdans from thought trough technology equipment and process to the men and women who proudly wear Durdans emblem every day.

2.2.1 Vision To be acknowledged as the finest healthcare institution providing clinical and nursing service to the people of Sri Lanka.

2.2.2 Mission Our management leadership, world-class technology and professionally trained staff will deliver top quality clinical and nursing care in both the current core disciplines and emerging areas. We are committed to creating a customer centric culture and providing excellent service backed by technology enabled, sustainable operations

2.2.3 Core Values Compassion- sympathy for the suffering of the others with the desire o help, abundantly expressed to the patients, staff and society alike

Innovation - innovating as we move forward, questioning the status quo, offering solution that provides the dynamism to what we do every day.

Excellence - the outstanding mindset that requires us to constantly upgrade our offerings to deliver excellence in everything we do.

Honesty and Integrity - the moral uprightness and the possession of strong principles that help us deliver high professional standards

Team Spirit - the power of the cohesive group of people working together to deliver common goals in absolute harmony

2.2.4 Theme Its all about caring - ‘Focused on Excellence ‘

3.0 Brand Development

Key discipline of the hospital: Cardiac care Pediatrics Maternity care General surgical care General medicine Genital unitary and stone management Eye care Orthopedics

3.1 Brand Strategy

A brand strategy can be thought of as the translation of the business strategy for the marketplace

(Osler 2003) 。It defines the manner in which the offering will present itself to the marketplace,

which will, in turn, influence the way in which targeted customers think of offering – creating the brand’s image. Aaker (2000) has provided guidance on brand strategy and the importance of brands to both build customer loyalty and to gain internal efficiencies. Brands create differentiation for customer and they also can help the company gain efficiencies in their marketing expenditures and activities.

A comprehensive framework is proposed, as presented in Fig. 1, to characterize the

interrelationships of the four critical constructs such as Brand Strategy, Brand Equity, Channel Strategy and Market Performance.

The Durdans Plus Specially design for the cardiac care segment to meet the future demand in health care sector.

3.1.2 Brand Objective Cater to the cardiac care market in Sri Lanka. The immense demand for the quality cardiac care services and therefore, potential need for new hospital facilities.

Brand Equity

Brand Loyalty

Brand Association

Perceived Quality

Brand Awareness

Brand Strategy

Brand Extension

New Brand

Channel Strategy

Distribution intensity

Channel Type

Market Performance

Brand Power

Brand Knowledge

Justification Here the ‘Durdans Plus’ as a new brand name for the hospital because Durdans already a household name when it’s come to the health care and been in the industry for last 66 years made a Durdans as a rock solid brand name and the perception of the brand name also very high, even the image of the brand carries out very strong message saying the best health care provider to the nation. Proposed site is based on Kohuwala, one of the major suburb of Colombo city

Durdans Plus offers:

cardiac care World-class Multi Specialty medical care 24 hours Ambulance services Superior Lab testing services

3.1.3 Durdans Brands vision

Figure2 the tree components of a brand’s vision

Values: brand stands for something and what it stands for must have a value. These values can be critically important or small inconsequential things but above all they are the things which give the brand its worth and differentiate it from all others. Through these brand values a product or service is enhanced beyond its functional purpose. In this context the brand provides the consumer with more value and this is why they are prepared to pay a premium to acquire it

Purpose: "Why are we here?" will be the company that makes stronger connections with clients in search of solutions to life's new normal issues.

Future Environment: maintain the “sustainability.” And futuristic demand for health care

3.1.4 Brand Identity From the clients from Jaffna peninsula to Galle and From Puttalam to Batticaloa knows the brand Durdans. Durdans get clienteles’ from all over the island and aboard as well. Sixty six years of focused of excellences and still counting.

4.0 Situational Analysis

Durdans Hospital is a 268-bed, Public quarter hospital located on Kollupitiya Colombo. It is one of the largest private health providers in the country. After doing much research, the Board of Directors has decided that they should open an Another Hospital, to be known as the Durdans Plus. The Durdans plus will have 4 major objectives:

1. To expand the hospital’s referral base.

2. To expand the specialized area of services.

3. To establish a liaison with the business community by addressing employers’ specific health needs.

4. To become self-supporting three years after opening.

4.1Market SummaryAccording to the Hospital surveys Physician Partners (2010), “The larger you grow as a company, and the greater the challenge becomes to remain local… That’s something we’ve got to be able to hold on to. It’s what sets us apart from the competition” This is how Durdans Hospital views their need for a Extension.

 4.2 Target Markets

The target market for Durdans Plus includes: • Young families• Senior citizens • Medicare recipients• private insurance companies • Short stay patients

5.0 SWOT Analysis of the HospitalThe following SWOT analysis captures the key strengths and weaknesses within the company and describes the opportunities and threats facing Durdans Hospital

5.1 Strengths of the hospital Availability of expertise nursing staff (more than five years), in spite of the problem of

nursing shortage.

Availability of best medical practitioner, surgeons

Compliance code of ethics of hospital health care providers.

Periodically evaluation for nurses staffs, lab staffs

Best private cardiac health care provider.

Health care provider's development (physicians, nurses, multi-disciplinary team).

Different program development through continues education department and training

courses.

Good interdisciplinary working place social support.

Availability of the hospital infrastructures.

Availability of computer tomography- CT scan device.

Strong informal communication channels among hospital departments

5.2Weakness of the hospital

Low commitments of hospital polices and regulations.

Few numbers of RN's comparing with practical nurses.

No competition especially among nurses themselves and other health care providers.

Lack of work innovations and creativity work atmospheres.

Understaffed departments and high workload on hospital staffs.

Too much of trial and error toward problem solving.

Inability of some nurse department's managers to empower their followers.

Miscommunication about role of other hospital departments or units within staff

expectations about potential levels of collaboration and support.

Overlapping duties of nursing staffs.

Centralized structure of hospital administration

5.3Opportunities of the hospital

Strong relationships with the brand name

Location of hospital serves large population, more available connections, and resources.

Easy of the public transportation to the hospital.

Ability to expand in hospital departments and health care services.

Opportunity to Create training program and courses in health by collaboration with the

health faculties that trainee their students in the hospital.

5.4Threats of hospital

Low staff income in comparison with other private hospital sector.

Unavailable good community outreach initiatives.

Lack of technology advancement and updated devices.

The inability to attract and retain nursing staff due to lower salaries.

Lack of external fund resources for development of nurses and other hospital

employees.

High nurse salaries in other countries.

Nursing shortage.

New threat of substitute hospitals

Lack of information technology system.

6.0 PESTEEL Analysis

6.1 Political Differing health policies and regulations by government Drugs policies Licenses agreements Periodic changes in political balance in local authorities’ leads to uncertainty as

priorities change to reflect differing political agendas.

6.2 Economic

New budget rules for financial restrictions Capital gearing Country’s’ changing in to developing states Boom in capital gaining Change in monitory and fiscal policies

6.3 Social Patient choice, changing expectations and demographic changes will all impact on

activity . The Trust needs to increase its marketing in the context of choice, including

strengthening horizon scanning (e.g. planning for future population change). Need to enhance and promote the role of the Trust as an excellent employer to

enable us to fulfill our service development aspirations.

6.4 Technological

New information and communications technologies present opportunities for strengthening diagnostic capability, including remote services.

Uses the state of the art facilities to provide best health care Use key accounting management system

Use of HR software for people management

6.5 Environmental

Lack of capital means that some services have ageing or insufficient estate, which will in turn impact on patient choice – so market potential needs to be a factor in capital prioritization

Growing environmental agenda and community awareness presents challenges (e.g. cost of compliance) but also opportunities (e.g. strengthening our community credentials, building on our achievements to reduce our carbon footprints

Waste management systems

6.6 Ethics

Autonomy - the patient has the right to refuse or choose their treatment. (Voluntas aegroti suprema lex.)

Beneficence - a practitioner should act in the best interest of the patient. (Salus aegroti suprema lex.)

Non-malfeasance - "first, do no harm" (primum non nocere).

Justice - concerns the distribution of scarce health resources, and the decision of who gets what treatment (fairness and equality).

Dignity - the patient (and the person treating the patient) have the right to be treated with dignity.

Truthfulness and honesty - the concept of informed consent has increased in importance since the historical events of the Doctors' Trial of the Nuremberg trials and Tuskegee Syphilis Study.

6.7 Legal fully understand the potential impact of a new legally binding contract from

Ministry of Health reference form Drug Regulatory Authority Sri Lanka Sri Lankan Labour law

7.0 Hospital Marketing Mix

7.1 People Services marketing framework, people are all people directly or indirectly involved in the service encounter, namely the firm's contact employees, Doctors nurse’s personnel and other customers. Due to the inseparability of production and consumption for services which involves the simultaneous production and consumption of services. Currently engages more than 500 doctors, nurses, paramedics, clinical staff and management professionals to manage over 268 beds. Along with this Durdans Hospital has several courses along with research facilities to facilitate innovation.

7.2 Physical evidencePhysical evidence refers to the environment in which the service is assembled and in which the seller and customer interact, combined with tangible commodities that facilitate performance or communication of the service. The physical evidence of service includes all the tangible representations of service such as brochures, letterhead, business cards, reports, signage, internet presence and equipment, technology that used. Durdans Hospital has been known for its quality health care services, at much affordable price. Provides the services for all the ailments & diseases, assuring the healthy recovery with quality care from the staff. Durdans Hospitals conducts a rigorous site survey process as well to take care of various parameters in all their hospital.

7.3 Process Process is referred to the procedures, mechanisms and flow of activities by which the service is delivered i.e. the service delivery and operating systems. The process of treating the patient is very different from that with another patient. Because services are Performances or actions done for or with the patients, they typically involve a sequence of steps and activities. The combination of these steps constitutes a service process which is evaluated by the patients. The largest achievement of the Durdans has been to take quality health care to across the length and breadth of Sri Lanka. This operation in itself involves very established procedures and documentation.

7.4 Product Durdans hospital provides quality healthcare services Prominently Durdans o is known best for heart problems and Knee and Hip replacement surgeries besides other major ailments. The specialties include – Heart, Orthopedics, Spine, Cancer Care, Gastroenterology, Neurosciences, Nephrology & Urology Critical Care

7.5 Price The hospital is priced premium and it can afford to do the same because of its ‘positioning’ and its assurance as well as the reliability on the brand of Durdans hospital. Thus a patient is reassured of his well being

7.6. Place Well situated in heart of Colombo city with, around the country reachable area, by train by bus and the infrastructure was made very well.

7.7 Promotion Durdans promotes itself through the Community Initiatives, word of mouth and press realizes and conference PR campaigns and publicity, more will elaborate at the communication plan as well .

8.0 Porter’s Five Force Analysis

8.1 Industry overview The healthcare industry is broadly defined as a category of stocks related to medical/healthcare good and services. The industry includes hospitals health insurance companies, pharmaceutical companies biotechnology companies, commercial drug development companies, nursing homes etc. the industry as a whole is less responsive to negative changes in the economy due to its relatively inelastic demand. People need healthcare regardless of their economic situation.

8.2 Threat of new entrants The barriers to entry into the healthcare sector are fairly high. for the biotechnology industry the biggest barriers is the initial cash investment necessary for research and development(R&D) firms must be willing to risk large amount of money with the likely possibility of no return, for the insurance companies, the most significant barriers to entry are state regulatory requirements and the initial cash investment of establishing a physician network. recently, trough the insurance industry has had large profits, there have been very few new entrants into the market because it is very difficult for a start-up

insurance company to compete with the large insurers for physicians to add to their network. hospitals face similar barriers to entry to entry as the insurance industry- they are also heavily regulated by the government, which often will not allow new hospital to be established in a given area or will not allow a hospital to acquire healthcare technology, thus preventing it from entering the market

8.3 Supplier powerThe idea of supplier power is very interesting in the healthcare industry in that the healthcare industry is such a large conglomerations of different categories of companies that suppliers and buyers are interacting within the industry itself. Biotech and drug development companies supply medicine to hospitals and pharmacies and hospitals supply patients to insurance companies. Biotech and drug development companies, however, face suppliers outside of the healthcare industry, such as those how provide them with the specialized tools, materials, equipment.etc that they need to develop their products. However, these companies have relatively small power over the biotech/drug development industry. Biotech/drug development industries have a substantial amount of power over pharmacies because they could simply choose not to supply the drugs that the pharmacies sell directly to the patents, however, realistically, this is not a large threat because any prescription drug that biotech/drug discover companies want to sell mist be sold through pharmacy, so if they decided not to sell through a pharmacy, they would be largely hurting themselves through the process. The suppliers’ power pharmacies face also depends on the availability of generic medicines. Hospital faces some supplier power in that the companies that produce healthcare equipment could choose not to sell them their equipment company.

8.4 Buyer Power The healthcare industry as a whole is relatively unaffected by buyer power in the sense that the healthcare industry is composed of all of the companies involved in providing healthcare to people. Whether the economy is good or bad, whether the prices f medicine are high or low does not really affect the choice f buyers to consume or not to consume health care, People con not just choose to be healthy when the economy is bad, People get sick independent of the economy (except maybe the fact that when the economy is bad there are more poor people and poor people tend to be less healthy than wealthier people), so they need medicine anyway.

8.5 Availability of Substitutes The availability of substitutes varies within the healthcare sector. In general through, the healthcare sector as a whole has no substitutes. there is essentially no way to get healthcare from anywhere other than the healthcare industry (there are smaller, more specialized places you could go like traditional ayurwedic medicine or acupuncture etc, but those are small enough and few enough that we can ignore them for our purposes) within the industry, the pharmaceutical companies face substitutes for their drugs when their patents expire. when their [patent are in effect, they have a monopoly over the drug, so they have a great deal of power, but once generic medicines are produced after the expiration of the patent. they lose their monopoly and essentially all future prospects of profit from the drug because other companies producing generic medicines can change less or the drug because they did not have to pay the initial cost of R&D. Insurance and Hospitals essentially have no substitutes

8.6 Competitive Rivalry The competitive rivalry in the healthcare industry is very intense, especially in the biotech/drug discovery and insurance industry. Pharmaceutical companies are continuously competing with each other to be the first one to create a drug that can effectively treat a disease. many companies are simultaneously investing a great deal of money in to R&D, but only one company will reap the benefits because only the first company to come up with the drug will be able to acquire a patent for it and thus profit from the drug. The rivalry in the insurance industry is also intense because people will not but more than one insurance policy, Oftentimes, the insurance companies ell most their policies to large companies who provide healthcare to their employers, specially large insurance companies must continuously compete for the business of large companies,. Hospitals face les completive rivalry because there are usually not very many hospitals in a given area and if anyone is very sick they will be brought o the nearest hospital. Also, hospitals essentially all cost the same price. So the is no price competition between hospitals and therefore very little competitive rivalry

9.0 Sales Forecast - Forecasting future Demand.The key to the Hospitals success is its visibility in the community.  The location is crucial. Durdans Plus will be located on the Kohuwala Junction near the Colombo South Teaching Hospital. Well reaching route from Galle road as well as from the High level road. The clinic will be visible in the community. The name "Durdans Plus" will communicate that the clinic is local to residents. A sales forecast is a prediction based on past sales performance and an analysis of expected market conditions. The true value in making a forecast is that it forces us to look at the future objectively. The company that takes note of the past stays aware of the present and precisely analyzes that information to see into the future. Conducting a sales forecast will provide your business with an evaluation of past and current sales levels and annual growth, and allow you to compare your company to industry norms. It will also help you establish your policies so that you easily can monitor your prices and operating costs to guarantee profits, and make you aware of minor problems before they become major problems.

9.1 Competitive EdgeThe competitive edge of Durdans Plus is:

Location:  Can reach the premises from very minimum time from the all prime roads

Durdans Plus Focus: Currently there are only state of the art and newest cutting edge technology cardiac care unit in Sri Lanka.

9.2 Sales StrategyThe Durdans plus sales strategy will be to grow the Hospital through referrals. These referrals from satisfied customers will be the most important component to the success of Durdans Plus. To promote referrals from existing customers, Durdans plus will offer extra benefits to the clientele.

9.3 Sales ForecastThe following is the sales forecast for three years.

Attached figures and graphs on Annexure:

1. 1st year forecasting 2. 2nd year forecasting 3. 3rd year forecasting

4. Revenue forecasting 5. Service cost forecasting 6. Overheads forecasting

10.0 Integrated Marketing Communications Plan

This plan outlines the communications objectives, strategies, and tactics required for a successful execution of integrated marketing. Additionally, this plan provides the framework for product launch communications activities.

10.1 Marketing Objectives

To create the awareness of the new construction of Durdans Plus and the extended services.

10.1.1 Communications Goals

This is where the ‘word of Mouth ’ going to happen To Mind map the all Durdans clienteles perception

The objectives of this plan include:

To identify the potential target audience To get the maximum Response

10.1.2 Communications Strategies

Word of Mouth spread about the Durdans Plus among the targeted audience Launch the press conference to announce the construction of the new extension E-mail campaigning PR Campaign in leading news papers Billboard and Vehicle branding Medical magazine and Journal advertising

10.2Communications Objectives (SMART)

1. Profitability ObjectivesTo achieve a 20% return on capital employed by August 2014.

2. Market Share ObjectivesTo gain 50% of the market in Sri Lankan Private Cardiac Health care segment 2014

3. Promotional Objectives

To increase awareness of the new facilities and services to the target audience

To increase the awareness about the new hospital complex

4. Objectives for SurvivalTo survive the current competitive environment

5. Objectives for Growth

To increase the size of our customer base operation from 20% to 40% by end of 2011

6. Objectives for Branding

To make Durdans Plus as prime private health care symbol of the country

10.3 Situational Analysis

Durdans Plus is beginning its operation on 2013. Durdans Plus recognizes that marketing activities are critical to the success and profitability of the business

Kuday.com offers a wide selection of goods and services for online shopping experience. The basic market need is for a wide selection of reasonable priced, consistent quality and Satisfaction

10.3.1Current Marketing Situation

Only few Private health providers are operating in Sri Lanka even we do have the vast potential to capture the rising health care demand market in Sri Lanka

10.3.2 Target Audiences

People who are in the upper income level People who are seeking best health care People who have invest in health insurance policies Overseas clientele

10.3.3 Target AudienceFor communications purposes there are 3 key audiences that we must understand and pursue. Our goal in pursuit varies by audience.

AUDIENCE GOAL

From Birth to the End

People who seek the best and excellence health care

High income level People who want to stand the healthy way of living

Overseas To promote the wellness tourism in the country

10.3.4 Key Evaluation Criteria

Each audience evaluates a set of criteria before determining whether or not to participate with us. These criteria are critically important to keep in mind as we craft messages and develop communications vehicles for particular audiences. We present the evaluation criteria as questions in the table below.

Mainly focus on the present clientele to analysis the consumer behavior

AUDIENCE EVALUATION CRITERIA

Patients From The Occupancy

Suppliers Maintaining the good relationship

Delivery satisfaction From the customers feedback notes

Branding and Messaging

“It’s all about caring –Focused on Excellence “

10.4 Branding Architecture

Structure of brands within an organizational entity. It is the way in which the brands within a company’s portfolio are related to, and differentiated from, one another. The architecture should define the different leagues of branding within the organization; how the corporate brand and sub-brands relate to and support each other; and how the sub-brands reflect or reinforce the core purpose of the corporate brand to which they belong

Best Cardiac Unit Genital unitary and stone management Benefits transaction

Positioning Statement

“Nothing is more important to us than treating our Clients well.”

This is where Durdans Plus differently and better and more efficiently than our competitors. This is how we going to do that with Durdans Plus .

Give world-class health care to the customers More flexible payment options Very personalize services More improved Room facilities 24 hours Ambulance and paramedic services Complaint management Adhere new information and product development

Value Propositions

  Value = Benefits - Cost

To create the icon multi facilitate health care brand amount the Sri Lanka.

Major Messages

The Key massage to the audience is ‘It’s all about Caring – Focused on Excellence

This is where the Durdans Plus is give the total satisfaction to their customers and meet the consumers all need and wants in very affordable manner

Communications Vehicles

Press Conferences PR campaigns Medical magazine and journal advertising Billboards and vehicle branding Run a advertorials in weekend news papers Word of Mouth

Communications Process and Vehicles for Customers

COMMUNICATIONS VEHICLES FOR CUSTOMERS

Awareness Credibility Interest Preference Selection Loyalty

Press Conference

Press mentions White paper Data sheets Proposal To announce the project

Press releases and associated materials

Analyst quotes, references and mentions

Interim proposal to create statement of work

Feature and functionality presentation

Customer references

Monthly or quarterly report summaries

Medical Magazine and journals

Customer segment #1 quotes and references

Primer Statement of work for due diligence

Renewal kit: renewal proposal, 12-month summary report, etc.

COMMUNICATIONS VEHICLES FOR CUSTOMERS

Analyst materials

Other customer segments quotes, references and mentions

Press articles Printed customer success stories

Online and SEQ methods

Folder Analyst papers and presentations

Capabilities brochure

Conference Medical floor participation

Overview brochure

Conference speaker presentations

ROI tool

Executive biographies

Overview presentation

Web-based demo

Introduction email

Press and analyst reprints

Key: gray = Launch activities

White = Post-launch activities

10.5 Tactical Calendar

This will show the advertising and promotion activities trough out the year

COMMUNICATIONS VEHICLES TACTICAL CALENDAR

Vehicle Owner [Month 1] [Month 2] [Month 3] [Month 4]

Press conference

Section A Mass Market Mass Market Corporate and mass

Selected Group

PR Campaign

Section A -B Trough the month

Trough the month

Trough the month

Trough the month

Social Networking

Section A Trough the month

Trough the month

Trough the month

Trough the month

Medical Exhibition

All Sections Only the July month

Medical Magazines, Journals

Section C Annual

Health TV Program me

Section A Annual

Billboards Section A Annual

11. Predicted Industry Finance report

Durdans plus is 2.5 Billion rupees Investment altogether, 36 months finance recover statement and the proposed balance sheet is attached in Annexure:

1. Income statement2. Balance sheet 3. Ratio Analysis 4. Graphs