Customer Retention Rate. Retain at least 80% Engage more with patients. Improve hospital’s reputation.Share of mind: To be the first hospital that comes to patient’s mind, when talk about hospital. More than half of respondents. Enhance complete services to satisfy customers and be more accuracy in operation Improve satisfactions of patients. Customers satisfaction survey. Average score at least 4 out of 5. Improve service of the staffs and maintain the politeness. INTERNAL BUSINESS Fast and efficient internal database of patients. Time and depth of retrieving information about a patient. Information and records about patient should pop up immediately when searched. Exploit new technologies and keep it up to date. Improve time consumption process at the point from reception to receiving medicines. Complaints on how a patient wait to get his treatment done. No complaints should be made. Avoid unnecessary waiting time and let patients know the process of his treatment. LEARNING & GROWTH Recruit professional staff: specialized doctors, nurses, pharmacists, technologies, etc. Examine and interview staff, written and orally. Certify staffs that reach minimum standard requirements. Offer competitive compensation and benefit for its staff and provide regular medical courses regarding new disease and technologies. Improve R&D and understanding in customer’s needs and wants.Suggestion box for customers Get enough information from patients regarding interest, suggestion and improvement. Investment in R&D and new equipment and technologies.
22Contingency Plan: Purchasing HelicopterNPV and IRRTo provide complete services to patients, Bumrungrad has an option as purchasing its own helicopter for more effective transportation. The thing that we must concern in this project is to analyze that it will be worth or not. So, the NPV and IRR concepts should be applied. To start with, we formed up the revenues regarding number of patients per month based on three different scenarios; 15, 20, 25. In each scenario, we would charge for services as 150,000 baht per hour per patient, if each patient would spend two hours for this service. So, we could get the revenue for the first year by multiplying number of patients with service charge for two hours and twelve months, the all following years would grow at 3% as the same of inflation rate. Likewise, all fixed and variable cost which provided on the research of The Association of Air Medical Services and Members would increase at the 3% of inflation rate. For depreciation expenses, this model of helicopter, Bell 407, has a useful life of six years and the rate will be provided as following. And the tax for healthcare industry is accounted for 20%. After preparing all necessary information, we could find operating cash flow (OCF) by using the sum of NOPAT and depreciation, subtracted by capital expenditure. Then, we could find NPV and IRR by discounting all OCF in each year with the rate of 7.2% Bumrungrad’s WACC. (Worst case: 15 patients per month) (Base case: 20 patients per month)