This hospital used to be a 100 bed Secondary care unit. Main specialties were Medicine, Surgery, OBG, Orthopedics, Pulmunology etc. Infrastructure consisted of 100 beds, 3 OTs, 15 ICU beds, Cabins and General Wards, 3 bed Emergency, 4 Dialysis machines and OPD. Consultant model was Fee For Service. It was running pretty well for 10 years and was recognised as such by the patient base.
Due to increasing competition in secondary care space and more importantly – fueled by a huge demand, the management decided to elevate this hospital into a 300 bed Tertiary Care Hospital with all super-specialities. 3 years, a lot of money and some brilliant designing went into adding 3 more buildings. Now the new infrastructure consisted of 300 beds, 80 ICUs, 7 OTs, a good ER, 50 Dialysis, OPD, etc. Super-specialties added were Cardiac Sciences, Neuro Sciences, GI, Renal, including Kidney Transplant etc. Consultant model was changed to salaried doctors and some visiting as well.
The Challenge – though the product completely changed (both in infrastructure and aesthetics), the public Perception was not changed. People still thought of this hospital to be a small secondary care hospital. A lot of money was spent on advertisements and branding exercises, but only some pockets were impacted. By and large, the perception of the hospital remained that of a small secondary hospital in people’s eyes.
Now, the management is struggling to convince people that “Hey, we are a super-specialty hospital with great infrastructure and very nice clinical services ” but people still chose to go to other hospitals. Whereas the typical answer could be that – ‘these things take time’. But looking for a solution better than that ! Any ideas ?