Harvard Case - Dial 1298 for Ambulance: Marketing EMS in Mumbai
"Dial 1298 for Ambulance: Marketing EMS in Mumbai" Harvard business case study is written by Gita V. Johar, Joanna Harries. It deals with the challenges in the field of Social Enterprise. The case study is 21 page(s) long and it was first published on : Nov 2, 2011
At Fern Fort University, we recommend that Ziqitza Healthcare Limited (ZHL) adopt a multi-pronged approach to marketing its Emergency Medical Services (EMS) in Mumbai, focusing on building brand awareness, establishing trust, and leveraging technology for greater efficiency and reach. This strategy should prioritize a social enterprise model, emphasizing corporate social responsibility and impact investing to address the unique challenges of the Indian healthcare landscape.
2. Background
This case study focuses on Ziqitza Healthcare Limited (ZHL), a for-profit social enterprise operating in India. ZHL provides emergency medical services (EMS) in Mumbai and other cities, aiming to improve access to healthcare for the underserved population. The case highlights the challenges ZHL faces in marketing its services effectively, particularly in a crowded market with limited awareness and trust in private EMS providers.
The main protagonists of the case are:
- Ziqitza Healthcare Limited (ZHL): A for-profit social enterprise providing EMS in India.
- Dr. Sudhir Joshi: Founder and Managing Director of ZHL, passionate about improving healthcare access for all.
- The people of Mumbai: The target audience for ZHL's services, facing various challenges in accessing quality healthcare.
3. Analysis of the Case Study
ZHL's current marketing strategy is characterized by a lack of brand awareness and limited reach. The company's primary focus is on generating revenue through contracts with insurance companies and corporate clients. While this approach has been successful in generating revenue, it has failed to establish a strong brand identity and reach the broader population.
To address this, ZHL needs to adopt a more comprehensive marketing strategy that incorporates the following:
- Social Enterprise Model: ZHL's mission is to provide affordable and accessible healthcare. This commitment should be reflected in its marketing efforts, highlighting its social impact and commitment to improving the lives of the underserved.
- Triple Bottom Line: ZHL should adopt a triple bottom line approach, considering not only financial performance but also social and environmental impact. This will attract investors seeking to make a positive impact while generating returns.
- Impact Investing: ZHL can leverage the growing trend of impact investing by showcasing its social impact through measurable metrics. This will attract investors who prioritize social returns alongside financial returns.
- Community Engagement: ZHL should actively engage with the community through public awareness campaigns, educational programs, and partnerships with local NGOs. This will foster trust and build a strong brand reputation.
- Technology Integration: ZHL should leverage technology to improve efficiency, enhance customer experience, and expand its reach. This includes using mobile apps for booking services, telemedicine consultations, and real-time tracking of ambulances.
4. Recommendations
To achieve its marketing objectives, ZHL should implement the following recommendations:
1. Develop a Strong Brand Identity:
- Mission Statement: Revise its mission statement to clearly articulate its commitment to social impact and affordable healthcare for all.
- Brand Positioning: Position ZHL as a trusted and reliable provider of affordable and accessible EMS, emphasizing its social responsibility and commitment to the community.
- Visual Identity: Develop a strong visual identity that reflects ZHL's values and mission, using colors, logos, and messaging that resonate with the target audience.
2. Implement a Multi-Channel Marketing Strategy:
- Digital Marketing: Utilize digital platforms like social media, search engine optimization (SEO), and online advertising to reach a wider audience and generate leads.
- Public Relations: Engage in strategic public relations activities to build brand awareness and promote ZHL's social impact initiatives.
- Community Outreach: Partner with local NGOs, community leaders, and healthcare institutions to organize health awareness campaigns, educational programs, and free health screenings.
- Strategic Alliances: Establish partnerships with insurance companies, hospitals, and other healthcare providers to expand reach and access new customer segments.
3. Leverage Technology for Efficiency and Reach:
- Mobile App: Develop a user-friendly mobile app for booking services, tracking ambulance location, and accessing medical information.
- Telemedicine: Integrate telemedicine services into the app to provide remote consultations and reduce the need for physical visits.
- Data Analytics: Utilize data analytics to track performance, identify customer needs, and optimize marketing campaigns.
4. Implement a Social Enterprise Framework:
- Social Impact Measurement: Develop a robust system to measure and report on ZHL's social impact, demonstrating its commitment to making a difference.
- Shared Value Creation: Identify opportunities to create shared value for ZHL and the community, such as providing free or subsidized services to low-income patients.
- Transparency and Accountability: Maintain transparency in operations and financial reporting to build trust with stakeholders.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: The recommendations align with ZHL's core competencies in providing EMS services and its mission to improve healthcare access.
- External Customers and Internal Clients: The recommendations address the needs of both external customers (patients) and internal clients (employees).
- Competitors: The recommendations consider the competitive landscape in the Indian EMS market and differentiate ZHL through its social enterprise model and technology-driven approach.
- Attractiveness: The recommendations are expected to increase ZHL's profitability by expanding its customer base, improving efficiency, and attracting impact investors.
6. Conclusion
By adopting a comprehensive marketing strategy that leverages technology, prioritizes social impact, and builds trust with the community, ZHL can effectively market its EMS services in Mumbai and achieve its social and financial goals. This approach will position ZHL as a leading provider of affordable and accessible healthcare, contributing to a healthier and more equitable society.
7. Discussion
Other alternatives not selected include:
- Focusing solely on revenue generation: This approach would prioritize profit over social impact, potentially alienating potential customers and investors.
- Adopting a traditional marketing approach: This would be less effective in reaching the target audience and building brand awareness in a crowded market.
Key assumptions of the recommendations include:
- Increased awareness of social enterprise: The success of the strategy depends on growing awareness and acceptance of social enterprise models in India.
- Availability of funding: ZHL will need to secure funding to implement the recommended initiatives, particularly in areas like technology development and community outreach.
8. Next Steps
To implement these recommendations, ZHL should take the following steps:
- Develop a detailed marketing plan: This plan should outline specific objectives, target audiences, marketing channels, and budget allocation.
- Assemble a dedicated marketing team: This team should have expertise in social enterprise marketing, digital marketing, and community engagement.
- Pilot test key initiatives: Before full-scale implementation, pilot test key initiatives like the mobile app and community outreach programs to gather feedback and make necessary adjustments.
- Monitor and evaluate performance: Regularly monitor the effectiveness of marketing initiatives and make adjustments as needed to optimize results.
By taking these steps, ZHL can effectively market its EMS services in Mumbai, achieve its social and financial goals, and contribute to a healthier and more equitable society.
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Case Description
In 2002 Ziqitza Healthcare, a for-profit company based in Mumbai, was launched with the goal of providing accessible, high-quality emergency medical care. Though the initiative, which became known as Dial 1298, expanded rapidly, it needed a sharper marketing strategy, and in particular, a way of increasing its usage rate among the poorest residents of Mumbai. This case illustrates how marketing principles apply to consumers in emerging markets. The main teaching objectives of the case are to have students learn: 1) Marketing communications strategy-to evaluate the options an organization has in targeting different customer audiences; to weigh different strategies available for reaching each audience 2) Consumer behavior-to assess research findings from primary and secondary sources to identify different audiences, understand their varying needs, and select the best message and media for each target group 3) Message and media planning-to craft compelling messages that convey a brand's essence to existing and new customers; to select appropriate media to reach different audiences; to consider the impact of BPL factors on communications planning, e.g., low literacy rates, a complex physical environment, diverse paths to purchase, and various cultural dynamics 4) Segmentation-to explore the many different ways that consumer audiences can be segmented, using demographic, psychographic, behavioral, and influencer-oriented variables 5) Targeting-to prioritize target audiences and assess the risks, opportunities, and obstacles that arise when a brand is communicating with several different groups simultaneously 6) Social enterprise-to evaluate the similarities and differences that arise in marketing decision making for organizations that operate with a dual bottom line, versus the processes used in traditional corporate and non-profit structures.
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