Comprehensive Strategic Plan for BUPA Aged Care: Industry Overview, Issues, and Objectives

In this document we will discuss about Comprehensive Strategic Plan for BUPA Aged Care and below are the summary points of this document:- Comprehensive strategic plan for BUPA aged care, including vision, mission, and objectives. Industry overview: $20 billion annual revenue, 350,000 employees, and government spending of $22.2 billion. Strategic issues: increased competition, demographic changes, funding sources, changing consumer preferences, and ethical concerns.

AGED CARE INDUSTRY A comprehensive
strategic plan of BUPA
aged care

INTRODUCTION
The following presentation enumerate:
The industry and company overview
Highlights
Strategic issues
The Vision
The Mission
The Business model
The Objectives
Expected outcomes

INDUSTRY AND COMPANY
OVERVIEW
Annual revenue - $20 billion.
It employs - 350,000 people
Estimated spending -$4.8 billion (Ergas 2006).
Estimated government spending-$22.2 billion.

BUPA AGED CARE
Providing Aged
care services since
1947

INDUSTRY HIGHLIGHTS
Inadequate remuneration
Aging workforce
Financially instability

INDUSTRY HIGHLIGHTS
Provides employment.
Trouble in recruitment.
The staff are leaving.

THE INITIATIVE-STRATEGIC
ISSUES
BUPA – Leading the industry
The figures speak for themselves (Bupa.com).
Following are the issue

Increased competition within the industry
Rival companies are making considerable amends.
Competition leading to privatization (Austin, DeScisciolo and Samuelsen
2016).
Threat to the financial sustainability.
Marketing expenditure is increasing.
Change in the demographic structure
Longer life spans
Population made up of ‘baby boomers’
High growth rate of elderly people

Scope of funding coming from every direction
Funding from the public and private sectors.
Self sufficient for now.
Changing patterns of consumer preference
Consumers are opting to spend their old ages in homes.
High degree of multifaceted care.

Changes in the Technological scenario and ageing workforce
Technological advancements
The growth of employment
Outburst of ethical issues
Issues associated with the quality of healthcare are arising.
Elderly people are tortured
The services not meeting standards.

THE VISION
The issues that have been detected can cause severe effects on all of its
associates.
The employees of the organization
The Stakeholders
The clients
The competition

THE MISSION
Increased transactions
Satisfied clients
Approval of the government
Differentiation of the company from the rest

THE BUSINESS MODEL
Marketing
Strategy
Organizational
policy
Client policy Viability
Values

THE BUSINESS MODEL
MARKETING STRATEGY: A revamped marketing policy
CLIENT POLICY: individual client needs to be catered
ORGANIZATIONAL POLICY: A strict organizational policy
VIABILITY: Amends to provide employment.

THE OBJECTIVES
To put an end to the
ethical issues

THE OBJECTIVES
To Reform the
marketing plan

THE OBJECTIVES
Adjust to the changing
preferences and
demographics

THE OBJECTIVES
To Generate increased
returns

THE OBJECTIVES
To Increase corporate
governance

EXPECTED OUTCOMES
Increased visibility
Improved corporate governance
Decreased ethical issues
Social service to the unemployed
Increased returns.

REFERENCES
Austin, K.F., DeScisciolo, C. and Samuelsen, L., 2016. The failures of
privatization: A comparative investigation of tuberculosis rates and
the structure of healthcare in less-developed nations, 1995–
2010. World Development, 78, pp.450-460.
Bupa.com, 2019. Financial results. [online] Bupa - an international
healthcare company. Available at
: https://www.bupa.com/corporate/our-performance/financial-results
[Accessed 31 Jan. 2019].
Ergas, H., 2006, October. Reforming aged care. CRA International
Seminar ‘The Economics of Aged Care’, National Library of
Australia, Canberra.