Healthcare Strategy for Egypt's MOHP

This assignment presents a comprehensive strategy for Egypt's Ministry of Health and Population (MOHP). It details eight-step change management process to implement this strategy, covering aspects like identifying current shortcomings, defining new objectives, securing leadership buy-in, creating short-term wins, continuous monitoring, and evaluation. The document emphasizes the importance of a centralized global training center utilizing AR/VR technology and stakeholder engagement for successful execution. Furthermore, it highlights the need for all healthcare facilities to align under MOHP's umbrella, and cites relevant Egyptian government visions and international health initiatives.

Arab Academy for Science & Technology & Maritime Transport
Arab Academy Graduate School of Business
MBA – Cairo Campus
A Comprehensive Analysis on Health
Sector in Egypt –Egyptian Ministry
of Health and Population
Submitted by, 17224574
International Business
Page 1

Table of Contents
1 Introduction 3
2 Business units 4
3 Existing Vision 4
4 Existing Mission & its Assessment 4
5 Proposed Vision 2030 5
6 Industry /Task (External) Environment 5
(Five Forces Analysis) 5
6.1.1 Threat of new entrants: 6
6.1.2 Rivalry among existing firms: 6
6.1.3 Threat of Substitute Products or Services: 7
6.1.4 Bargaining Power of Buyers: 7
6.1.5 Bargaining Power of Suppliers: 7
PESTEL Analysis 8
6.1.6 Political 8
6.1.7 Economical 8
6.1.8 Social 8
6.1.9 Technology 9
6.1.10 environmental 9
6.1.11 Legal 10
Situation Analysis Tools 10
6.1.12 External Factor Evaluation (EFE) Matrix 11
6.1.13 Internal Factor Evaluation (IFE) Matrix 12
6.1.14 The Resource Based View 16
6.1.15 SWOT Matrix 19
6.1.16 TWOS & Proposed Strategies 20
6.1.17 Space Matrix 23
6.1.18 BCG Matrix 25
6.1.19 Quantitative Strategic Planning Matrix (QSPM) 26
7 Recommended Strategies/ tactics 28
Intensive Strategies (Market Development) 28
7.1.1 Recommended Key performance indicators for (Market Development). 29
Intensive Strategies (Market Penetration) 29
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7.1.2 Recommended Key performance indicators. 30
Expansion using Joint venture strategy 31
7.1.3 Recommended Key performance indicators. 31
Outsourcing 32
Digitalization 32
7.1.4 Internally 32
7.1.5 Externally 34
8 Blue Ocean Strategy 34
9 Short Term Objectives/ Goals 35
10 Long terms Objectives. 36
11 Recommended Key performance indicators for MOHP. 37
Change Management 37
12 Balance Score Card 39
13 General recommendation 42
14 References 42
1 Introduction
This paper encloses the work on analyzing the case of Egyptian Ministry of Health and
Population ,Building an Innovation Center & putting steps for the recommended strategic
plan.
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Egyptian Ministry of Health and Population is one of the oldest pillars of the governmental
sectors , which formed initially in 1936 with a lot of functions and activities.
Ministry of health are managing all the Public Health insurance , Ministry of Health
Hospitals , Primary Health units and Vacsera Vaccination Centers which manage the
human and animals Vaccine and Blood bank
Also Its manage some inchiatives to decrease number of infected people with virus C and
early detection of cancer breast and curing poliomyelitis .
Egyptian Ministry of Health and Population has its own budget which increased year by year
till it reach about 254 Billion EPG (Budget 2020) which consider 5% of the Whole Egypt
Budget and expecting to be increased rapidly due to the pandemic Covid 19.
Knowing that Health is the main pillar for pushing the Egyptian Economy to be in a good
shape , As it is directly affecting the key factory which the human body.
And due to the Pandemic the world will be new visions for importance of health for all
citizen and increase quality of systems and Improve the infrastructure of primary and
secondary health care centers and its main connectivity with the Global digitalization’s and to
get use of the Digitalization in data mining to have best control deceases and predict the
different scenarios in virus spreads.
2 Business units
MOHP is composed for Main Business units as follow:
1. Primary units: which is located in each small Village
2. Public Health insurance
3. Ministry of Health Hospitals.
4. Vacsera Vaccination Centers
3 Existing Vision
“Protecting the Health of the Egyptian citizen using medical treatment, preventive
vaccine and increase the quality of Service Provided through ministry network.
Also minimize the infection rate using predictive analysis.
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4 Existing Mission & its Assessment
 Global strategic plan for Medical Sector in alignment with Global Country
Direction.
 Securing the upgrading of the Ministry entity to be UpToDate in technology
and equipment’s
 Insuring of local inventory management for critical items and assets in case of
any pandemic.
 International cooperation and Foreign affairs in alignment with Global
Country Direction.
 Insuring the connection between scientific research in all health sectors with
the local Country Vission
5 Proposed Vision 2030
All Egyptians enjoy a healthy, safe, and secure life through an integrated, accessible,
high quality, and universal healthcare system capable of improving health conditions
through early intervention, and preventive coverage. Ensuring protection for the
vulnerable, and achieving satisfaction of citizens and health sector employees.
This will lead to prosperity, welfare , happiness, as well as social and economic
development, which will qualify Egypt to become a leader in the field of healthcare
services and research in the Arab world and Africa .
6 Industry /Task (External) Environment
(Five Forces Analysis)
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Porter's Five Forces is a framework for analyzing a Ministry competitive
environment.
6.1.1 Threat of new entrants:
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There are Low barriers to the new entrants (Competitors) such as: Private clinical services,
Medical Complex centers and chartable Hospitals as the Rate of Growth of the business is
high and demand increased due to increase of rate of awareness in society healthcare.
6.1.2 Rivalry among existing firms:
The current rivalry with the MOPH is so Complex due to Presence of dual Economy in our
Country, which means that we have upmarket people which seek for high quality and service
which mainly go to the private medical sectors
and down-market people which seek for Cheaper service with moderate quality. Which
mainly targeting the charity hospitals.
6.1.3 Threat of Substitute Products or Services:
The threat of substitutes is low in the short term but has the potential to increase. Due to
increase of all kind of accepted medical service that can alternative to same service quality.
Like herbal remedy using the traditional cure methodology which have good Results in some
cases with low cost alternative to the standard medical treatment.
6.1.4 Bargaining Power of Buyers:
Bargaining power of buyers within the MOHP lies primarily on the Social level for the
patients, as the up market segments required high level of service and quality without respect
to the cost , that’s why meeting their expectation is mandatory to have sustainable business
with such customer.
Also they required a special type of preventative vaccines without respect to Price which
mean that they have easy switching cost for alternatives in case of advanced treatment.
On the other side the down-market level required cost optimized service that meet the min
requirements
6.1.5 Bargaining Power of Suppliers:
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Bargaining power of Suppliers have low bargaining power in the MOHP. The Demand on the
medical equipment’s and Medical Supplies are very high with limited number of suppliers,
And lack of local procedures for equipment’s and supplies
Also governmental laws, regulation and restriction for importing the foreign Supplies from
Our side the Country.
PESTEL Analysis
Is a framework or tool used to analyze and monitor the macro-environmental
(external environment) factors that have an impact on an organization.
PESTEL stands for:
6.1.6 Political
Political factors play a significant role in determining the factors that can impact
Healthcare as :
 Anti-trust laws related to Hospitals
 Political stability and importance of Hospitals sector in the
country's economy.
 Trade regulations & tariffs related to Healthcare
 Risk of military invasion
 High level of corruption Index ( 105/180 transparency international
organization)
6.1.7 Economical
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The Macro environment factors such as – Economic Growth rate , Inflation rate (6%.
“CBE June 2020”) and currency devaluation, interest rate, foreign exchange rate and
unemployment rate (9.2% - Covid 19 effect. “CAPMAS May 2020”) affect the
Healthcare sector , as it define the amount of money that shall be send from the
citizen in the Health segments and prioritize Health in the second priority and which
level of service and quality will be determined depend on his income.
6.1.8 Social
Society’s culture and methods of doing things impact the culture of an organization in
an environment. Shared beliefs, habits and thoughts of the population play a great
role Healthcare sector.
 High percentage in illiteracy 25.8%. “CAPMAS 2017”
 Population spread 58% o in rural places while 42% in urban.
 Class structure , culture barriers and power structure in the society which
affect required level of service.
 Education level as well as education standard in the Healthcare segment.
6.1.9 Technology
These are related to innovations and changes in technology which have a direct
impact on the Healthcare sector, Specially the new technological trends as Cloud
solutions, Big data and Globalization.
Also following pillars are affecting directly the Sector as follow:
 Recent technological developments by specialized Healthcare companies.
 Technology's impact on product offering which give variety of selections.
 Impact on cost structure in Hospitals industry using different Application and
software to optimize the operations and increase Productivity.
 Power of new social media application and technology.
6.1.10 environmental
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This factor most commonly includes all that influences or is determined by the
surrounding environment , pressure of Social media and governmental rules and
restrictions.
The ecological factor generally takes into consideration the environment in which
business is being carried out. It includes, the weather, the climate, the global
changes in climate, the ground conditions, environmental offsets, etc.
Also Waste management in Healthcare sector and how to get ride of these waste
materials (recycling) which is very Harmful to environment and Global direction
toward “green” or ecological products.
6.1.11 Legal
the legal framework is not robust enough to protect the mental property rights of an
organization. That’s why the following Points shall be taken in consideration -
 Anti-trust law in Hospitals sector and in the country.
 Discrimination law
 Copyright protection
 Employment laws
 Health and safety law
 Data Protections law
Situation Analysis Tools
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6.1.12 External Factor Evaluation (EFE) Matrix
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An external factor evaluation (EFE) matrix allows strategists to summarize and
evaluate economic, social, cultural, demographic, environmental, political,
governmental, legal, technological, and competitive information.
The below is an EFE Matrix for Healthcare sector.
Key External Factor Weight Rate Weighted
score
Opportunities
New life style for (Medical Tourism , plastic and
cosmetic surgery).
20% 4 0.80
External funding opportunities Specially from WHO 20% 4 0.80
High population Growth rate 5% 3 0.15
New technologies and tools had the potential to change
development cost and time , Also improving the
productivity and diagnostics
5% 3 0.15
Threats
Belt-tightening situation after Covid 19 pandemic 5% 3 0.15
Product substitution with alternatives solution Both high
quality and low cost service
15% 4 0.40
Skill level of workforce and low wages scheme 10% 3 0.30
Inflation rate and devaluation 10% 3 0.30
Power of suppliers Both Medical equipment’s and
medical supplies
10% 2 0.20
TOTAL 100% 3.25
Note: The ratings values are as follows: 1 = response is poor, 2 = response is below
average, 3 = above average, 4 = superior.
As indicated by the total weighted score of 2.5, MOHP has less than average
ability to respond to external factors.
6.1.13 Internal Factor Evaluation (IFE) Matrix
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6.1.13.1 Value chain
6.1.13.2 Minister’s office sector
Its scope including:
 Coordination with various department of the MOHP.
 Training health staff to raise their competency.
 Qualifying health service providers to ensure complying with quality
regulations.
Points to be enhanced:
 Restructure and have flat organization with authorized staff to take fast
actions and responsibility.
 Workflow system for co-ordination between departments.
6.1.13.3 Human resources and training sector
Its scope including:
 Recording the data of the working Staff in order to be ready preparing
promotions movement.
 Salaries level of staff and ensure grades level comply with labor law
 training programs to upskill all the employees.
Points to be enhanced:
 linking the system of salaries with the performance appraisal yearly
 Practical training using the new Technology (Augmented reality and virtual
reality ) to ensure good performance during actual work.
6.1.13.4 Healthcare sector
Its scope including:
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 Performing the family health programs matched with the Ministry view.
 Setting plans and campaign for the initiative for early detection of deceases as
breast cancer launched in both rural and urban areas
Points to be enhanced:
 Geographical expansion and coverage of the health insurance system.
6.1.13.5 Strategic planning and follow-up sector
Its scope including:
 Preparing the required budget plan and all the requirement during the coming
period (medical equipment’s, medical staff and finance)
 Ensure smooth implementation and follow up of the actions of MOHP in
alignment with country vision.
 Prepare all the required data and analysis to Support the design makers.
Points to be enhanced:
 To Have long plan in order better preparation for all the requirements
(specialization of staff , training plan of staff and co-ordination with
faculties/education centers to be ready with required competencies) .
6.1.13.6 Population and family planning sector
Its scope including:
 Early detection of any spread deceases and prepare analysis to implement
fast action Plan
 Providing technical support and supervision of all family planning clinic
programs in the government sector.
Points to be enhanced:
 Increase advertising and promotion through all type of media to increase
awareness of citizen.
 Having a long plan after market analysis to prepare proper plan for 10 years
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6.1.13.7 IFAS
A summary step in conducting an internal strategic-management audit is to
construct an Internal Factor Evaluation (IFE) Matrix.
Internal Factor Evaluation Weight Rate Weighted
score
Strengths
Increase and focus governmental budget
spending for MOHP
9% 4 0.36
Huge infrastructure Facilities 7% 4 0.28
Vacsera Vaccination Centers are consider
unique and solo Supplier/Agent
6% 4 0.24
4% 3 0.12
7% 4 0.28
Providing free primary healthcare for all citizen
specially the poor.
6% 4 0.24
5% 3 0.15
Geographical presence in all Cities and rural
area
4% 3 0.12
Big number of Staff in all the Medical segments
including Doctors, nurses and technicians which
can be easy trainer
8% 4 0.32
Weaknesses
Reaching medical service is not same level in all
the whole country
8% 1 0.08
No data base for workforces including
competency and capability
6% 2 0.12
Limited financial capacities 5% 2 0.1
The communications and coordination among
different departments and MOPH hospitals.
4% 1 0.04
Not having Professional management to manage
hospitals and manage the resources.
5% 2 0.1
Difficult and bureaucracy Procedures to access to
medical services.
5% 2 0.1
Quality Control 6% 1 0.06
Data base system 5% 1 0.05
Total 100% 2.76
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Note: Total weighted scores well below 2.5 point to internally weak business. Scores
significantly above 2.5 indicate a strong internal position.
Total of 2.76 indicates the MOHP has somehow above average internal position.
6.1.14 The Resource Based View
RBV contends that internal resources are more important for a
MOHP than external resources in achieving and sustaining
competitive advantage.
Internal resources that can be grouped into three groups:
1. Physical resources
2. Human resources
3. Organization resources
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1-Physical resources:
Include all plant and equipment
 Location
 Technology
 Raw material (medical supplies)
 Medical equipment’s
2-Human resources:
Include all employees
 Training
 Experience
 Intelligence
 Knowledge
 Skills
3- Organization Resources
Include MOHP structure
 Planning process
 Information system
 Data base
We can evaluate and analysis the MOHP internally by applying (RBV) TOOL:
ii. Physical MOHP resources :
1. Locations: MOHP has largest number of health
facilities 1166 units spread all over the whole
Country with total number of 80000 Beds.
2. Technology: Most the of entity of MOPH are using the
traditional technology, but some information
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technology have start to be used as he Epidemiology
and Disease Surveillance Unit (ESU) was created
through the MOHP in order to collect data of health
staff and monitor health patterns, risk factors, and
diseases to have action plan on the most common
Diseases.
3. Medical Equipment’s and Supplies: Due to the limited
Budget of MOPH , most of the equipment’s and tools
are not up to date except in some Specific Hospitals
which have the laboratories equipment. But
allover rating for equipment’s are below the average
iii. Human MOHP resources:
 Global number of workforces in the MOHP is small with respect to
number of population and patient which was crystal clear during the
pandemic Covid19 and it was very clear in the rural areas of Egypt.
 Government try hardly to encourage the workforces to work there ,but
staffs were unwilling to practice in rural areas of Egypt , Which lead
the MOHP to have some regulation on the new graduated staff to work
in the MOHP for couple of years to compensate the surplus of
Healthcare skilled workforces.
 Training engaged Program for the New Comers are not to level to have
talented workforces.
 Advanced training for talented Staff is not organized to level which
engage staff to work in the MOHP , As keeping the talented staff with
accumulated experience in MOHP will have give good reputation and
share knowledge across the organization
iv. Organization MOHP Resources
 MOPH organization have a huge organization with very complicated
layers which lead for bureaucratic process to take any fast actions in
very simple way and difficult Coordination’s between departments .
 MOHP Shall create a more structured organization (Flat organization )
from which health reforms and improvements will come from.
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6.1.15 SWOT Matrix
The Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix is an important matching
tool that helps to better view of MOHP
It consist of four types of strategies:
SO (strengths-opportunities) strategies ,WO (weaknesses-opportunities) strategies
ST (strengths-threats) strategies, and WT (weaknesses-threats) strategies.
Strengths Weaknesses
- Geographical presence in all
Cities and rural area
- Huge infrastructure for
Facilities.
- Reaching medical service is not same
level in all the whole country
- No data base for workforces including
competency and capability (Lack of data
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- Providing free primary
healthcare for all citizen
specially the poor
- Big number of Staff in all the
Medical segments including
Doctors, nurses and technicians
which can be easy trainer
- Vacsera Vaccination Centers
are consider unique and solo
Supplier/Agent.
for decision making.)
- Limited financial capacities
- The communications and coordination
among different departments and MOPH
hospitals.
- Don’t having Professional management
to manage hospitals and manage the
resources and Centralization.
- Difficult and bureaucracy Procedures to
access to medical services.
- Skill level of workforce and low wages
scheme
-
Opportunities Threats
- External funding opportunities
Specially from WHO
- High population Growth rate
- New technologies and tools had
the potential to change
development cost and time ,
Also improving the productivity
and diagnostics
- New life style requirements
(Medical Tourism , plastic and
cosmetic surgery).
- Good relation with neighbor
countries
- Belt-tightening situation after Covid 19
pandemic
- Product substitution with alternatives
solution Both high quality and low cost
service
- Inflation rate and devaluation of
currency
- Power of suppliers Both Medical
equipment’s and medical supplies
- Low per capita income and high rates of
poverty and unemployment rate due to
Covid 19
-
6.1.16 TWOS & Proposed Strategies
The TOWS is analysis tool derived from the SWOT Analysis model, which stands for the
internal Strengths and Weaknesses of an organization and the external Opportunities and
Threats that the business is confronted with.
The TOWS is tool to link the external and internal analysis in order to develop strategic
options based.
Strengths
 Geographical presence in
all Cities and rural area
 Weaknesses
 Reaching medical
service is not same level
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 Huge infrastructure for
Facilities.
 Providing free primary
healthcare for all citizen
specially the poor
 Big number of Staff in all
the Medical segments
including Doctors, nurses
and technicians which can
be easy trainer
 Vacsera Vaccination
Centers are consider
unique and solo
Supplier/Agent
in all the whole country
 No data base for
workforces including
competency and
capability
 Limited financial
capacities
 The communications
and coordination among
different departments
and MOPH hospitals.
 Don’t having
Professional
management to manage
hospitals and resources.
 Difficult and bureaucracy
Procedures to access to
medical services.
 Low Skills level of
workforce and low
wages scheme
(Attractive job
opportunities for
qualified staff outside of
the MOHP, locally and
abroad)
Opportunities
 External funding
opportunities Specially
from WHO
 Expansion in Exporting the
Vaccine to Africa (market
penetration) depending
one COMESA agreement
(Market Development)
 Expansion in new lifestyle
requirements Medical
Tourism , plastic and
cosmetic surgery)
 Use digitalization for
collecting data from the
whole life cycle of patient
from End to End with
complete database of all
members in the
treatment cycle and to
fasten the complete
coverage medical
scheme
 High population Growth
rate
 New technologies and
tools had the potential
to change development
cost and time , Also
improving the
productivity and
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diagnostics
 New life style
requirements (Medical
Tourism , plastic and
cosmetic surgery).
 External funding
opportunities Specially
from WHO
Threats
 Belt-tightening situation
after Covid 19
pandemic
 Expansion in Joint Venture
with charity hospitals and
syndicated hospitals to
cover the Specific areas
 Subcontracting some
actives to specialized
vendor to simplify the
process and have best
operation technique.
(Retrenchment strategy)
 Defined and Clear
Salary Schemes for all
staff to keep competency
inside organization.
(Retrenchment strategy)
 Product substitution
with alternatives
solution Both high
quality and low cost
service
 Inflation rate and
devaluation of currency
 Power of suppliers Both
Medical equipment’s
and medical supplies
From the TOWS analysis, we create the suggested objectives:
o Expansion in Exporting the Vaccine to Africa (market development)
depending on COMESA agreement by increase the market share of
10% yearly.
o Expansion in new lifestyle requirements Medical Tourism , plastic and
cosmetic surgery
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o Use digitalization for collecting data from the whole life cycle of patient
from End to End with complete database of all members in the
treatment cycle and to fasten the complete coverage medical scheme.
Knowing that Digitalization will play huge role in cost optimization and
production optimization and know the weak points in Process as
digitalization is the first step for cut cost all the ineffective and
unneeded resources (you Can’t Control what you can’t measure)
o Subcontracting some actives to specialized vendor to simplify the
process and have best operation technique after investigation on the
defined activities with low performance and subcontracted the actives
step by step within timeline of 5 years.
o Defined and Clear Salary Schemes for all staff to keep competency
inside organization within 5 years to be same/near the market wages
and bonus level.
o Expansion in Joint Venture with charity hospitals and syndicated
hospitals to cover the Specific areas.
6.1.17 Space Matrix
 The Strategic Position and Action Evaluation (SPACE) Matrix, is a method to
indicates whether aggressive, conservative, defensive, or competitive strategies
are most appropriate for MOPH.
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Rate Environmental Stability Rate Financial stability
-2 Having Key Agreements with
local Drugs production 3 External funding opportunities
Specially from WHO
-2 Huge number of available for 3 Limited government finical
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MOPH Staff budget
-4 Large number of infrastructure
for MOHP
-2.6 Average 3 Average
Total Y score = -2.6+3=0.4
Rate Competitive stability Rate Industry strength
-4 Economic Growth Rate 4 High population growth Rate
-4 Inflation Rate 5 To boost productivity firms
license drugs
-3 Good relationship with
neighbor countries
-3.67 Average 4.5 Average
Total X score = -3.67+4.5=0.9
Y-axis FP+SP = 3-2.6 =0.4
X-axis IP+CP = 4.5-3.67 = 0.9
Coordinate (0.9,0.4)
Conclusion Vector points in the aggressive quadrant
6.1.18 BCG Matrix
The BCG Matrix graphically presentation for the different business units indicating
the Growth rate of each BU and its market share.
100
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Stars ?
Market Growth
Cash Cow Dogs
0
100 Market Share 0
6.1.19 Quantitative Strategic Planning Matrix (QSPM)
The QSPM is a tool that allows strategists to evaluate alternative strategies
objectively, based on previously identified external and internal key success factors.
Key internal Factors Weight Market
penetration
Market
Development
Expansion
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Vacsera Vaccination
Centers
Primary units
Specialized Ministry
of Health Hospitals.
Public Health
insurance

Strength AS TAS AS TAS AS TAS
 Geographical presence in all
Cities and rural area
10% 4 0.6 3 0.45 4 0.6
 Huge infrastructure for Facilities. 10% 3 0.45 3 0.45 3 0.45
 Vacsera Vaccination Centres
are consider unique and solo
Supplier/Agent
10% 3 0.3 3 0.3
 Providing free primary
healthcare for all citizen specially
the poor
5% 3 0.15 4 0.20 3 0.15
 Big number of Staff in all the
Medical segments including
Doctors, nurses and technicians
which can be easy trainer
5% 3 0.15 2 0.10 2 0.10
Weakness
 Reaching medical service is not
same level in all the whole
country
5% 3 0.15 2 0.10 3 0.15
 No data base for workforces
including competency and
capability
10% 3 0.45 2 0.30 2 0.30
 Limited financial capacities 10% 3 0.3 2 0.2 3 0.3
 The communications and
coordination among different
departments and MOPH
hospitals.
10% 3 0.3 2 0.2 3 0.3
 Don’t having Professional
management to manage
hospitals and resources.
5% 3 0.15 2 0.1 2 0.1
 Difficult and bureaucracy
Procedures to access to medical
services.
10% 5 1 3 0.3 3 0.3
 Skill level of workforce and low
wages scheme
10% 5 1 3 0.3 3 0.3
TOTAL 100% 3.85 2.90 2.95
Key External Factors Weight Market
penetration
Market
Developmen
t
Expansion
opportunity
AS TAS AS TAS AS TAS
External funding opportunities Specially 16% 3 0.48 2 0.32 3 0.48
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from WHO
High population Growth rate 13% 3 0.39 3 0.39 3 0.39
New technologies and tools had the
potential to change development cost
and time , Also improving the
productivity and diagnostics
15% 2 0.3 3 0.45 3 0.45
New life style requirements (Medical
Tourism , plastic and cosmetic surgery).
12% 4 0.48 2 0.24 2 0.24
Threat
Belt-tightening situation after Covid 19
pandemic
13% 3 0.39 3 0.39 3 0.39
Product substitution with alternatives
solution Both high quality and low cost
service
11% 3 0.3 3 0.33 3 0.33
Inflation rate and devaluation of
currency
10% 2 0.2 4 0.4 3 0.3
Power of suppliers Both Medical
equipment’s and medical supplies
10% 4 0.4 2 0.2 2 0.2
Total 100% 3.94 3.28 3.78
Attractiveness Score: 1 = not acceptable; 2 = possibly
acceptable; 3 = probably acceptable; 4 = most acceptable.
QSPM based on internal and external attractiveness indications, we can focus on
Market penetration and Expansion and then comes the acquisition as the more
appropriate strategies for MOPH.
7 Recommended Strategies/ tactics
The following is the appropriate combination of strategies for the MOPH to
follow based on the previous situation analysis
Intensive Strategies (Market Development)
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Market Developing strategy is introducing present product and service in New
Markets,
As Egypt has good relations with all the neighbors countries and has signed
agreements (COMESA )which will facilitate exporting all the Vacsera Vaccination to
these markets after studying the actual needs for each country.
Go to market will be through agency and Distributors for Private sector , but for
Governmental sector will be through ministry of health in this countries.
Some of the resent examples was agreement to have local licenses for Covid 19
Vaccine from China to be produced in Egypt and to be distributed to African
Countries
First step is to Sell to the African countries Product Mix :
A. Product: African continental shall be served to know the exact Health
situation for each country and the most common diseases and
Epidemic and rate of spread of such Epidemic , which will facilitate
selection the Product that will be served to this zoon.
B. Promotion: personal selling is the direct way to promote Vaccine and
have special agreement shall be done with the ministries of health to
such countries about some Vaccine required and also agreement with
all local private vaccine distributer to deal with Our Product.
C. Price: Our Price strategy is based on Penetration Strategy in order to
gain market share in Africa, as we will expand our local capacity to
have economy of scale with lead to decrease the Prices of Vaccine
D. Place: We shall select the country that has the max demand for
Vaccine and highest population and have good Political relations and
influence power.
7.1.1 Recommended Key performance indicators for (Market
Development).
1. The percentage of market share gained with respect to planed.
2. Number of agreements signed with Countries.
Intensive Strategies (Market Penetration)
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Market Penetration strategy seeking for increase the market share for the present
products and services.
In our Case we will work on Some MOHP Hospitals which have good reputation in
the specialization of its staff, these Hospitals shall increase the Quality of the service
in order to catch opportunity from the Private sector which have the highest Quality
with highest Price.
certify the Hospital with special Medical certificate that increase the reputation in
market like the infection control certificate that have huge impact on reputation for
Hospitals, also increase the hospitals infrastructure by increase beds and intensive
care rooms.
Include all the medical specialization features under one floor, in order to avoid
scattering the service in more than one hospital, which give slogan of ( Service from
shop floor to top floor)
Such Action shall increase the Profit which will lead for income for the Ministry for
financing the rest of the network (Public Health insurance and Primary units)
Marketing Product Mix will highlight main focus points:
E. Product: Specialized hospitals shall increase the targets service and
product that defined by lifestyle and focus on such activity like the
Cosmetic surgery.
F. Promotion: One of the key Promotion is the Advertising method to
change the mindset of the customer that such Hospitals serve the same
or high Quality than the Price sector based on high technological tool
and well trained and experienced staff. Also, the Personal Selling will
be a tool to attract the Private Doctors to have their own Operations
and Surgery inside our Specialized Hospitals.
G. Price: Our Price strategy is based on Going rate Price as the market is
consider Oligopolistic, So we shall monitor the Competitors Pricing in
order to guide in the selection of the Price of service that will be
Provided.
H. Place: We shall select the upmarket places where such targeted citizen
exists and start increasing Quality and level of service in hospitals.
7.1.2 Recommended Key performance indicators.
1.Average patients stay and occupancy rate of hospital/Beds at MoHP hospitals
for common deceases.
2.Number of hospitals with implemented infection control certificate.
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3. The presence of medical records keeping system (computerized systems) at
each level of the interior life cycle of process (Labs, pharmacy, private
doctors,….)
4. NPS (net customer promote Score) using random survey to know the customer
feedback from the service and shall be done per hospital aligned with CRM
system.
5. Difference between the financial income and Spending.
6. Staff-To-Patient Ratio
7. Level of maturity of staff based on training campaign
Expansion using Joint venture strategy
Joint Venture is one of the key success factories to decrease the
pressure on the MOHP , as charity hospitals .
These charity hospitals provide are targeting the down market Level
and Provide good service with low Prices and also have a lot of
locations all over the country which can alternative to the Public
Health insurance hospitals especially in rare location that
governmental hospitals are not exist.
MOPH can support Charity hospitals with Supplies and staff to raise
competency and keep Service Price is very low level.
7.1.3 Recommended Key performance indicators.
1.The percentage of people living in rural and fare areas who have the access
to appropriate treatment for their decease in MOPH hospitals or the JV
Hospitals.
2.Average patients stay and occupancy rate of hospital/Beds at MoHP
hospitals for common deceases.
3.umber of JV;s that implemented with local charity entity .
4.The presence of medical records keeping system (computerized systems) at
each level of the interior life cycle of process (Labs, pharmacy, private
doctors,….)
5.NPS (net customer promote Score) using random survey to know the
customer feedback from the service and shall be done per hospital aligned
with CRM system.
6.Lead time for pre-request approvals lifecycle.
7.Difference between the financial income and Spending
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Outsourcing
Outsourcing is one the important factors that can optimize the
operation Cost and increase the level of quality for MOHP .
Outsourcing shall include medicals equipment and hospital building
and supported services such as maintenance team, cleaning, chattering
and security.
And also for some staff that has specific competency that rarely used
in the day to day business.
Such contract shall be yearly based and evaluate each quarter to have
good service.
Digitalization
Digital Transformation is one of the core innovations being used by leading Healthcare
corporations to increase asset utilization through improved recovery, accelerated production,
higher efficiency, and reduced loses and reduces capex.
Digitalization shall be for the inter life cycle including all the stake holders , starting from
Production facilities for medicine (private and Governmental) , pharmacies till the Hospitals.
When speaking about digitalization we shall take in consideration:
 Technology Trends (big data, cloud solution and
cybersecurity)
 Market Environment (Generation shift, Competition and
consolidation Environment, quality, safety regulations )
 Customer Imperatives (Improve operational efficiency to drive
profitability and maximize the operational efficiency of assets
and workforce )
Digitalization will be done on two stages internally and externally as follow:
7.1.4 Internally
In the MOPH Hospitals where you will implement software’s for each sector and then link
these systems with each other through one single platform for Big picture.
I. Financial/HR software
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shall be implemented As (SAP/ Orical)Where all the HR activities shall be included salaries
of all employee ,year of experience and competency of each employee linked to the
performance appraisal that shall be carried each half year to evaluate the Staff , as linked with
HR Learning & training and including the E-leaning platform for online training and
development plan for the staff , this system will highlight the talented employee and there
compensation and Retighten plan to keep them inside the organization.
II. Inventory System
Where all the equipment and suppliers indicating the qualities and suppliers and min quantity
for each unit. Which will be automatically updated and changed demand on the demand.
This will give the indication for the expected forecast and pipeline of the requirements allover
the year and in high period in order to forecast the supplied orders and control the Supply
chain which will affect the cashflow of organization.
III. CRM (Customer-Relationship-Management)
Such tool will collect all the data of customers and there behavior , which will define the
common deceases and the spread rate , which will give the Ministry the ability to have a great
campaign to increase awareness about such diseases and ways of Protection and also Provide
some special Vaccine for the most common Ones , which was clear in the campaign of virus
C.
IV. Business workflow Approval
It’s a dynamic system for the approval matrix for any surgery , X-ray ,…. Where request will
be linked with ID of the citizen and medical prescription and if eligible for such surgery .
This will remove all the bureaucratic procedures and decrease Favoritism and bribery
Knowing the above Four software’s shall be linked with each other, where a unique data base
will be exist for all Ministry Assets and point out the main pain points where the ministry will
have to work on it .
Same the such feature will give the readiness of Ministry for withstand and up normal
conditions /pandemics/
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7.1.5 Externally
In the external system we are seeking for full control of the Healthcare sector and also
complete the database of the patients.
Where we will link all the Electronic Point of sale EPOS of the
pharmacies with the main medicine distributors and finally linked
medical prescription .
Where pharmacy will not Provide medicine, which is not linked for
approved Doctors/Hospitals.
Also, the pharmacy data base will be connected with Medicine
distributors and Medicine Facilities where you will ensure that
Black market is controlled and to avoid surplus of any Medicines.
Also to monitor the Main critical items in the market and ensure
availability of the products and also to have plan for the expected
demand which will give clear view to the required investments in
the Medicine segment, which direct the Facilities to better
Production Plan.
Knowing that in some Europe County as France , its not permitted
to any pharmacy without medical prescription printed form the
Global data system.
Both internal and External approach will facilitate providing the
sustainable & insurance coverage for the general population (both
rural and urban) service for all citizen with different social levels in
better quality and
8 Blue Ocean Strategy
When MOHP implement the Digitalization system, it will be the right time to introduce
unique value to the market , This Value depend on Mobile Application or web based
application that is linked with Each Citizen ID and Give the accessibility to the follow (not
limited to):
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 Names of the available Doctors per each hospital.
 Reservation for Doctor inspection.
 Nearest Service Provider for Labs, pharmacy inside the network coverage.
 Linked with approvals for Medicines and x-ray.
 Linked to the NPS system for survey.
 Availably for surgery in Hospitals and available bed and intensive care.
 Electronic approvals on chronic diseases like Dialysis
 Contain all results of any Medical tests
Such Innovation will Solve Couple of Problems in the Segments like:
 Hustle in hospitals
 Increase productivity and effectiveness of all MOHP Assets.
9 Short Term Objectives/ Goals
SMARTER goals; Specific, Measurable, Attainable, Relevant, Time bound, Extendable and
Recorded
- Launch a new MOHP Campaign plan in 5 years’ time to Export the Vaccine to the
African continental for both Veterinary vaccine and human Vaccine starting with
Countries where we have good relations and agreement.
- Joint venture with the charity hospitals Globally in Egypt to Cover the rural Areas, As
these charity hospitals already cover a lot of rural Area this JV shall have time line of
- 3 years for complete agreement on all the Charities Hospitals.
- Launch a new MOHP compensation and benefits plan in 4 years’ time to retain
talented Staff and reach acceptable range of Salaries and benefits.
- Regulations shall be issued for all new medicine facilities, pharmacy, clinics and
hospital to have at min the software’s that can support digitalization
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10 Long terms Objectives.
- Outsourcing the functions that are not well managed and also required high technical
competency and this action shall be taken step by step and shall be proper
management in order to success which required Long plan for outsourcing that may
take 10 years
Knowing that we targeting both the supporting Function (Security, catering, IT,…)
and Primary functions (medical imaging ,management contracts for management the
hospitals).
- Digitalization is the holistic approach which empowers all personnel with the right
enabling technologies, data to transform changes work in the following ways:
Waste—minimizes “wasted”, such as, manual calculations, manual data collection,
time to find and verify information
When—earlier, often before situations or opportunities arise ready for Pandemics and
critical situations
Who—optimize the experts’ participation (so that they can focus on improvements)
How—planned, proactively guided, and tracked teamwork
But this transformation it must be driven from the top of the organization. Senior
management make and drive decisions across different silos to establish the “new way
of working” , in order to change data from raw data into information to support design
makers The impact on Ministry performance returns is significant.
First Step in digitalization Journey is 3 years to have complete electronic database
connected and update for all Pharmacies, Clinics, medicine distributors ,labs and
Private doctors and all Private sectors providing the medical service.
This stage don’t required finance from the MOHP , it regulations and rules that shall
be applied to any new or renewable licensee of these entity to have these systems
connected and ready for Connection with the Global Platform
Second stage is implementing the digital solutions in the MOHP hospitals and his the
critical and difficult stage. As training of the staff of using the tools/software’s is not
so easy and changing the traditional culture to the automated tools huge effort from
top management to remove all obstacles from implementation direction. Which
required at min 5 years and can be in parallel with stage one.
Third Stage is the step where we will connect all the digital solution in Complete
platform and start the data analytics, data mining and artificial intelligent mechanize
to See the clear helicopter View for the Whole Process.
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This duration is approx. 3 years to ensure smooth connection and accurate data
collection and integration
Digitalization is long journey Plan to Improvements in the health sector
This Journey cannot be seen in isolation and require parallel, substantial
improvements to education knowledge, health promotion, clean water and traffic
regulations to name only a few. Despite and also increase the finance budget for the
MOHP and find alternative finance Solutions and to have some profitable business
units (Vaccine) to share in the development Plan
11 Recommended Key performance indicators for MOHP.
1. Average Training Per Department/Hospitals.
2. Staff-To-Patient Ratio.
3. Average Hospital Stay per segments.
4. Average Number Of Patient Rooms In Use at same time.
5. Overall Patient Satisfaction.
6. Patient Wait Times By Process Step.
7. Average income with expenditure per Assets.
8. Average decrease Imbalance between expenses and revenues .
Change Management
In order to execute the strategic plan in success way , the eight step implementing
change model of John Kotter's is to be introduced , explained and implemented for the
sake of the success of MOHP Strategic Plan.
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Steps 1-3 could be summarized as Executive sponsorship:
Through these stages the MOHP Chief is primarily concerned with the current
direction of MOPH and where they will end up at in case they continue on the same
path, while identifying their short comings and the necessary actions to correct these
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negative points. After lots of research and thinking MOPH chief proudly announces
the new objectives that will allow MOHP to reach its newly defined strategy.
Step 4-5 could be labelled as Leaders buy-in and communication:
This will include communicating the newly defined strategy, goals, and objectives to
influential leaders who will ease the transmission of these strategy, goals, and
objectives to the related parties.
Step 6 as stated creating short-term wins:
This will keep spirits high towards the required change, if the employee doesn't see a
benefit from the change he/she will not be motivated to complete his/her role in the
change.
Steps 7-8 could be referred to as the follow-up and evaluation:
Through constant observations to the process of change the management will be able
to take corrective actions to any deviation that might occur so as to remain on course,
and at the end evaluating the change and identifying the required modifications to the
applied change for further improvements.
12 Balance Score Card
balanced scorecard is a strategic management performance metric
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which give the complete view of all the strategic activities with the main objectives
and its KPI’s with respect to time frame and also the tactics which support during
execution the plan.
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