MBA622 Comprehensive Health Strategies: Bupa Strategic Plan

This report presents a comprehensive healthcare strategy for Bupa from 2020-2024, addressing challenges and opportunities at both corporate and business levels. It includes an assessment of key strategic issues, a vision statement, a mission statement, a proposed business model, and five strategic objectives related to identified challenges and opportunities. The strategy emphasizes maintaining Bupa's market leadership through safe, high-quality service, operational excellence, and workforce skill development. The report also analyzes competitor approaches, such as service diversification, cultural competency, and service quality, and recommends strategies including change management, ethical considerations, and effective communication to improve Bupa's performance and market share in the Australian aged care sector. Key recommendations include focusing on ethical operations, ensuring equal rights, and using effective communication to improve team performance.

COMPREHENSIVE
HEALTHCARE
STRATEGY

Introduction
 The number of aged population in Australia is increasing
 One in every 7 Australians are 65 years or older as of 2017
 14% of the Australian population consisted of elderly
people as of 2011 and the percentage is expected to reach
25% by 2101
 There has been an increase in aged care recipients
 Therefore the aged care sector has a significant
opportunity to grow in the market and achieve success

Bupa
 One of the leaders in the Aged care services
sector
 70 Residential care facilities are operated across
Australia by Bupa
 More than 6700 residents are cared for by the
service providers
 Leaders in healthcare insurance sector
 Some important services include: specialized care
for dementia, respite service and residential
service.
 Leading privately owner insurance provider in the
country

External challenges faced by
Bupa
 Ethical Dilemmas related to the care of
aged people
 Strict Governmental policies and
regulation
 Market competition
 Lack of education
 Cultural diversity
 Reduced accessibility to aged care
services especially in the remote areas
 Diversified population

Internal strategic challenges
faced by Bupa
 Related to process: Poor operational integrity,
long weighing time
 Related to People: poor communication, poor
team coordination, resistance to change
 Related to Assets: Reduction of profits by 15%
in 2016, poor provision of resources to address
emergency cases in residential care homes.

How the challenges are
related to the perspectives
of the stakeholders.
 The main stakeholders in this
context are: owners, board of
directors, the government, clients,
suppliers, employees and business
partners.
 Different stakeholders exert
different powers and influences on
the organization and have different
vested interests and perspectives
 The tables outlines the different
stakeholders, their possible
perspectives, expectations as well
as the vested interest and power
they hold over Bupa.

How the challenges
are related to the
perspectives of the
stakeholders.
 Organizational Theory of communication suggests that
effective communication is necessary for better team
performance and team coordination (Shafritz et al. 2015).
 The theory of Operational Excellence also posits that
operational integrity is essential for operational excellence
and efficiency (Shafritz et al. 2015)
 These two factors can therefore impact all stakeholders
 Factors such as cultural barriers, demographic diversity can
impact all the stakeholders involved
 Restrictive policies of the government can mainly impact
the board of directors, owners and customers
 Ethical challenges can impact the entire organization and
the clients

Approaches of the competetors
 Diversification of services and products by Goodwin
Aged Care
 Using culturally competent care by Columbia Aged
Care Services
 Excellence in Service Quality by St. Vincent’s Care
Services
 Using mobile care services by Australian Regional &
Remote Community Services
 Effective pricing of services by Aged Care
Community Services:

Importance of the
strategies
 Through diversification of services a
diversified service range can be developed to
suit the individual needs of clients
 Cultural Competency can foster better
interaction with a culturally diverse clientele
 Quality excellence can foster trust and better
image of the brand.
 Mobility of services can improve accessibility
of the services in remote regions
 Effective pricing strategies can make the care
services more affordable for more clients

The Vision
 To maintain the position of Bupa as a market
leader by ensuring safe and high quality service
through excellence in organizational processes and
operations and developing skills in the workforce

The Mission
 Continually improving the quality
and standards of the service
through effective service quality
management strategies
 Improving the service by
addressing the five dimensions of
service quality
 Promote and enhance the health,
wellness and quality of life of the
clients and working towards their
best interests.
 Creating an environment that is
safe, dignified, respectful,
supportive and inclusive for the
clients

Business Model Canvas
 Key Partners: Healthcare Administrators, professional workers, case
manager, public relations, marketing division, analysis
 Key Activities: improvement of service quality, safety, accessibility,
appropriateness and responsiveness; diversifying products and services
 Key Resources: Funds, infrastructure, data, human resource
 Value Propositions: Gain in service Quality; Gain Creators- Excellence in
operation; Pain: Internal and external challenges; Pain Relievers:
Effective leadership
 Customer Relations: Long term, community based, personal support
and transactional
 Channels: Mobile care services, residential care, community care
 Customer Segmentation: Geographic location- Australia, Demography-
Age 65 and above, retired, upper and upper middle class income
 Cost Structure: Taxes, salaries, employee benefits, operations,
infrastructure, transport, utilities, administration and security
 Revenue: Services, Consultations, external funding