This case accentuates the trajectory of an institution which was set up in Hyderabad, in southern India, to supply women with maternal care services that are affordable from low income urban families. LifeSpring Hospitals grew from one hospital into a chain of nine hospitals, all in Hyderabad, in just five years. This initial period has been spent by the chief executive officer trying out new techniques, continuously fine-tuning the model and learning from this process of experimenting.
The chief executive officer must decide whether or not the business model is defined clearly enough to justify the beginning of a rapid scaling procedure as the company attempts to scale the business to 200 hospitals. The case is unique as it juxtaposes a commitment to high quality health care service delivery through procedures and protocols using a dedication to making motherly care affordable to low income urban girls. LifeSpring Hospitals strives to attain these apparently disparate goals by attempting to produce a business model that is fiscally sustainable. Author Wei Zhang is affiliated with CEIBS Health Care Policy Management Center
PUBLICATION DATE: February 19, 2013 PRODUCT #: W12507-HCB-ENG
This is just an excerpt. This case is about STRATEGY & EXECUTION
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