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Aravind Eye Care System Case Analysis

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Aravind Eye Care System Case Analysis
Aravind Eye Care System Case Analysis

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A VISIONARY’S MISSION

To ELIMINATE NEEDLESS BLINDNESS

Group 19

Group Members

Ahmed Shariq Mamsa PGP-08-095
Barath.K PGP-08-105
Harini.R PGP-08-119
Harshitha.S.Kumar PGP-08-122
Neeraj Jain PGP-08-143
Santhosh Rathnam Palani PGP-08-165

Contents
1. Brief Introduction 3

2. Mission and Vision 5

3. MODEL & STRATEGY 7

3.1 AECS Model 7

3.2 AECS Strategy and Positioning 8

4. CATARACT SUGERY – A PROCESS 12

5. COSTS AND REVENUES FOR A CATARACT SURGERY 17

6. Description of Dr. V’s Operation 22

6.1 How Aravind Eye Care contacts patients 22

6.2 At Vision Centers 22

6.3 On The ‘D’ Day 24

6.4 Post Operation Follow Up 25

6.5 Benefits of this system 25

7. Analysis and Comments on Dr.V’s Operation Model and Strategy 27

8. CONCLUSION 31

9. Bibliography 32

1. Brief Introduction

Our effort is to make Aravind an instrument of the Divine Will. We strive to forget our limitations and work with the direction of the Divine Will, not in a vain superficial way but with a deep commitment and faith that guidance comes from a higher level of consciousness. Then one is able to work with the great confidence that comes only with that faith and realisation that we are all part of a spiritual capacity or spiritual power. It is then that all of nature works with you. You don 't feel that you are a superior being but you are an instrument in the hands of a higher force and it is in that spirit that we meet our day to day struggles and successes.
- Dr. G. Venkataswamy

It was year 1976. Padmashree Dr. G. Venkataswamy, popularly referred to as Dr. V., had just retired from the Government Medical College, Madurai as the Head of the Department of Ophthalmology. Rather than settling for a quiet retired life, Dr. V. was determined to continue the work he was doing at the Government Medical College, especially organizing rural eye



Bibliography:  Rangan Kasturi, V, The Aravind Eye Hospital, Madurai, India : In Service for Sight, Harvard    Business School Case, 1994.

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