Akhil raj

Presented byRahana
Nabil
Siji
sreeson

Introduction
The case is relevant in terms of bringing out the concept and issues that the
franchisees are facing.
However, a lot of the conceptual framework would need to be understood
before a systematic analysis can be put forward.
It describes the concept development and franchising plan well but does not
provide enough information on the issues at hand.

Problem defenition
Mr Ratan Jalan has to decide very soon whether to continue with the
franchising route or go ahead with the company-owned operations.
Does it warrant a repositioning of the brand or a change in the brand itself?
These were the key issues to be decided by him for the future of AHLL.

What prompted him to think

along these lines?
Even after six years in business, the company was making a revenue of just
Rs 5-crore with marginal profits.
Franchisees were unhappy with the kind of support and handholding they
were getting from AHLL.
Although the Apollo Clinic brand was developed as a value brand with
significant marketing efforts by the company distinctly different from the
Apollo Hospitals premium image, the public perception was still of an
upmarket brand having a not for everyone image .
Franchisees were increasingly getting disenchanted with the Apollo Clinic
brand, many of them being unwilling to renew licenses or maintain relations
with AHLL as evidenced by the letter from the Delhi franchisee.

Alternatives
A. Continue with the present arrangement and ensure that the clinics
become viable
B. Take over the sick clinics, revive them, and then hand over to new
franchisees
C. Establish and position a new brand with a scaled down image,
disassociating itself from the Apollo brand
D.

Wind up the franchising business.

SHOULD THE COMPANY CONTINUE WITH THE FRANCHISE MODEL AT

ALL? ALTERNATIVELY, SHOULD IT DECIDE ON SETTING UP AN OWNED
MODEL?
A franchise-based retail venture faces two major roadblocks
building a brand that can catch the eye of a target
bringing the customer to the location where they can sell them a good or service
In Apollos case, half the work is done since the hospital group already has a well known
brand. Bringing in customers however, remains a challenge.
A second and crucial challenge is the shortage of qualified man-power to run the clinics.

Cont..
The franchisees were largely businessmen with hardly any experience of healthcare.
It was expected that Apollos name itself will pull in patients.
Apollo could have contributed by investing in the brand pollo Clinics and by forcing some of
its leading doctors to run the franchised clinics.

SHOULD THE DECISION TO LAUNCH THE CLINICS UNDER A NEW BRAND

BE REVIEWED? OR, IS THERE ANY WAY OF EXPLOITING THE BRAND
IMAGE OF THE APOLLO HOSPITALS FOR THE APOLLO CLINICS?
Accept all requests for non-renewal of licenses.
Close down unviable clinics and take over all viable clinics and run it temporarily, till a new franchisee is identified.
Strengthen selection procedures to find the right kind of franchisees.
Establish a new brand for the Apollo Clinic, disassociating itself from the Apollo lineage, yet maintaining the group
identity and its intention to be a value brand for aspiring middle class customers.
Project more realistic estimates of business operations to reduce expectations and have only genuine and committed
potential franchisees apply for such clinics.

Cont
Educate the franchisees about the need to maintain brand consistency and image, translated into
service quality and standards.
Have a more proactive relationship with all franchisees and not leave them in the lurch in their hour
of need.
Deliver value for licensing and royalty fees charged in terms of counseling, handholding, and
marketing the brand
Market preventive healthcare packages nationally to supplement the marketing activities of the local
Apollo Clinics

you

Thank