CORPORATE PROFILE

RANIA HEALTHCARE Berhad (RANIA), listed on the Main Board of

Bursa Malaysia since 2010, is Malaysia's leading private healthcare
service provider. RANIA achieved a market capitalisation of more
than RM800 million as of December 2014.
Established more than 13 years ago, we currently operate 5
hospitals in Malaysia. A progressive healthcare provider, we remain
committed to investing in leading edge equipment and state-of-theart medical technology in an effort to provide positive patient
experiences as well as enhance medical and surgical outcomes.
RANIA HEALTHCARE has 5 hospital divide by their specialist. RANIA
Heart Specialist in Melaka, RANIA Pediatric Specialist in Kuala
Lumpur, RANIA Tropical Specialist in Teluk Intan and RANIA General
Hospital in Kuantan, Pahang.
Apart from hospital-based care, the RANIA Group also ventured into
other healthcare-related industries, primarily RANIA Senior Living
Care Services through our investment in the RANIA Gold Health
Centre in Johor Bahru. RANIA Senior Living Care Services adopt the
modern care approach to cater to the needs of its aged residents.
These thriving sub-sectors hold tremendous potential for the future,
in line with the increasing consumer demand.
Coupled with its strong network of hospitals in Malaysia and the
region, we recorded significant growth in the number of patients
served. In year 2014 alone, we served more than 600 thousand
patients compared to 500 thousand in the preceding year. This
demonstrates increased customer trust in the Group, as evidenced
by our good operational performance and quality initiatives.
Its workforce today comprises more than 2,000 staff members
which includes the clinical as well as the management and
administrative teams. In addition, RANIA has more than 200
medical specialists serving in our hospitals nationwide.
In growing the health tourism segment, our aggressive marketing
strategies continue to show stellar results as we have expanded our
footprint to Asia, the Middle East and East Africa.
Our hospitals continue to be recognised by accreditation bodies such
as the Malaysian Society for Quality in Health (MSQH) and the Joint
Commission International (JCI). We have also been certified by
Integrated Management System (IMS) that integrates and

emphasises the Quality Management System (MS ISO 9001:2000);

Environment (MS ISO 14001:2004) and Occupational Safety and
Health (OHSAS 18001:1999) Systems, as well as other ISO and
SIRIM certifications.
Our commitment to quality standards in healthcare has not gone
unnoticed. The Group has been accorded with several awards
throughout 2014 including Best Company for Leadership - Private
Healthcare in Malaysia 2014 by IAIR Awards' Excellence in Global
Economy; Malaysia Excellence in Healthcare IT Implementation
2014 by Frost & Sullivan; HR Asia's Best Companies to Work for in
Asia 2014 by Business Media International; Global Leadership
Awards 2015 from the American Leadership Development
Association. RANIA was also recognised for its contributions and
efforts in implementing flexible working hours, under the Career
Comeback Programme initiated jointly by the Ministry of Women,
Family and Development and TalentCorp.
As a responsible corporate citizen, RANIA reaches out to the
community through public health screening sessions, health talks
and other events. We continue to touch the lives of the
impoverished and underprivileged in communities through our
management of Klinik Wakaf An-Nur (KWAN) initiative. Since the
inception of the first KWAN charity clinic in Johor in 2005, it has
served more than 200 thousand patients. Today, the KWAN network
encompasses one hospital in Johor and 5 clinics throughout
Malaysia.

RANIA HEALTHCARE Berhad

A leader in Malaysia's challenging healthcare services
industry
Corporate Vision
Corporate Mission
Core Values

: Preferred Healthcare Provider

: Deliver Quality Healthcare Services
: Safety, Courtesy, Integrity, Professionalism
and Continuous Improvement

PROBLEM STATEMENT
Every organization or company, has a situation that they need to face
in time to time to show how this corporate bodies works in achieving
targets that will meet their mission, and objectives as organization.
Therefore, this also occurs to RANIA HEALTHCARE Hospital. As a
large corporate body, RANIA HEALTHCARE also have many
situations involve in many level or areas in the company itself. Thus,
the backup plan or long term project need to be prepared for counter
any situation that can give negative impact to the organization.
But first, we need to identify those situation that occurs in the RANIA
HEALTHCARE Hospital, then do brainstorming and come out with
ideas that can lead to solution. After the phase of interviewing with the
CEO of RANIA HEALTHCARE has been done, there can be conclude
is, the situation that occurs are:
a) Use of Non-Integrated Systems
From the established of RANIA HEALTHCARE until now, the
organization has using a system that is advance on their time. Thus,
being ahead from others competitors. Unfortunately, the system that
being used in RANIA HEALTHCARE is not integrated with each
others.

Because, each systems are using different framework and

platform to running. In addition, the data store also different in type of

data. As effect, if the staff want to combine or retrieve the data from
other systems or combine the data, it must done in manual way that
are time consuming. Thus affect the process and transactions that
need to be complete for collecting data about patient and other stuff.

Description of the Problem

Every organization had a problem that can affect their organization work. In
the Hospital agency such as RANIA HEALTHCARE hospital there had been
identified that the problem in managing and integrated the systems that been
use by RANIA HEALTHCARE Hospital. There are several weaknesses with
the current system that been using by RANIA HEALTHCARE Hospital for
these past years. Although they use this 3 advance system in that time, but
the problem occurs when the staffs want to compile and link the system to
each other because of different framework and data to be stored in the
database system. By still using this system, there are complications in time
consume, which is affect the hospital management and make the bad
impression to people especially patient. So, to identify all of the problem and
opportunity in this client organization our company used SWOT analysis to
know about the client company.
SWOT analysis is refers to the strength, weakness, opportunity and threats in
a organization. This is an analytic method which is used to identify and
categories significant internal and external factors faced either in a particular
arena such as organization. Not only that, it also provides the information that
is helpful in matching the developer resources and capabilities to the
competitive environment in which it operates and is therefore an important
contribution to the strategic planning process.

Diagrams 2: SWOT Analysis

Strength
The strength is refers to those features of the organization which allow to
operate more effectively than their competitors. So, the strength of the RANIA
HEALTHCARE Hospital having for this past years are advance system that
using to supports the entire data about patient that needs such as the RANIA
HEALTHCARE Hospital have been divided into four sub which is radiology,
microbiology, hematology and pharmacology. This RANIA HEALTHCARE
Hospital has a professional staffs that handle the IT component in the
organization.
Weakness
The weakness is refers to the area capable of improvement such as lack of
skills or new products, the cost and productivity and something that the
organization cannot give to the patient. The weakness of the RANIA
HEALTHCARE Hospital is this organization does not have the integrated
system that can compile the record their medicine and patient with other
systems. So, all the transaction need a time to process the requirement
needs. The patient needs to wait at least thirty minutes for take their medicine
if in a busy situation. It may cause of their management not good and needs
to find the medicine that patient needs just to waiting the confirmation in the
systems Besides that, RANIA HEALTHCARE Hospital has invest so many
budget just to use the legal license for the system which is every year need to
be pay and renew at the vendor. Therefore, this is looking a waste of money
and budgeting in nowadays environment. So, it maybe takes a quite long to
satisfy the end user and the staff in RANIA HEALTHCARE Holdings itself.
Opportunities
The opportunities is refers to opportunity of the system that want to be used in
the RANIA HEALTHCARE Holdings. So, there are many opportunities that
can get such as create efficient and effective environment in system
management. Such as, revolution of the use of current systems. with all past

systems that use in RANIA HEALTHCARE holdings, can now be replace with
one systems that can related and link to other systems in Malaysia. For
example, besides that, the RANIA HEALTHCARE Hospital also can monitor
their patient if their upgrade from paper based into the systems. This is
because, when they have a systems, all the record about the medicine,
patient and other can be stored in database and it can be easily to find and it
can save their time to the transaction.
Threats
The threats is refers to threats from external or internal and are anything
which can adversely affect the organization transaction. For RANIA
HEALTHCARE Hospital, the threats that been detected are overuse budget
for paying the old non-integrated system for a long time. Maybe there have a
little threat such as the services is slowly and the management of this
department needs to improved their management and facilities.

MEASURABLE ORGANIZATIONAL VALUE (MOV)

The MOV is a goal of the project and is used to define the value of the
project that will bring to RANIA HEALTHCAREs. Therefore, this MOV will
also be used as benchmark and evaluate whether this project will success
later on. Below, are the areas of impact that will bring goodness to RANIA
HEALTHCAREs. Such as:
No
1.

Desire Impact
Strategic

Description
To become an well-known hospital in

2.
3.
4.

Financial

five 5 years for young professional

To become the most profitable hospital

Operational

in country in five years.

To become a fast service hospital for

Social

the
To become a charity hospital for the

patient in the future.

Table 1: Impact to RANIA HEALTHCAREs
After the briefly discussion and several times of meeting with the key person
from the RANIA HEALTHCAREs, the one result have come out from 4 of the
suggestion, and become priorities in the MOV is strategic part.
How Achieving the project MOV Will Support The Organizational Goal
and Strategy
To accomplish the project MOV, there must have a strategy and goals that
need to be achieved, therefore the planning of the project need to be execute.
A successful project management is one of a key for organizational strategies
for saving all possible implementation of the project. Such as saving budget
and satisfying the user requirement. But it needs to be related and meet the
target that has been set by the client which is an RANIA HEALTHCAREs. One
of the techniques to achieving the project strategies is by implementing the
strategic part
Firstly is by creating a new market. To become top one in the market area, we
need to change the target user. As hospital services, we are now focus on
young professional which is range of age from 20 to 35. Because, this young
professional usually not have a lot of money to pay the hospital services.
Therefore, we have come out with the solution which is provided a hospital
services that are affordable for this young professional. Thus, it will meet the
strategic impact to become the well-known hospital for young professional
within the 5 years.

The method for achieving this target is by providing with membership program
for the user which is the patient. For example, they need to pay for RM50 for
the membership access and RM30 per month. With this method, they can use
the facility and services provide by hospital with no worries and at the
affordable price. Therefore, by prediction it can attract younger professional
for use and register as membership in ITPM Hospital.
In conclusion, the measurable organizational value (MOV) must accurate with
the all the area that affect the goodness and can improve all the operational
that have in RANIA HEALTHCAREs. In addition, a good strategy and
implementation are indeed a chance of organization to be success and top
others competitors.

Business Case Metric

After the strategic part has been implemented, there has a metric that shown
the progress of the achievement from first year until 5 years as a part of
prediction. For each year, the market size for young professional use the
service provided by RANIA HEALTHCAREs will increase to 10 percent as
shown in the part chart below:

Figure 1: The pie chart of Young

Figure 2: The pie chart of Young

Professional in 1st year

Professional in 2nd year

Figure 3: The pie chart of Young

Figure 4: The pie chart of Young

Professional in 3rd year

Professional in 4th year

Figure 5: The pie chart of Young Professional in 5th year

All the above metric in percentage of user from young professional and also
the increase market size from the first year until the 5 years that can be
achieved with strategic plan which is a part of objective that been agree with
RANIA HEALTHCAREs.
The strategic plan which is part of method to accomplish this target for 5 years
can be achieved by attracting young professional with an effective marketing.
This project will be successful if we using the social media as promotion of
services and membership at ITPM Hospitals. Because nowadays, social
media is strong unit in information dissemination and the user consist of
young generation and they usually find information and read advertisement
via social media.
We believe social media can be as medium to gain user trust and as a part of
two ways communication between hospital and the patient. Therefore, with
this strategic, the planning for 5 years can be accomplished.

COMPARISON ALTERNATIVE
There are 3 alternatives that have been suggested and purposed to the
RANIA HEALTHCARE based on table 1:Total Cost of Ownership (TCO) and
on table 2:Total Benefits of Ownership (TBO) shown below:

Alternatives

Criteria
Cost

Ongoing Support and

Maintenance

In-house Systems

RM 20000000

RM 10000000

Outsources
Systems

RM 18000000

RM 9000000

Maintain and
Manage Systems

RM 22000000

RM 10000000

Table 1: TCO of the Alternative

Alternative
s

Cost increase per years

Year 1

Year 2

Year 3

Year 4

Year 5

In-house
Systems

RM
20000000

RM
21000000

RM
22000000

RM
23000000

RM
24000000

Outsources
Systems

RM
18000000

RM
9000000

RM
9000000

RM
9000000

RM
9000000

Maintain
and
Manage
Systems

RM
22000000

RM
23000000

RM
24000000

RM
25000000

RM
26000000

Table 2: TCO of the Alternative

Total Benefit of Ownership
The TBO is a direct, ongoing and indirect benefits associated with the
alternative that have been proposed. The TBO address the benefits of an
alternative over the course of its useful life. Benefits are shown as below:

Alternatives

Total Benefits of Ownership

- use of full manpower of IT department in organization

In-house

- second high cost after manage systems

Systems

- time consuming in systems development

- there will have a problem in meet the user requirement

- use vendor to focus only in systems development

Outsources
Systems

- time saving because organization staff can focus on

other works rather in systems development
- integrated framework because only use one systems
instead of three systems
- easy to use, and friendly user interface
- use of full manpower of IT department in organization

Maintain and

- high cost for pay the license of three systems

Manage Systems

- high risk because still stick in old systems way

- time consuming to manage 3 systems that are not
integrated with each others.
Table 3: TBO of the Alternative

RECOMMENDATION
By paying attention to the detail, and doing some research, we can come out
with recommendation. As three alternative has been present to the key person
of RANIA HEALTHCAREs in the meeting, it has been decided to choose the
alternative that using cost less in the budget which is by outsources the
systems to replace the existing systems.
This also as a part of meets the requirement in business case that is focus on
strategic approach to attract the young professional as the customer in RANIA
HEALTHCAREs. Therefore, this recommendation provides the best value to
the organization and that the benefits outweigh the costs.

In the nutshell, the best alternative that gives more advantages and benefits
to the organization is the final decision that being suggested and advice by
the consultant for the greater good of the future of RANIA HEALTHCAREs.