At its peak in late 2000 Lasik Vision Corporation he tried n

At its peak in late 2000, Lasik Vision Corporation he tried not to use expensive equipment. For example, he opposed had over 30 clinies operating in North America, second only to installing an ultrasound scanner t0 measure the individual layers of TLC Laser Eye Ceoters of Toronto, Ontario, which had 62 linc each comea. This scanner improves the Lasik techniques success Dr. Hugo Sutton, an eye surgeon and a clirical associate professr rato Sutton overruled him on this idea, but many of Henderson\'s ideas were implemented t the University of British Columbia, and Michael Henderson founded Lasik Vision in 1997. Since 1978 Sution had been operat- The traditional model involved acquiring patients through opto- specializing in cataract surgery. In metrist referrals. These optometrists also provided the the iniervening years, technological advances such as the excimer care and received a pontion of the $4,000 to $5,000 fee. In the laser had transformed refractive surgery (the process of coectig reengineered model, the optometrists were cut out of the loop. Also, myopia. hyperopia, or sstigmatisn by altering the contours of the every step ia the care delivery system was standardized. Patients cormea) from a low-tech risky procedure using lathes and sutures were atracted directly with aggressive advertising and a price well into a viable proposition for patients who could spend $5,000. Aer below competitors, initially $2,995. Henderson\'s vision of mass the surgery, they could discard their glasses or contacts. The eff volume with low margins was launched in February 1998. cient new procedure allowed surgeons to eventually reduce the fees Traditionaily other competitots, such as TLC, ran higher-priced, for this service, thus making it even more attractive for patients. In ower-votume operutions (TLC has continued with its model of 1991. in partnership with two other surgeons, Sunon set up his own including the opiometrists). refractive surgery clinic. By 1996, the Lasik technique, sparing At the same tme, Sutton believed in aggressive treatmeni patients the months of healing that came with older procedures, According to one of his colleagues, Dr. Dan Reinstein, \"Hugo\'s nature is pioneering. And so by definition, he is more likely to have It was at that time that Michael Henderson, a business executive less conservative, uh, outc. Unfortunately, many patients and hushand to one of Sutton\'s patients, approached hi. Sutton were not properly inforined that they were less than ideal candidates for the surgery. In a competitive medical environment, patients emerging from surgery with unsatis factory resulis led to lawsuits. Asa result, in August 1998, a rare public statement from the B.C. College of Physicians and Surgeons said that Sutton \"has agreed to a modification of his practice and be has voluntarily agreed not to perform these surgical procedures on patients in the higher In light of Sutton\'s troubles. Henderson became president and CEO in Api 1999 and began pusbing the company into massiv expansion and a public offering This expansion actually suarted with Toronto in September 1998, fol lowed by Calgary two months later Henderson contintued expansion untit eight more sites had been added in September 1999. Hendersoa insisted that pricing was the key. In Tv remembers that \"Henderson felt that this was a very powerful tech advertisemens Henderson personally estolled the Lasik Vision nology, a technology that he could take much farther. He thought message-Why pay more?-standing next to a large graphic pro that we were rather pedestrian, stow, and old-fashioned.\" AsSn clauning\"1475 per eye.\" By early 1999, the price was dropped to tiring of doing al the surgeries with little help, the peoposal $1,598 for boh eyes, but Henderson preferred to see it even lower nded very appealing. So in June 1997, Michael Henderson joined Sutton\'s company. TMX Laser Vision Canada Inc., as vice One advertisement he initiated proclaimed a cost of $999 with asterisk listing asother S599 in additional fees in fine print. This prompted Advertising Standards Canada to demand a change. Soos it was clear that Henderson was on an efficiency drive. He in December 1999. Henderson announced his intention to step feltl that the way to fortune was to reengineer the traditional modelu thepace ol expansion. Beginning in March 2000, Lasik Vision of the refractive surgery process. He let a few employees go. would start expanding at the rate of one new site per week to open the workload for the remainder. To improve efficiency. about 20 clinics in the Uniied States The whole delivery process

Solution

To achieve the success in the business , the following mindsetswill be helpful,

1) A resonbale price with value proposition must be offered to the health care customers.

2) Being the part of health care sector , this company should have a patient centered care approach.

3) The competitors analysis must be taken as a reference to improve the quality standards into the business perspectives.

4) Every stakeholders must be given proper care , look , and an adequately place to formation of corporate , business and functional level startegy.

5) Human resource policy must be designed to take strategic advantage from the most valuable resources.

6) Expert people must be appointed to various clincal services .

7) Some social marketing initiatives must be adopted to explore the business opportunities in the business.