I will give a thumbs up to an expert who can help me to analyze the case study attached below.

what I need is to answer the following questions:

1. Identify the problem/s that Parkway Group Healthcare faced.

2. Enumerate the alternative that the executives of Parkway Group healthcare deliberated on in order to address the problem/s at hand.

3. Recommend the best alternative solution.

4. Justify why it is the best solution.

CASE STUDY: THE CASE OF PARKWAY GROUP HOSPITALS MANAGING SERVICES.

please see attached file for your reference. Thank you

Parkway Group Healthcare, headquartered in Singapore was founded by Dr. Lim Check Peng and others in 1987 and has grown internationally by annexing other hospitals. For example, Parkway's joint ventures with Apollo Hospitals in India has facilitated its expansion into that market. Parkway's hospitals provide exceptional patient care and offer specialty clinics in areas including oncology, neurology, optometry, and fertility. Its radiology department serves hospitals regionally, its laboratories serve inpatients and outpatients in Singapore, and it runs a physical rehabilitation service. In 2010, the Medical Travel and Health Tourism Quality Alliance (MTOVA) ranked Singapore's Gleneagles Hospital, Parkway's flagship facility, as second highest on its list for medical tourism in 2010. According to the MTQVA, Gleneagles provides top-quality medical services in a top location. This high acclaim is testament to Parkway Group's primary mission which is to make difference in people's lives through a high level of patient care. Parkway's focus on providing excellent service starts with its pre-admission procedure and continues through post-surgical care. To take patient needs fully into account, the company applies a different set of service standards at different hospitals. In all its hospitals, however, patients can just approach the reception counter and ask for assistance instead of making appointments beforehand. Doctors on duty make the preliminary recommendations; then hospital administrators bring in appropriate specialists to provide the necessary care. Parkway operates 16 hospitals with over 3,400 beds in Singapore, Malaysia, Brunei, India, China, and the United Arab Emirates. Patients are treated like five-star hotel guests. At Danat Al Emarat Women & Children's Hospital in Abu Dhabi, patient rooms are fullyequipped with high-speed internet, video-on-demand, and video games for children. The Royal Suites at Danat AL Emarat have dedicated medical staff exclusive to each suite. But Parkway attends to more than just the patient's comforts. At Singapore's flagship Gleneagles hospital, post-surgical care insurance provides coverage for treatment of post- surgical complications for all patients. Coverage begins from the moment initial surgery is completed and ends 24 hours after a patient has been discharged. Parkway's Pantai Hospital in Penang, Malaysia, caters to patients to all socioeconomic levels. At the lowest price range, beds in the open ward, painted a cool lavender, begin at $7.00 (20 Malaysian ringgits (RM)). However, a Deluxe Room costing $120 (RM365) per night has the feel of a luxury chalet. It is fully air-conditioned and features a lounge area with a dining table and private bathroom. A refrigerator is provided as well: patients in Pantai Penang's Deluxe suites are meant to feel as much at home as possible. Gleneagles Singapore has a novel way of attracting new patients. The hospital invites specialists to purchase or rent rooms on its premises. Then, because of proximity, these doctors tend to admit their patients to Gleneagles, where the admissions desk operates around the clock. A patient is allowed to proceed to the admission desk at any time of day, without the need for a referral, and be guaranteed a bed. Gleneagles has 68 percent share of accredited specialists, and 44 percent of private hospital admissions in all Singapore. Parkway understands that patients have the right to be treated with dignity, respect and to be kept fully apprised of the progress of their treatment, via a translator needed. A patient in a parkway hospital is also always entitled to request a second opinion from an accredited doctor; the company believes every patient must be allowed to participate in, and understand, their own health care needs. Parkway Patient Assistance (PPA), one of the Gleneagles Singapore's initiatives, provides a one-stop service for international patients looking for specialist expertise, personalized care, and cutting-edge technology. PPA staff also provides advice on estimated costs of treatments and procedures. The CEO of Parkway Holdings, Dr. Tan See Leng, has noted that Asia is becoming a hub for patient treatment. He believes that the next 1-2 years will see great benefits for Asian health care providers, as long as high-quality service is provided. Parkway Group's biggest strength lies in its ability to capture the market for medical tourists in the Asian region, expected to be worth at least $4 billion by 2012. Low-cost, high-quality health care in Asia is estimated to attract over 1.3 million tourists a year. If Parkway Group continues to expand its reach and maintain the world-class quality of its medical establishments, then the sky is the limit for what it can achieve