SUMMER INTERNSHIP PROJECT

REPORT

ON

MEDICAL HEALTHCARE SECTOR: PRE AND POST COVID

At

TALENT SERVE
Submitted in partial fulfillment of the requirements for the award of B.COM Hons
degree

Submitted by
Nidhi Kulkarni
B.COM Hons
Batch – (2020 – 23)
Roll No.: 200243047
Under The Guidance of
Prof. Awanish Sinha
Professor

SCHOOL OF BUSINESS STUDIES

SHARDA UNIVERSITY, GREATER NOIDA-201306

1
 EXECUTIVE SUMMARY

Purpose of report:
This report is going to state about Talent Serve, its organizational structure, its position in
market and its SWOT analysis. This report also tells about the Medical Healthcare
Sector: Pre and Post Covid.

Finding:
The company is a startup and hence the performance is not bad. But it does require a lot
of attention in the market. Along with that it does need a proper management system.
There is a communication gap between the company’s directors and the inners they are
hiring.

Methodology:
The data in this is collected through direct survey and literature review of the previous
research papers.

Performance of company:
It has an INR 1.00 lac authorised share capital as well as INR 1.00 lac in total paid-up
capital.The operational revenue range for Talentserve India Private Limited for the fiscal
year ending on March 31, 2021 is less than INR 1 cr. EBITDA has dropped by -37.07%

2
compared to the prior year. Its book net value has also dropped by -28.41% over this
time..

CERTIFICATE FROM COLLEGE

3
CERTIFICATE FROM SUMMER TRAINING
ORGANIZATION

4
 ACKNOWLEDGEMENT

I would like to express my sincere gratitude to my teacher, Mr. Awnish Sinha and our
Respected Dean Prof. Jayanti Ranjan for giving me the chance to complete this
wonderful report on Talent Serve and research Medical sector: pre and post covid, which
also enabled me to conduct a great deal of research and learn about a tonne of new things.
I am also thankful for our company supervisor, Ms. Megha Wohra for granting me the
opportunity to work with Talent Serve. I am very appreciative of them.

5
 TABLE OF CONTENT

Chapter Particular(s) Page No.

1 About Talent Serve 7
2 History of Talent Serve 8
3 Organizational structure of Talent Serve 9
4 Performance 10
5 Products and services 11
6 Competitors 13
7 Swot Analysis 17
8 Medical Sector Pre and Post Covid 22
9 Research Objectives 29
10 Research Methodology 30
11 Data Tabulation 31
12 Analysis 38
13 Findings 45
14 Recommendation 48
15 Conclusion 49
16 References 50
17 Questionnaire 51

6
 ABOUT TALENT SERVE

An IIT, IIM, and Symbiosis alumnus named Talent Serve works with millions of students
worldwide to provide a 360-degree solution to their entire career, educational,
employment, and corporate needs. They have connections with a variety of industry
specialists who will mentor the students during the course of the course. They provide
online mock interviews as well as coaching sessions with professionals in the industry.
The CVP masters guide the students as they create their portfolio and resume.

7
 HISTORY OF TALENT SERVE

Founded on July 16, 2019, Talentserve India Private Limited is a private company. It is
registered with the Registrar of Companies in Mumbai and is categorised as a Non-govt
Company. Both its paid up capital and authorised share capital are Rs. 100,000. It
engages in many business-related activities.

8
The most recent Annual General Meeting (AGM) of Talentserve India Private Limited
took place on November 30, 2021, and its most recent balance statement was submitted
on March 31, 2021, according to MCA data.

Megha Worah and Dilip Worah act as directors for the company Talentserve India
Private Limited.

According to our records, TALENTSERVE INDIA PRIVATE LIMITED has 100000

authorised and paid-up capital rupees.

ORGANIZATIONAL STRUCTURE

9
There are two directors for the firm, but no important managerial figures are known.

Dilip Worah, who was appointed on July 16, 2019, is the director who has been on the
board for the longest. For the last 3.2 years and 0.0 months, Dilip Worah has served on
the board. Megha Worah, who was appointed on February 14, 2022, is the director who
has held the position the most recently.

With positions at a total of 2 firms, Dilip Worah has the most additional directorships.
Through its directors, the firm is associated with 1 more company in total.

10
 PERFORMANCE

Founded on July 16, 2019, Talentserve India Private Limited is a private, unlisted firm.
Its headquarters are in Mumbai City, Maharashtra, and it is categorised as a private
limited business. It has an INR 1.00 lac authorised share capital as well as INR 1.00 lac in
total paid-up capital.The operational revenue range for Talentserve India Private Limited
for the fiscal year ending on March 31, 2021 is less than INR 1 cr. EBITDA has dropped
by -37.07% compared to the prior year. Its book net value has also dropped by -28.41%
over this time. Here you can find other performance and liquidity ratios. Talentserve
India Private Limited is currently in an active state. According to our data, Talentserve
India Private Limited's most recent recorded AGM (Annual General Meeting) took place
on November 30, 2021. Additionally, according to our data, its most recent balance
statement was created for the period ending on March 31, 2021.

11
12
 PRODUCTS/ SERVICES

A service is an intangible good that results from the labour of one or more people, wherea
s a product is a tangible good that is placed on the market for purchase, consideration, or 
consumption. 
Despite the appearance that the two notions' tangibility is what sets them apart most, this 
is not necessarily the case. 
Services are typically intangible, whereas products are not always physical.
One thing to bear in mind is the close alignment between products and services. 
In actuality, the majority of items include some sort of service component. 
For instance, when a customer purchases a car, there are several additional service obligat
ions, such as tune-up and maintenance.
A physical product's quality is relatively simple to evaluate. 
Most items can be counted, touched, and seen, so a customer can judge its durability by l
ooking at it. 
A nice illustration is when someone is purchasing a home. 
Every inch of the home, including the attic, basement, foundation, each room, and more, 
will be examined by the buyer.

A service, on the other hand, cannot be felt or tried out prior to purchase. 
Let's say that before making a decision to buy a property, a person requires a professional 
inspection to find any undiscovered problems. 
How much knowledge does the inspector have in terms of plumbing, roofing, and other st
ructural issues?

However, there is a distinct distinction between the two ideas, and it is crucial to compreh
end their practical meanings.

The easiest approach to explain perishable goods is to think about a restaurant proprietor. 

13
Since most fresh goods perish within a few days, if such a person does not comprehend th
e notion of spoiling and waste reduction, he runs the danger of jeopardising his business. 
Technology is yet another illustration. 
Even intangible items like software eventually become outdated. 
Products like jewellery and car components fall under the category of perishable goods.

Airline trips, vehicle repairs, theatre entertainment, and manicures are examples of 

perisable services. 

If someone buys an airline ticket for a specific day, but then becomes sick and can't fly, t
he ticket expires. 
Some services' perishable nature makes it challenging to strike a balance between supply 
and demand.

History shows that manufacturers must modify or replace things once they become outmo
ded. 
Think about how paper books have been replaced by websites and e-books, or how CDs h
ave displaced cassette tapes and DVDs. 
Other times, services have taken the place of certain items. 
For instance, many people increasingly prefer streaming services like those provided by e

ntertainment companies like Netflix to DVDs and cable or satellite television shows.
Simply said, products are things that are created, kept, moved, marketed, and ultimately s
old. 

Services are intangible, as opposed to goods, which can be either physical or intangible. 
Different characteristics, such as tangibility, perishability, unpredictability, and heterogen
eity, account for the distinctions between goods and services.

Talent Serve is a organization that offers educational and both Hard Skills and Soft skills
where they help you with building your resume. Get amazing career tips, socialize with

14
Industry Experts and Aspirants, get expert referrals and win exciting rewards. Learn and
interact with top industry experts.Get exclusive Internships and Interviews that will help
you achieve your dream job.

COMPETITORS

Competitors are companies that can provide your clients with identical or comparable
goods and services.

Your rivals extend beyond those with whom you are now in direct conflict. 

15
They also consist of any possible rivals who might decide to engage in competition in yo
ur market in the future. 
This can involve a competitor from another region moving into your neighbourhood or a 
rival opting to broaden its product line to appeal to a different segment of the market.
Businesses that share space, like healthcare providers, should think about whether they ar
e running distinct operations or a joint venture. 
Unless a company is set up as a single legal entity or a partnership of persons, the people 
working there who offer the same services are often viewed as being in competition with 
one another. 
Insofar as there are no corporations among the participants, partnerships are regarded as d
istinct legal entities.
Whether or whether you compete with others you work with depends on your employme
nt agreements. 
Typically, you don't go up against your coworkers.
Even if you work in the same location, you would be regarded to be in competition with o
thers who offer the same services as you if you operate on contract or for a fee-for-
service basis.

In some circumstances, your funding agency may also be seen as your client if you get fi
nancing (for instance, if you are a health practitioner receiving funding). 
In certain circumstances, your rivals are those whose services the funding agency could u
se instead of yours.

You should obtain legal counsel if you are unsure whether you are in competition with ot
her companies and you are thinking about signing an agreement with any of them that mi

ght change your rates or fees.
Even when you have a subcontracting agreement with a company, you may still be viewe
d as being in competition with them. 

While you and the lead contractor may discuss the price associated with the subcontract i
n certain circumstances, the lead contractor must independently decide what price to give 
the client. 

16
Read our fact sheet on cartels and price fixing for more details.
You are still perceived as competing with a sizable company that provides you with good
s on a wholesale basis and sells goods into the same market as you. 

In these circumstances, you have the option of debating and negotiating the supply price f
or any goods you buy from the provider. 
However, you are not allowed to talk about pricing or how you'll set them (including leve
ls, discounts, rebates, or margins) for the products and services you offer in opposition to 
the supplier.

17
Creative Technosoft Systems:

Creative Technosoft Systems is an offshore software development company. It offers

web application and mobile application development, enterprise application integration,
business intelligence, GIS applications, software customization and support, software
testing, and other services. It is a private company founded in 2007.

18
Mobiblanc:

Mobiblanc is a provider of mobile business solutions. It designs and develops GovTech

and SmartCity software solutions. The company caters to financial services,
telecommunications, transport, automotive, and other sectors. Private company found in
2010.

Q4 Web Systems:

Q4 Web Systems is a SaaS-based platform that provides

communication and intelligence solutions to investor relations
officers and the c-suite of public companies. It offers engagement
analytics, investor relations CRM, capital market and investor relations event, and other
solutions. Ptivate company found in 2006. Head quarters in Toronto Canada

19
Mobineers:

Mobineers is a provider of IT solutions. It develops workflow automation, document

management, inventory management, project monitoring, document management, and
other software. The company caters to government, e-commerce, logistic, and other
sectors. Private company, head quarters in Delhi.

20
 SWOT ANALYSIS

A SWOT analysis is a method for evaluating these four components of your company.
SWOT stands for Strengths, Weaknesses, Opportunities, and Threats.

SWOT analysis is a tool that may assist you in identifying the current strengths of your
business and developing a winning future plan. SWOT may also reveal business areas
that are restricting your growth or that, if left unchecked, your rivals may exploit.

In other words, what's happening within and outside of your firm is examined in a SWOT
analysis together with internal and external issues. As a result, although some of these
elements will be in your control, others won't. In any instance, once you've identified,
noted, and considered as many variables as you can, the best course of action will
become more obvious.

SWOT analysis may assist you in exposing unsafe assumptions and performance
blindspots inside your firm. It may provide fresh perspectives on where your company is
right now and assist you in creating the ideal plan for any circumstance if you utilise it
thoughtfully and in collaboration.

For instance, you could be fully aware of some of your organization's strengths, but you
might not be aware of just how dependable they are until you list them alongside
vulnerabilities and dangers.

Similarly, you probably have valid worries about some of your company's vulnerabilities,
but by doing a methodical examination, you can uncover a previously unnoticed potential
that might more than make up for them.

21
Strengths:

Strengths are things that your business performs exceptionally well or in a way that sets
you apart from your rivals. Consider the benefits your company has over competing
businesses. These can be the drive of your employees, availability of particular resources,
or a potent collection of production procedures.

Consider what makes your organisation "click" because your skills are an essential
component of it. What do you do better than anybody else? What principles guide your
company? What exclusive or inexpensive resources can you access that no one else can?
The USP for your company should be identified, analysed, and included to the Strengths
section.

Then, shift your perspective and consider what your rivals could perceive as your
advantages.

Keep in mind that a component of your business is only strong if it offers you a distinct
edge. A high-quality production process, for instance, is not a strength in your market if
all of your rivals offer high-quality goods; rather, it is a requirement.

Here,

22
Talent serve is a online platform hence it has a strength to reach a larger mass of
population. It is basically designed for job seeking and skill enhancement people, and
most of the youth is looking for that.

Being an online platform, the cost of maintenance is low and the reach is maximum.

Weakness:

Your organisation has both strengths and weaknesses, so pay attention to your people,
resources, processes, and procedures. Consider your strengths and areas for improvement,
as well as the behaviours you should avoid.

Once more, consider (or learn how others in your market) see you. Do they pick up on
flaws that you often miss? Spend some time analysing how and why your rivals are
performing better than you. What lack do you have?

Be truthful! If you don't obtain all the data you want, your SWOT analysis won't be very
useful. So it's essential to be practical right away and deal with any unpleasant realities as
soon as they arise.

23
Here,

Even though Talent serve has its strengths, but the weakness is its management system.
During my experience in working with talent serve, I came across unorganized
management systems.

Flow of information is not smooth and there is a communication gap between employers
and workers. Also, they lack in decision making process. Along with that they don’t have
proper financial system to keep a proper check on financial transactions.

Opportunities:

Opportunities are windows of opportunity or opportunities for something good to occur,

but you must seize them for yourself!

24
They often result from events that happen outside of your company and call for
consideration of potential future events. They could appear as a result of advancements in
the technology you employ or the market you service. The capacity of your business to
compete and take the lead in your market may be greatly improved by being able to
recognise and take advantage of opportunities.

Consider good possibilities that you can seize right away. It's not necessary for these to
be game-changers; even modest advantages might boost your company's competitiveness.
What intriguing market trends, big or little, do you know that could matter?

Here,

Because of their online platform and various products to enhance skills, they have a huge
opportunity to boost their share in market. After the covid, there is a huge preference to
online businesses. This is an opportunity for talent serve.

25
Threats:

Threats include everything that can have an adverse impact on your company from the
outside, such as supply-chain issues, changes in market demands, or a lack of qualified
candidates. It's critical to foresee risks and combat them before you fall victim to them
and experience a stop in your progress.

Consider the challenges you encounter in launching and marketing your product. Your
items may be altering in terms of quality standards or specs, and if you want to maintain
your position as a leader, you'll need to update them. Technology development is both a
threat and a chance that never really goes away.

Always think about what your rivals are doing and whether your organization's focus has
to change to meet the challenge. But keep in mind that what they're doing might not be
what you should be doing. Avoid imitating them if you're unsure of how it will help your
situation.

Make sure to find out whether your company is particularly vulnerable to outside threats.
Do you, for instance, have bad debt or cash flow issues that might leave you exposed to
even the smallest market changes? Be on the lookout since this threat has the potential to
badly harm your company.

Here,

Even though Talent serve has stronger strengths and opportunities, it also has stronger
competitors. The crowd of online educational services has increased drastically after
covid. Due to such strong competitors talent serve have to put so much of efforts to
highlight themselves in such crowd.

26
 MEDICAL SECTOR: PRE AND POST COVID

The COVID19 epidemic has tested even the world's most advanced healthcare systems, 
which has inevitably rattled India's healthcare system as well. 
Both the public and commercial sectors cooperated in the overall response to the
Epidemic. 
The private Indian healthcare industry players rose to the occasion and have been giving t
he government all the support it requires, including testing, isolation beds for treatment, 
medical staff, equipment, and home healthcare.
About 60% of inpatient treatment in India is provided by the country's private healthcare 
industry. 
In response to the COVID-19 pandemic, the majority of private facilities began to imple
ment their plans. This required significant investments to set up facilities for infection co
ntrol and prevention, the construction of infrastructure for quarantine and treatment, and t
he provision of the facility with appropriate medical equipment and additional staff. 
Due to delayed medical tourism and elective procedures, hospitals and labs also saw a dra
matic loss in income (the pandemic is predicted to reduce the operating profit of private h
ospitals by almost 40% this fiscal year. 
According to a government directive, the OPDs (outpatient departments) had also been cl
osed for virtually the whole year.

27
In order to combat the pandemic, the healthcare sector, along with the federal and state g
overnments, established specialised COVID-19 hospitals, isolation centres, and technolog
y-enabled resource mapping. 
The Indian government also made use of technology and created many applications at the 
federal and state levels in order to control the outbreak properly. 
The Aarogya Setu smartphone app, which aided in self-evaluation, contact tracking, and s
yndromic mapping, was extensively utilised across the nation. 
These technological platforms were employed to support the response management, whic
h included bed management, teleconsultations with patients, supply of critical products in 
containment zones, and real-time monitoring and evaluation by the authorities.

Investment in India’s healthcare sector:

The Indian healthcare system survived the epidemic despite some early setbacks. 
India has established itself as a leader in the world thanks to its numerous efforts in the pr
oduction of medical devices, disposables, pharmaceuticals, and the most recent vaccinati
on initiatives. 
India went above and above to help other nations in addition to meeting its own needs. 
Consequently, the healthcare industry appears to provide a good investment opportunity. 
Several elements promoting upcoming investments in the industry include:

28
 Medical infrastructure in Tier II and III cities: The pandemic's worst-hit moments
underlined the necessity for a healthcare system that is "emergency-proof" for
similar events in the future. These shortcomings included the needed number of
beds or the accessibility of modern technology. Specialty centres and hospital
networks are stepping forward to expand capabilities, particularly in Tier II and
III cities. Through the establishment of small clinics and partnerships with
reputable local physicians, several hospital chains have begun developing in these
cities. This is also in line with government initiatives to narrow the accessibility
gap and expand the number of hospital beds per thousand people, particularly in
rural and sub-urban areas of the nation.
 Awareness of health insurance: Over the past several years, there has been a rise i
n consumer knowledge of health insurance options, and with each passing year, m
ore individuals are purchasing health insurance.
 Government initiatives: Although planned prior to the epidemic, government
initiatives to achieve universal health coverage under "Health for All" and
programmes like Ayushman Bharat and the National Digital Health Mission have
accelerated tremendously. There is opportunity for private companies to expand
their presence and reach as a result of these efforts to make healthcare
inexpensive and accessible for the entire population.
 Medical tourism: The availability of high-quality services at prices that are
comparably cheaper than those in Western Europe or the United States makes
India's healthcare industry appealing to patients from abroad. In terms of
international visitor visits for medical purposes as of 2012, Bangladesh (22%) had
the greatest percentage, followed by the Maldives (17%), Afghanistan (9%) and
Iraq (8%).
 Technological use: Particularly in the present day, online consultations and
technology platforms are much sought for. The integrated web-based telemedicine
system "eSanjeevani" was unveiled by the Ministry of Health and Family Welfare
in August 2019. It strives to close the divide between urban and rural India to
provide healthcare services that are equitable.

29
India's healthcare industry is anticipated to reach USD372 billion by 2022, driven by
growing lifestyle-related ailments, rising incomes, easier access to insurance, and
improved healthcare knowledge. By 2025, the Indian government wants healthcare costs
to account for 2.5% of the country's GDP (gross domestic product). The COVID-19
epidemic has also changed how the public and commercial sectors want to overhaul the
healthcare system. Telemedicine services have received more attention, and the
government has also released new regulations to make the practise lawful in India. New
regulations have been released by the Ministry of Health and Family Welfare
(MoH&FW) and NITI Aayog that will permit registered medical practitioners (RMPs) to
deliver healthcare services via telemedicine.

In addition, to address the country's health issue, the government has created the NDHM
(National Digital Health Mission). Telemedicine, health IDs, health records, e-pharmacy,
and digi-doctor services are significant components of this aim.

The greatest health crises of our time have not only exposed the numerous obstacles and
deficiencies in our health-care system, but have also underlined the significance of
investing in 'well-being' at both the human and system levels. It has brought in a new era
of digital and technology breakthroughs and improvements that are intended to assist
communities in meeting those standards much more quickly.

30
The coronavirus disease 2019 (COVID-19) pandemic is rapidly transforming the Indian.
healthcare system, with telemedicine, or virtual health, being one of the key drivers of the
change. This report, drawn from a large academic healthcare system with an existing
telehealth infrastructure in India, at the epicenter of the COVID-19 pandemic, empirically
demonstrates telemedicine’s transformative effect on healthcare delivery and the rapid
shift in telemedicine adoption among both patients and providers.

The COVID-19 pandemic has demonstrated how flaws in health systems may have a
significant impact on people's health, ability to advance economically, confidence in
governments, and social cohesiveness.

In addition, to address the country's health issue, the government has created the NDHM
(National Digital Health Mission). Telemedicine, health IDs, health records, e-pharmacy,
and digi-doctor services are significant components of this aim.

The greatest health crises of our time have not only exposed the numerous obstacles and
deficiencies in our health-care system, but have also underlined the significance of
investing in 'well-being' at both the human and system levels. It has brought in a new era
of digital and technology breakthroughs and improvements that are intended to assist
communities in meeting those standards much more quickly.

31
The virus must still be contained and its transmission and infection rate must be reduced.
The ability of health systems to react quickly and effectively must also be strengthened.
Vaccinations against COVID-19 are part of this. Numerous countries are launching
vaccination programmers after incredibly quick development and testing. However, there
are still issues with manufacturing, delivery, and fair access, especially for low- and
middle income nations

The COVID-19 pandemic has been an unparalleled worldwide problem, and health
institutions have worked extremely hard to combat it. By significantly affecting both the
economy and the healthcare systems, it has created new difficulties. The purpose of this
document is to present a broad overview of the issues that COVID-19 rose for the EU
health systems, as well as a look at investment options that might help them become more
resilient, accessible, efficient, and sustainable. The issues facing health systems and the
remedies that are seen as opportunities are reviewed in terms of policy and activities.
Increasing the capacity of health systems, ensuring access to healthcare, fostering R&D
aimed at accelerating the development of diagnostics, treatments, and vaccines,
enhancing the digitalization of health data, and monitoring individual behaviour as well
as the socioeconomic impact are the main challenges. As a reaction to these difficulties,
several financing efforts, synergies, and proposals for health policy have been
established. Coordination is the crucial element for reaction and for incorporating

possibilities that will increase health systems' readiness and management of cross-border
health hazards. EU is continually learning from the epidemic. Governments must make
sure that the healthcare systems have the essential tools needed to react quickly to
emerging health emergencies.

Because of a pandemic that has shook the entire world, 2020 has seen a tremendous
increase in ICU visits and checks, if the healthcare sector were a patient.

A tragedy of unimaginable dimensions was unleashed by the Novel Coronavirus that led
to COVID-19 illness. More than most other sectors, the healthcare sector has felt the
effects of COVID-19.

32
Three key phases of the healthcare industry

 The past

33
 A public health emergency of this magnitude was beyond the capabilities of the h
ealthcare industry. Many industrial practises were not strong enough in terms of r
egulations, infrastructure, risk management, sourcing, procurement, or supply cha
in management due to the current condition of things.The sector was rendered mo
re vulnerable by the lack of understanding of how business might be impacted by 
global health threats. China, the core of the world's pharmaceutical, medical devic
e, and equipment industries, was also where the contagious virus originated. This 
resulted in the upset of a vital supply chain balance and made for a disastrous com
bination.

 The Present
Healthcare industries worldwide are battling a severe supply and demand imbalan
ce as well as other SCM difficulties. Due to manufacturing facility closures that h
ave caused a lack of medicines, testing kits, and other key supplies, global medica
l supply chains are in a precarious situation. Pharmaceutical firms are attempting t
o adjust to this new reality and are seeking for ways to reduce and finally stop the 
COVID19 epidemic from happening again. Clinical trials are being accelerated th
anks to the efforts of governments, hospitals, investors, pharma firms, and allied i
ndustries

 The Future
Companies who perform research, provide test kits, create possible vaccinations, 
and create or supply medical equipment are expected to gain the most as healthcar
e spending for COVID-19 rises tremendously. 
The explanation is simple: governments all over the world will make investments
not just in damage repair but also in measures to stop the epidemic from possibly 
spreading again. Additionally, this implies that businesses other than those who pr
oduce PPE (Personal Protective Equipment) or infrastructure support not directly 
related to COVID-19 might experience economic interruptions.

34
 In healthcare, creative thinking and preventative measures will become standard p
ractise. The effects of COVID-19 on the healthcare sector are discussed below.

Implications of COVID-19 in the healthcare industry-

 Short term implications:
For the pandemic to be effectively managed globally over the next three to six mo
nths, timing is everything. Despite the fact that it has already been four months sin
ce the virus first made news, the strain on hospital infrastructure will be immense.
Nonurgent procedures will become less common, which will result in a decrease
in the need for related services and supplies. 
Businesses should prepare for difficulties such as payment delays caused by a sho
rtage of liquidity and fluctuations in the demand-supply ratio.

 Medium term implications:

Perhaps the one bright spot in these bleak times is increased spending on primary 
and critical care.The financial burden on public payers and healthcare providers w
ill be greater than ever. In some areas, private payers could be concerned about so
lvency challenges and related problems.However, once the outbreak flattens out i
n the following six to twelve months, everything will resume as far as the return o
f on-the-ground sales agents and teams to hospitals.
.

35
  Long term Implications:
Longterm healthcare plans require a macrolevel reprioritization by governments a
nd organisations. Telehealth, remote care, and other sorts of digital healthcare sol
utions are examples of relatively recent technologies that healthcare will adopt in t
he post-COVID-19 age
We're about to witness a seismic surge of groundbreaking digital solutions for im
proved patient care. A year after COVID19, the focus for healthcare organisation 
will also need to be on reevaluating pricing patterns and seeking for alternatives (
value-based pricing, for instance).

RESEARCH OBJECTIVES

This study will tell us about the change in medical health care sector, before and after

covid. This study aims to systematically study the impacts of the pandemic on people's
life patterns by analyzing and surveying in lifestyle in India. India was chosen as the
subject of the case study because it has effectively contained the pandemic, and
population has mostly returned to normal. Therefore, the pre- and post-pandemic
comparison in India can accurately reflect the impact of the pandemic.

36
The latest study adds to the existing body of knowledge about the impact of the pandemic
on population travel patterns. In comparison to survey data, the mobile signaling data
used in this study are highly representative in showing population lifestyle habits.

RESEARCH METHODOLOGY
37
This study examines the social-economic ramifications of COVID-19 on several elements
of the global economy in response to the global COVID-19 pandemic. The COVID-19
scenario will almost probably have a negative impact on IoT market elements other than
health care. To address these difficulties, IoT devices and sensors can be used to track
and monitor people's movements, allowing required actions to be made to prevent the
spread of COVID-19. By evaluating the geomap of the journey history, mobile devices
can be utilised to track down the impacted person's contact information. This will stop the
spread and return the economy to normalcy.

This article contains a few reviews, techniques, and guidelines along these lines.
Furthermore, insights on the pandemic's effects on many industries as as agriculture, the
medical industry, banking, information technology, manufacturing, and many others are
presented. These insights may help top-level management in the corporate and public
sectors make strategic decisions and develop policies.

We polled individuals over the phone from August 1st to October 25th, 2022. Pre-tested
questionnaires were used to collect data on participants' demographics, socioeconomic
position, co-morbidities, access to health care, treatment satisfaction, self-care practises,
employment, and income. A diverse sample of 40 individuals also participated in
qualitative interviews aimed at eliciting patients' perspectives during the COVID-19
lockdowns, with data processed using theme analysis.

38
 DATA TABULATION

Age group

Do you see any noticeable changes in health care sector pre and post covid 19

39
Did you lose anyone you know in covid pandemic?

Were all the nurses and doctors wearing gloves and masks in hospitals?

40
How often did you sanitize your hands?

41
How much would you rate medical sector pre covid19?

How much would you rate medical sector post covid 19?

42
Was the covid 19 vaccine easily available and accessible to you?

Are you more concerned about your health and immunity after covid?

43
How much is your lifestyle changed after covid?

How many times were you travelling abroad pre covid?

44
How many times have you travelled abroad after covid?

45
Do you think Indian Healthcare sector is strong enough to fight such
pandemic in future?

46
 ANALYSIS

 Do you see any noticeable changes in health care sector pre and
post covid 19?

The majority of people surveyed that is 57.1% have agreed that they saw noticeable
changes in health care sector after covid-19 pandemic.

The COVID-19 pandemic has naturally shaken the foundations of India's healthcare
system, as it has tested even the most evolved healthcare systems around the world. The
entire reaction to the epidemic saw both the commercial and public sectors working
together. Private Indian healthcare providers stepped up to the plate and have been giving
all of the assistance that the government need, such as testing, isolation beds for

47
treatment, medical staff, and equipment at government COVID-19 hospitals and home
healthcare.

 Did you lose anyone you know in covid pandemic?

According to the World Health Organization, India has documented 530520 Coronavirus
deaths since the pandemic began (WHO). In addition, 44664810 Coronavirus cases were
reported in India. In the survey conducted 80% of the people have lost their loved ones.
From 3 January 2020 to 9:38pm CET on 10 November 2022, there were 44,664,810
confirmed cases of COVID-19 in India, with 530,520 deaths, according to WHO. A total
of 2,197,618,105 vaccine doses has been delivered as of November 8, 2022.

48
  How often did you sanitize your hands?

Sanitation has always been the most effective method of avoiding illness. However, with
the coronavirus (COVID-19) epidemics, hand washing is more important than ever.
Coronavirus is easily transmitted. Hand sanitization reduces the spread of pathogens,

49
including coronavirus. After the covid 19 pandemic 40% of people have started sanitizing
their hands more than 8 times a day.

 How much would you rate medical sector pre and post covid19?

Pre covid:

50
Post covid:

India was facing an illness with no known cure and symptoms that were completely
unpredictable.

Looking at the two graphs, people were somewhat unhappy with the working of medical
sector pre covid. Maximum of people has rated the medical facilities ‘6’, though after
covid 19 the rating increased to ‘10. This shows how much our medical sector has grown.

 Was the covid 19 vaccine easily available and accessible to you?

51
The Oxford-AstraZeneca vaccine, branded locally as Covishield; Covaxin by Indian firm Bharat
Biotech; and Russian-made Sputnik V and Corbevax are now used in India. Covishield has
accounted for almost 80% of adult doses so far. "The key problem is to work with a new vaccine
and deliver it to people of all ages, as opposed to the current vaccination programme, which
largely targets pregnant women and children." Working at scale across the country to reach all
target populations will necessitate ensuring both the infrastructure and human resources are
available, according to Dr. Anant Bhan, a researcher at Global Health, Bioethics, and Health
Policy.

52
  Are you more concerned about your health and immunity after
covid?

Unless a vaccination is developed, COVID 19 will be here to stay. Immunity checks will
play a significant part in our current war against the virus. COVID-19 severity is mostly
determined by host variables, particularly cellular immunological responses in patients.
Individuals with mild COVID-19 and improved patients with severe COVID-19 have a
normal immune response that efficiently eliminates the virus. In individuals with fatal
severe COVID-19, the immune response is divided into three stages: regular or
hypofunction, hyperactivation, and anergy.

53
  How much is your lifestyle changed after covid?

COVID-19 resulted in a change in lifestyles behaviour. Psychosocial or mental stress was

shown to be widespread among the subjects. There was also weight gain and a decrease
in physical activity. COVID-19 was discovered to alter also sleep quantity but also sleep
quality. The individuals' amount of activity and workout duration were shown to be
lowered, as was their weight gain.

54
 FINDINGS

COVID-19 has paralysed the global healthcare system, and recognising the real impact
aids in strategizing service delivery planning and workforce/resource allocation in the
post-COVID-19 era, therefore minimising any harm to patients' eyesight and quality of
life. As the data suggests 57.1% of people agreed on seeing noticeable changes in
healthcare system. There are various changes in hospitals. Regular screening at all access
points, including temperature checks upon arrival, has become a daily procedure.
Screenings for physicians, nurses, employees, visitors, and patients visiting the institution
for other conditions have become vital to guarantee that the virus does not spread.
Infrared hand-held devices are used to monitor the temperature in order to maintain
safety requirements and the no-contact rule. The institutions have formed Covid reaction
teams in the event that a third wave occurs. The response team includes all relevant care
providers and stakeholders from the ICU, Emergency Room (ER), administration,
support workers, and so on. In the event of a third wave, hospitals must be prepared to
deal with the scenario. For this circumstance, hospitals have formed an emergency
reaction team. A COVID care committee has also been established for policy decisions

55
and monitoring. Personal Protection Equipment (PPEs) has become vital things for
physicians, nurses, and healthcare workers since they not only safeguard their safety but
also prevent the infection from spreading. Sanitizers, masks, and gloves are also required
to provide total infection prevention. When the healthcare personnel arrives at the
hospital, they put on their kits and do patient care activities in areas such as ICU, ER,
OTs, Casual wards, patient moving, ambulance, and so on. Personal Infection Control
standards in hospitals have also modified after COVID-19, and it is recommended that
patients apply an alcohol-based hand massage before entering the hospital. Inside the
structure, alcohol-based sanitizer dispensers have been placed. Medical equipment is also
sterilised on a regular basis, and hospital premises are thoroughly cleaned throughout the
day. Floors are scrubbed on a regular basis, and the entire facility is sanitised with
alcohol. In the post-pandemic environment, video consulting for various specialisations
have been on the increase. Video consultations are an excellent way to conduct general
healthcare, mental health concerns, and post-hospital discharge checkups. In addition,
post-surgery follow-ups may be conveniently accomplished by phone or video chats. To
guarantee safe operations following COVID-19, the physical distance policy is currently
being followed. The six-foot markings have been placed in areas where crowds are usual.
Hospitals, for example, have established adequate social distance indicators and sitting
arrangements with correct separation. Only government criteria are used to conduct
timely testing for all healthcare personnel who are at high risk/exposed. Hospitals and the
healthcare system are critical components of the community, and healthcare standards
must be properly adhered to in order to eradicate the COVID-19 infection. Only
according to government requirements are healthcare personnel at high risk/exposed
checked. Aside from wearing PPE kits in COVID wards, preventative practises in
hospitals have grown quite stringent. Infection prevention control (IPC) has stringent
rules and is becoming an important and fundamental aspect of clinical patient treatment.
These preventive control procedures are implemented and commenced at the moment of
patient admission to the hospital. To prevent the virus from spreading, standard measures
such as hand hygiene, needle-stick or sharps injury avoidance, and washing and
disinfection of equipment used on COVID patients have become obligatory. To prevent
the spread of this deadly illness, admission regulations have become extremely rigorous,

56
with only a restricted number of visitors permitted to enter hospitals and see patients. The
hospitals constantly monitor the temperature of visitors before admitting them, and no
one is allowed in without wearing a mask and following the safety precautions. The virus
is undeniably contagious and may spread through any interaction with infected people.
As a result, appropriate and secure waste disposal from sick patients has become even
more stringent. To ensure safety protocols and prevent virus spread, hospitals ensure that
waste from COVID-infected patients, such as used masks, plastic utensils used by
patients, and used PPE kits, is properly segregated, packed, and disposed of in
accordance with standards, and that the equipment is fully sanitised in CSSD. As far as
the avilibility of vaccines is concered only 50% of them received without any problems.
It is vital for health departments to gain the trust of their communities in order to generate
demand for COVID-19 immunizations. As a health department administrator, you may
do this through cultivating strong ties with community-trusted groups and being sensitive
to people's concerns. Because of widespread lockdowns requiring seclusion at home, the
COVID-19 pandemic has prompted abrupt lifestyle adjustments, altering everyday
routines and lifestyle modifications. The current study was designed to evaluate the
changes brought about by COVID-19 lockout limitations. The present COVID-19
epidemic has altered our everyday lives, instilled dread of infection, and hence altered
our life satisfaction and mental health. Using network-based techniques, the current study
studied the influential cascade of changes during the COVID-19 among medical students'
lifestyle, personal views, and life (dis)satisfaction. For better mental health of medical
students during the COVID-19 pandemic, psychosocial interventions targeting
anxiousness, difficulty relaxing and concentrating, fear of transferring illness to
colleagues, emotions of failure or loss of situational control are necessary. Coronavirus
illness has had a global impact on people's lifestyles in 2019. Many people have formed
irregular eating habits and have become physically inactive, which has resulted in an
exacerbation of lifestyle-related diseases and unhealthier lifestyles, which has
subsequently increased the severity of coronavirus disease 2019. These data show that the
coronavirus epidemic resulted in a better lifestyle in one portion of the surveyors  and, to
a lesser extent, an unhealthier lifestyle in another. More research is needed to determine if

57
this behavioural change is sustained over time and how different lifestyle variables
impact susceptibility to and progression of COVID-19.

58
 RECOMMENDATION

Assuring continuous and consistent supply of medications and crucial supplies for safe
and effective treatment delivery while reducing the emotional load.

Safety equipment; potential drugs, oxygen; and maintaining the sufficiency of beds that
could be quickly converted into acute care beds. Tertiary care centres in big cities such as
Mumbai must be self-sufficient in critical supplies such as IPC equipment and oxygen.
The state government/city government should maintain a core digital inventory of all
emergency supplies in primary retailers that are linked to consumer units. Agencies must
assist hospital workers and local producers in producing low-cost quality PPEs.

Development of recreational activities in health care institutions in order to provide

tailored health, wellness, and mental health initiatives to address the physical and
emotional consequences of COVID-19 and/or comparable threats. These can include
organisational measures to increase healthcare professional wellbeing in areas such as
diet, exercise, meditation, sleep quality, and burnout reduction. These facilities can be
located near high dependency/critical care services, allowing treating medical personnel
to get these treatments when and where they need them. A high-quality digital signal
interface in adjacent areas of healthcare services for talking and chatting with friends and
family would assist MHWs feel as though they are in close contact with them.

Create a real-time risk messaging service at the state level that feeds and transmits all
messages, updates, orders, and circulars on any public emergency in real-time to all
peripheral facilities. These would assist front-line officials in making timely decisions at
their execution level, assisting the system in containing/mitigating risks. This platform

59
may also be utilised to help health care personnel by implementing encouraging and
motivating programmes

Following the end of the current epidemic, impacted and/or involved healthcare
personnel must be followed up on, supported, and long-term implications adequately
handled. A task force might be formed to help minimise the physical, emotional, social,
and economic consequences on MHWs. The state is expected to have a staff to monitor
the health of all health workers through face-to-face and online assistance, which would
encourage and motivate the MHWs further and aid in the reduction of mental negative
impacts.

CONCLUSION

The World Health Organization declared COVID 19 outbreaks to be pandemic on March

11, 2020, alerting all countries across the world to strengthen their public health
infrastructure. While middle-income countries attempted to strengthen the existing
system, India was hit by two major waves: one in early 2020, which pushed the health
system into a state of ambiguity and new knowledge in case management and disease
control, as well as shortages of infection prevention and control equipment, primarily
PPE kits among health workers. The second wave in 2021 has presented the country with
an unparalleled distribution of delta variant, as well as an urgent lack of medical oxygen
and important pharmacological agents, as well as scarcity and overload on current human
resources in COVID 19 management.

It has been observed that there are only 50% of the surveyed people who received covid
vaccination A necessary training with skill development to sharpen emergency readiness
should be personalised at each facility level, coupled with a risk assessment of the
workplace at each facility level, analysing numerous characteristics connected to

60
infection. To enhance emergency response systems, and therefore the health system,
supportive actions are required to defend the health system's backbone through real-time
data analytics on disease monitoring systems. In this environment, acceptance and
execution of presented treatments and suggestions are critical. It is also necessary to
provide excellent telehealth services in a range of settings (primary and secondary) in
order to reduce the acute increased loads of patients that contribute to infection exposure
in health facilities. Job-specific training for dealing with pandemics and other calamities
is required.

BIOGRAPHY OF REFERENCES

 https://home.kpmg/in/en/home/insights/2021/02/india-healthcare-sector-
transformation-in-the-post-covid-19-era.html
 https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7837201/#:~:text=A%20change
%20in%20lifestyle%20behaviour,affected%20due%20to%20COVID%2D19.

61
 https://www.frontiersin.org/articles/10.3389/fimmu.2021.646333/full
 https://www.jica.go.jp/india/english/office/others/c8h0vm0000fdjmnd-att/
study_02.pdf
 https://bmjopen.bmj.com/content/11/1/e043590
 https://ourworldindata.org/coronavirus-testing
 https://doi.org/10.3386/w27378
 http://www.oecd.org/dac/development-assistance-committee/DAC-Joint-
Statement-COVID-19.pdf
 https://home.kpmg/in/en/home/insights/2021/02/india-healthcare-sector-
transformation-in-the-post-covid-19-era.html#:~:text=The%20COVID
%2D19%20pandemic%20has,a%20legal%20practice%20in%20India.
 https://bmcpublichealth.biomedcentral.com/articles/10.1186/s12889-021-11264-z
 https://journals.plos.org/plosone/article?id=10.1371/journal.pone.0264617
 https://www.ncbi.nlm.nih.gov/pmc/articles/PMC8508365/
 https://www.who.int/emergencies/diseases/novel-coronavirus-2019/covid-19-
vaccines

QUESTTIONNAIRE

62
63
64
65
66
67