KPJ .

magazine said in its report .

Interestingly , there were seven other establishments from Southeast Asia featured in the world list . They were Singapore General Hospital ( number 11 ), National University Hospital , Singapore ( 79 ), Tan Tock Seng Hospital , Singapore ( 110 ), Mount Elizabeth Hospital - Orchard , Singapore ( 116 ), Bumrungrad International Hospital , Thailand ( 130 ), Changi General Hospital , Singapore ( 156 ), and Gleneagles Hospital , Singapore ( 167 ).

Meanwhile , MHTC also announced that 20 out of 30 hospitals that made it into the World ’ s Best Hospitals 2024 ( Malaysia ) list were MHTC ’ s members . They included Institut Jantung Negara ( National Heart Institute ) – Cardiology ; Island Hospital ; KPJ Puteri Specialist Hospital ; Pantai Hospital Ayer Keroh ; Prince Court Medical Centre ; and Subang Jaya Medical Centre .

IN THE past decade , Malaysia has emerged as a leading destination for healthcare travel , drawing accolades , recognition , and a steady stream of returning patients .

To further solidify its position and navigate the evolving landscape , the Malaysian Healthcare Travel Council ( MHTC ) unveiled its Healthcare Travel Industry Blueprint ( HTIB ) 2021- 2025 .

“ The MHTC Blueprint 2021- 2025 , formulated during the pandemic in 2020 , is wellcrafted and thought-out . The analysis leading to the Blueprint is clear and well�defined .

“ There ’ s the explicit recognition that the healthcare travel experience needs to be improved ,” said EMIR Research ’ s Social , Law & Human Rights Head Jason Loh .

The Blueprint was designed to empower synergy and growth across the healthcare travel ecosystem , guiding industry stakeholders while creating value and win-win opportunities .

BLUEPRINT STRUCTURE

Structured around five key areas , it addresses the industry ’ s performance , challenges , strategic analysis , future momentum , and implementation governance . The five areas are : 1 . The landscape : Reflects on the industry ’ s performance , including the healthcare travel ecosystem and its players .

2 . The unprecedented challenge : Examines the impact of Covid-19 and the resulting challenges to the healthcare travel industry .

3 . The analysis : Utilises SWOT , Porter ’ s Five Forces and gaps assessment to set the focus for the Strategic Framework .

4 . The momentum ahead : Outlines the Strategic Framework with objectives ,

key initiatives , targets , and measures to achieve the industry ’ s aspirations .

5 . The implementation : Establishes governance to spearhead the Blueprint ’ s implementation and ensure alignment across the healthcare travel ecosystem . The Blueprint ’ s overarching aspiration is to provide the best healthcare travel experience in Malaysia by 2025 . This entails a cohesive effort from stakeholders across the patient journey and supporting ecosystem , focusing on high-quality safety , affordability , hospitality and seamless travel experiences .

CRITICAL INSIGHTS FROM SWOT AND PORTER ’ S FIVE FORCES

The analyses conducted have provided valuable insights into Malaysia ’ s healthcare travel industry : SWOT Analysis :

• Malaysia ’ s strong medical regulations , high readiness for emergencies , internationally recognised medical professionals , and high-quality , affordable medical services are its core strengths .

• There are ample opportunities to attract healthcare travellers from countries with weaker healthcare systems .

• The major restraint is inadequate access to comprehensive information about Malaysia Healthcare for healthcare travellers .

• Healthcare travellers might shift their trust towards countries managing Covid-19 cases and vaccination programmes better .

• The rapid adoption of digitalisation and tech enablers . Porter ’ s Five Forces : �y 2�2� , all five mar�et

forces will be against Malaysia - competitiveness is increasing .

• The high threat of new entrants is evident ( from Vietnam ).

• Existing competitors ’ rivalry is also increasing ( Thailand , Singapore , and South Korea ).

• There is an increased threat of substitutes due to improvements in healthcare systems in the home countries of Malaysia ’ s target markets .

• There is reduced bargaining power of suppliers ( healthcare travel providers ) as healthcare travellers have more choices .

• Inversely , the bargaining power of buyers increases . To thrive amidst increasing competition , Malaysia ’ s healthcare travel industry must strengthen its ecosystem and optimise touchpoints to remain relevant and competitive internationally . The Blueprint serves as a strategic roadmap to navigate challenges , capitalise on opportunities , and elevate Malaysia ’ s position as a premier destination for healthcare travel .

Jason commended the strategic framework and action plan outlined in the Blueprint , highlighting their alignment with national and sectoral masterplans .

“ All in all , the Blueprint epitomises vision , passion and determination to bolster and firmly position and place Malaysia ’ s reputation as the healthcare travel destination of choice for the wider encompassing both the preexisting and new ones as well as the niche markets .”

With concerted efforts and strategic implementation , Malaysia is poised to continue its trajectory as a preferred choice for healthcare travellers seeking quality , affordability , and a seamless experience . – The HEALTH