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Assignment 06: Life Cycles in Healthcare

HA4110D – Healthcare Planning and Evaluation

.READ Chapter 15 of the textbook.

.REVIEW PowerPoint for Chapter 15 of the textbook.

.COMPLETE Chapter 15 exercises of the textbook.

.Use your chosen organization as your main resource for the exercises but seek alternative sources, if needed. For example, your organization may be too new to be able to assess the decline phase.

.Identify each phases listed in the exercises and write a two-page report on how an organization can use the lifecycle information in an attempt to revive the healthcare service or organization.

.Use third person writings do not use “I think” or “in my opinion” keep it factual, third person and follow APA standards a minimum of two references are required.

Strategic Analysis for Healthcare: Concepts and Practical Applications–Vitalsource Bookself-username-crtshhill49@yahoo.com-Password-#magicMAN61

Strategic Analysis for Healthcare

Chapter 15

Health Administration Press

Life Cycle Analysis
Life cycle analysis assesses products, organizations, or industries by analyzing the current stage in their life cycle.
Although numerous life cycle models exist, researchers have generally identified five main phases in a life cycle:
Birth
Growth
Maturity
Revival
Decline
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Life Cycle Analysis
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Life Cycle Analysis: Birth
Organizations in the birth stage are attempting to establish for the first time a viable product-market strategy.
This is achieved mainly by trial and error as efforts are made to change products and services in a manner that generates distinctive competences.
This generally involves major and frequent product or service innovations and the conscious pursuit of a niche strategy.
Because companies in the birth phase are small and have no established reputation, they do not directly confront their more powerful competitors.
Instead, they find gaps, or niches, in the market that are not being filled, and they fill and defend these niches by making innovations.
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Life Cycle Analysis: Birth
Phase Situation Organization Innovation & Strategy

Birth Phase: Small firm Informal structure Considerable innovation in product lines
Young Undifferentiated Niche Strategy
Dominated by owner/
manager Power highly centralized Substantial risk taking
Homogenous/ placid environment Crude information processing & decision making methods

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Life Cycle Analysis: Growth
The emphasis of the growth phase is growth and early diversification:
Product lines are broadened.
Efforts are also devoted to incrementally tailoring products to new markets.
Less stress is placed on major or dramatic product innovations.
“Market segmentation begins to play a role, with managers trying to identify specific subgroups of customers and to make small product or service modifications in order to better serve them.”
“In other words, the niche strategy is often abandoned as broader markets are addressed.”
(Miller and Friesen 1948)
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Life Cycle Analysis: Growth
Organizations in the growth phase are bigger and stronger than those in the birth phase, and they are better able to lobby with various levels of government.
They may also acquire subsidiaries in their efforts to diversify.
An acquisition of this nature “generally takes the form of buying out much smaller competing enterprises in the same industry rather than diversifying into new industries.”
“The acquired firms are usually integrated into the functionally-based structure rather than left as independent divisions” (Miller and Friesen 1984).
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Life Cycle Analysis: Growth
Phase Situation Organization Innovation & Strategy

Growth Phase: Medium sized Some formalization of structure Broadening of product-market scope into closely related areas
Older Functional basis of organization Incremental innovation in product lines
Multiple share holders Moderate differentiation Rapid growth
A more heterogeneous & competitive environment Somewhat less centralized

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Life Cycle Analysis: Maturity
Firms in the maturity phase are conservative, “do not perform many major innovations, engage in very few efforts at diversification or acquisition, and fail even to make many incremental changes to the products or services being offered.”
“The tendency, more than in any other phase, is to follow the competition; to wait for competitors to lead the way in innovating and, then, to imitate the innovations if they prove to be necessary” (Miller and Friesen 1984).
Markets in the maturity phase are slightly broader than in the growth phase, and fewer firms opt for a niche strategy.
Firms try to arrange for a stable, negotiated environment by fixing prices and lobbying with the government.
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Life Cycle Analysis: Maturity
The goal appears to be to improve the efficiency and profitability of operations.
This is achieved by
avoiding costly changes in product lines,
ensuring favorable prices via collusion, and
lobbying for barriers to foreign competition.
“A stable and circumscribed product line is sold in traditional markets, the emphasis being upon economical production and the preservation of sales volume” (Miller and Friesen 1984).
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Life Cycle Analysis: Maturity
Phase Situation Organization Innovation & Strategy

Maturity Phase: Larger Formal, bureaucratic structure Consolidation of product- market strategy
Even older Functional basis of organization Focus on efficiently supplying a well defined market
Dispersed ownership Moderate differentiation Conservatism
Heterogeneous & competitive environment Moderate centralization Slow growth

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Life Cycle Analysis: Revival
The revival phase is in many ways the most exciting of the five.
Changes begin to take place in the product-market strategies being followed.
“For example, there are more major and minor product-line and service innovations than in any other period.”
“New markets are entered for the first time as firms become more diversified” (Miller and Friesen 1984).
This diversification sometimes involves the acquisition of firms in different industries.
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Life Cycle Analysis: Revival
Market segmentation further defines discrete parts of the environment, and firms differentiate product lines accordingly.
“Essentially, firms experience dramatic diversification in their products and markets. Their growth does not simply result in an increase in size but an expansion of product-market scope. There is a movement from one market to many, reversing the stagnation of the maturity phase” (Miller and Friesen 1984).
Because of their size, market power, visibility, and occasional acquisitions, some firms in the revival phase lobby with the government to avoid interference with expansion, to obtain protection against imports, and to avoid antitrust lawsuits.
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Life Cycle Analysis: Revival
Phase Situation Organization Innovation & Strategy

Revival Phase: Very large Divisional basis of organization Strategy of product- market diversification; movement into some unrelated markets
Very heterogeneous, competitive, dynamic High differentiation High level of risk taking & planning
Sophisticated control, scanning, and communications in info. processing; more formal analysis in decision making Substantial innovation
Rapid growth

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Life Cycle Analysis: Decline
Firms in the decline stage react to adversity in their markets by becoming stagnant.
“They try to conserve resources depleted by poor performance by abstaining from product or service innovation. Product lines are rendered antiquated so that it becomes necessary to cut prices to maintain sales” (Miller and Friesen 1984).

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Life Cycle Analysis: Decline
Firms seem to be caught in a vicious circle:
“Their sales are poor because their product lines are unappealing.
This reduces profits and makes for scarcer financial resources,
which in turn cause any significant product line changes to seem too expensive” (Miller and Friesen 1984).
As a result, changes are avoided, and product lines become even more outdated.
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Life Cycle Analysis: Decline
Phase Situation Organization Innovation & Strategy
Decline Phase: Market size Formal, bureaucratic structure Low level of innovation
Homogeneous and competitive environment Mostly functional basis of organization Price cutting
Moderate differentiation and centralization Consolidation of product- market
Less sophisticated info processing systems and decision making methods Liquidation of subsidiaries
Risk aversion & conservatism
Slow growth

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Life Cycle Analysis: Decline
Reasons for Decline
Too much debt 28%
Inadequate leadership 17%
Poor planning 14%
Failure to change 11%
Inexperienced management 9%
Not enough revenue 8%
(Business Week 2003)
What do these reasons have in common?
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Life Cycle / Competition Matrix
Dodge, Fullerton, and Robbins (1994) suggest a different way to consider the organizational life cycle.
First, they group organizations into either early stages of development or late stages of development.
They then consider the level of competition the organizations are experiencing.
The resulting four-block matrix displays common critical problems faced by companies in each block.
Strategies can be developed to address the critical problems.
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Life Cycle / Competition Matrix

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Life Cycle / Competition Matrix
Copyright © 2016 Foundation of the American College of Healthcare Executives. Not for sale.

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Life Cycle / Competition Matrix
Note that the life cycle chart reflects Toyota, the parent company, and its divisions.
Even though Toyota overall is in maturity, some of its other divisions are still in the growth stage.
Overlaying the life cycle / competition matrix to the life cycle chart reveals that overall Toyota is in “late stage” life cycle with “intense competition.” This suggests “critical problems” of
(a) maintaining market position,
(b) furthering its image via focus & differentiation strategies, and
(c) cost control.
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Exercise
Divide up into groups and create a life cycle chart for your project organization. Include the parent company and any divisions (if there are any).
What are the implications for strategy?
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Birth Growth Maturity Revival Decline

Size of organization

Time
EARLY STAGELATE STAGE
1. Lack of dependencies and2. Environment neither
LITTLE OR NOconstraints in pursuing goalsthreatening or constraining
COMPETITION
Critical Problems:Critical Problems:
a) Resourcesa) Stabilizing firms position
b) marketing approachb) Formalization & control
c) Formalization of structurec) Stability
d) marketing approach
3. Turbulent environment- may4. Muddling behavior, simply
INTENSEconstrain or dictate actionsreacting
COMPETITION
Critical Problems:Critical Problems:
a) Identify nichesa) Maintain market position
b) Monitor competitionb) Further image via focus &
c) Realignment of the firm differentiation strategies
vis-a-vis the competitionc) Cost control
Source: Dodge, Fullerton & Robbins, Strategic Management Journal, Vol. 15, 121-134 (1994)
5 Forces

FIVE FORCES ISSUE IMPACT ON COMPANY IMPLICATION FOR STRATEGY
Threat of Entry 1.
2.
3.
4.
5.
Threat of Substitutes 1.
2.
3.
4.
5.
Power of buyers 1.
2.
3.
4.
5.
Power of Suppliers 1.
2.
3.
4.
5.
Intensity of Rivalry 1.
2.
3.
4.
5.
FORCE ISSUE IMPACT ON COMPANY IMPLICATION FOR STRATEGY
Threat of Entry 1. Government regulation requires licensing and agency approval prior to manufacturing or sale of product. Company needs a three year lead time in order to obtain approval Must include strategies to address legal and political issues; keeping competitors at bay during approval lag time, technological obsolescence and leapfrogging during approval period
2. Raw material currently must be sourced from Asia which limits the ability of companies to enter due to higher logistics and transportation costs Cost, timing, transportation, quality control, political opposition to Asian product may hinder approval process Must include strategies to address cost, timing, transportation, quality control, political opposition, and sourcing in the US
3. Existing competitors have high profit margins and a willingness and capability to engage in a prolonged price war designed to drive a new entrant in the market out. A price war would reduce the projected profit margins and make the market undesirable to enter Strategy must address a method to develop a low cost manufacturing and distribution system and provide funding to survive a price war
4. Ability of dominant players to buy smaller players, thus consolidating costs and expanding market share. Industry consolidation could create one or two “10,000 lb gorillas” that could dominate the industry and our ability to obtain contracts Strategy must address proactive defense to industry consolidation or develop a method to compete in a consolidated industry
5. Exclusive supplier contracts are in place with major buyers which currently lock out new suppliers Company may not be immediately able to enter into contracts to supply until existing exclusive contracts by competitors expire Must include strategies to challenge the propriety of the exclusive supplier agreements, find a way around such contracts, or enable company to jump in when such contracts expire
Threat of Substitutes 1.
2.
3.
4.
5.
Power of buyers 1.
2.
3.
4.
5.
Power of Suppliers 1.
2.
3.
4.
5.
Intensity of Rivalry 1.
2.
3.
4.
5.

PEST

P.E.S.T. ISSUE IMPACT ON COMPANY IMPLICATION FOR STRATEGY
Political 1.
2.
3.
4.
5.
Economic 1.
2.
3.
4.
5.
Social 1.
2.
3.
4.
5.
Technological 1.
2.
3.
4.
5.
P.E.S.T. ISSUE IMPACT ON COMPANY IMPLICATION FOR STRATEGY
Social 1.
2.
3.
4.
5.

Competative

Some Possible Broad Categories and Sub-Catagories Analysis example using a “YES” / “NO” method Identify the key broad catagories for your industry Your Company Competator Competator Competator Industry
Product related Financial Distribution System: Our Co. Alpha Co. Beta Co Omega Co. Industry 1. Category 1. 2. 3. Implications for your company’s strategy:
Product quality Operating ratio Just in time delivery system YES NO NO YES NO 2. 1. 1.
Product price point Inventory turnover Vendor managed inventory YES YES NO YES YES 3. a. 2.
New product development rate Number of days of sales outstanding Captive trucking division YES YES YES YES YES 4 b. 3.
Product replacement cycle Gross margin ratio Unionized YES NO NO NO NO 5. c. 4.
Inovation Return on equity e. 5.
Product image / reputation Return on assets f. 6.
Debt-to-equity ratio Analysis example using a scoring scale method g. 7.
Sales Related Earnings per share Product Our Co. Alpha Co. Beta Co Omega Co. Industry 8.
Market share Product quality 1 2 2 5 3 2. 9.
Distribution network Employee Related Product price point 3 1 2 5 1 a. 10.
Sales growth % Average number of employees New product development rate 1 4 2 5 3 b.
Corporate Image Annual revenue per employee Product replacement cycle 1 4 3 5 3 c.
Customer loyalty Annual compensation per employee 1 = Superior; 5 = Poor e.
Service and sales policies Flexibility of Organizational Structure f.
Advertising Ability to Attract & Retain the best people g.
Analysis example using a numeric data reporting method
Manufacturing Related Distribution Related Financial Our Co. Alpha Co. Beta Co Omega Co. Industry 3.
Annual maintenance & repair expense Just in time delivery system Number of days of sales outstanding 130 76 98 45 67 a.
Downtime Vendor managed inventory Gross margin % 53 48 67 33 42 b.
Number of manufacturing plants Captive trucking division Return on equity % 15 13 13 3 7 c.
Location of manufacturing plants Unionized Earnings per share .32 .53 .10 .27 .33 e.
Competition’s capacity utilization f.
Technological capability g.
Vertical integration Analysis example using a force ranking method
Sales Our Co. Alpha Co. Beta Co Omega Co. Median 4.
Some Possible Broad Catagories Market share 1 2 3 4 2.5 a.
Product related Sales growth % 2 4 3 1 2.5 b.
Financial Related Corporate Image 2 4 1 3 2.5 c.
Sales Related Customer loyalty 1 3 2 4 2.5 e.
Employee Related f.
Manufacturing Related g.
Distribution Related
5.
a.
b.
c.
e.
f.
g.

SWOT

Your company Competitor 1 Competitor 2 Competitor 3 EFE Analysis EFE Analysis IFE Analysis IFE Analysis
Internal: Strengths Weaknesses Internal: Strengths Weaknesses IMPLICATIONS FOR STRATEGY Strengths Opportunities Weight Rating Score Opportunities Weight Rating Score Strengths Weight Rating Score Strengths Weight Rating Score
1 1 1 1 1 1 1 1 Products expansion 0.100 4 0.400 1 1 Marketing Philosophy 0.100 4 0.400 1
External: Opportunities Threats 2 2 2 2 2 2 2 2 Stock growth 0.025 2 0.050 2 2 Social Responsibility 0.100 3 0.300 2
3 3 3 3 3 3 3 3 More exposure 0.100 2 0.200 3 3 Creative Products 0.100 4 0.400 3
4 4 4 4 4 4 4 4 Move towards globalization 0.025 1 0.025 4 4 Diverse Product Line 0.025 4 0.100 4
5 5 5 5 5 5 5 5 More stadium contracts 0.025 2 0.050 5 5 Mass Customization 0.050 3 0.150 5
6 6 6 6 6 6 6 6 Expand target market 0.100 2 0.200 6 6 Product Specialization 0.030 4 0.120 6
7 7 7 7 7 7 7 7 License agreements 0.050 3 0.150 7 7 Ethics Program 0.005 3 0.015 7
8 8 8 8 8 8 8 8 Company growth 0.025 2 0.050 8 8 Quality Products 0.090 3 0.270 8
9 9 9 9 9 9 9 9 9 9 0.000 9
10 10 10 10 10 10 10 10 10 10 0.000 10
External: Opportunities Threats Weaknesses Rating Scale: 4= major strength; 3= minor strength Rating Scale: 4= major strenght; 3= minor strenght
1 1 1 1 1 1 Threats Threats Weaknesses Weaknesses
2 2 2 2 2 2 1 Multiple competitors 0.100 2 0.200 1 1 Inexperienced mgmt team 0.050 1 0.050 1
3 3 3 3 3 3 2 Dependency on sugar cane 0.075 3 0.225 2 2 Expensive Retail price structure 0.025 2 0.050 2
4 4 4 4 4 4 3 Suppliers have the power 0.025 2 0.050 3 3 Weak marketing processes 0.075 1 0.075 3
5 5 5 5 5 5 4 Recent lawsuit 0.025 2 0.050 4 4 Limited Distribution 0.075 1 0.075 4
6 6 6 6 6 6 5 License agreements 0.075 3 0.225 5 5 Limited Financial Capability 0.025 2 0.050 5
7 7 7 7 7 7 6 Seasonality of sales 0.050 1 0.050 6 6 Small company 0.025 2 0.050 6
8 8 8 8 8 8 7 Dependence on suppliers 0.050 3 0.150 7 7 Informalities of Company 0.050 1 0.050 7
9 9 9 9 9 9 8 Dependence on contract packers 0.100 3 0.300 8 8 Little Brand Recognition 0.100 1 0.100 8
10 10 10 10 10 10 9 Dependence on distributors 0.050 3 0.150 9 9 Collection Practices for receivables 0.075 1 0.075 9
Opportunities 10 10 10 0.000 10
1 1 1 1 Total Weight: 1.000 Total Score: 2.525 Total Weight: Total Score: Rating Scale: 1= major weakness 2= minor weakness Rating Scale: 1= major weakness 2= minor weakness
STRENGHTS WEAKNESSES 2 2 2 2 Rating Scale: Rating Scale: Total Weight: 1.000 Total Score: 2.330 Total Weight: Total Score:
OPPORTUNITIES THREATS 3 3 3 3 4 = Current Response is Superior 4 = Current Response is Superior
4 4 4 4 3 = Current Response is Above Average 3 = Current Response is Above Average
5 5 5 5 2 = Current Response is Average 2 = Current Response is Average
6 6 6 6 1 = Current Response is Poor 1 = Current Response is Poor
7 7 7 7
8 8 8 8
9 9 9 9
10 10 10 10
Threats
1 1 1 1
2 2 2 2
3 3 3 3
4 4 4 4
5 5 5 5
6 6 6 6
7 7 7 7
8 8 8 8
9 9 9 9
10 10 10 10

IE Matrix

Weighted IFE Score Weighted IFE Score
Strong 3.0- 4.0 Average 2.0 to 2.99 Weak 1.0 to 1.99 Strong 3.0- 4.0 Average 2.0 to 2.99 Weak 1.0 to 1.99
Weighted EFE Score High 3.0- 4.0 A A B Weighted EFE Score High 3.0- 4.0 A A B
Medium 2.0 to 2.99 A B C Medium 2.0 to 2.99 A B C
Low 1.0 to 1.99 B C C Low 1.0 to 1.99 B C C
Implied Strategies-
A Grow and Build Integration strategies, intensive strategies
B Hold and Maintain Market penetration, product development, joint venture
C Harvest or divest Retrenchment, divesturature , liquidation
Integration Strategies
Forward integration- Ownership or increased control over distributors or retailers.
Backward integration- Ownership or increased control over suppliers.
Horizontal integration- Ownership or increased control over competitors.
Intensive Strategies
Market Development- New or present products into new areas.
Product Development- Improving or Modification of product for increased sales.
Market Penetration- Increased share for present products by increased effort.
Defensive Strategies
Joint Venture- When two or more firms join & create a third co-owned firm
Retrenchment- Organization regroups using cost and asset reduction techniques
Divestiture- Selling a product line, division, or business unit
Liquidation- Selling all of the company assets.
Diversification Strategies
Concentric Diversification Adding new but related products.
Horizontal Diversification Adding new Unrelated products for present customers. Firm knows customers.
Conglomerate Diversification Adding new unrelated products. Firm not familiar with customer base.
Summary
Mergers/Buyouts.
Mergers Buy similar sized companies.
Leveraged Buyouts Shareholders are bought out.
Generic Strategies
Cost Leadership strategies Striving to be the low cost provider. ~WalMart
Differentiation Strategies To stand out,~service,performance,useful life,ease of use.
Focus Strategies Concentration after certain customer or area attributes.

Financial

RATIO CALCULATION WHAT IT TELLS US RATIO Year 1 Year 2 % + / – Year 3 % + / – Year 4 % + / – Year 5 % + / – RATIO Company Industry % + / – Competitor 1 % + / – Competitor 2 % + / – Competator3 % + / –
Liquidity Ratios Liquidity Ratios Liquidity Ratios
Current Ratio Current assets If a Firm’s short-term assets are readily available to pay off its short-term liabilities Current Ratio Current Ratio
Current liabilities Quick or Acid-Test Ratio Quick or Acid-Test Ratio
Leverage Ratios Leverage Ratios
Quick or Acid-Test Ratio Current assets – inventory The amount of the most liquid current assets available to cover current liabilities Debt-to-Total-Asset Ratio Debt-to-Total-Asset Ratio
Current liabilities Debt-to-Equity Ratio Debt-to-Equity Ratio
Leverage Ratios Long-Term Debt-to-Equity Long-Term Debt-to-Equity
Debt-to-Total-Asset Ratio Total liabilities The amount of leverage being used by a company. Times-Interest-Earned Ratio Times-Interest-Earned Ratio
Total assets Activity Ratios Activity Ratios
Inventory-Turnover Ratio Inventory-Turnover Ratio
Debt-to-Equity Ratio Total liabilities Measures how much debt a firm has compared to shareholders equity Total-Asset Turnover Total-Asset Turnover
Shareholders Equity Fixed-Asset Turnover Fixed-Asset Turnover
Average Collection Period Average Collection Period
Long-Term Debt-to-Equity long term liabilities Measures how much long term debt a firm has compared to shareholders equity Profitability Ratios Profitability Ratios
Shareholders Equity Gross Profit Margin Gross Profit Margin
Operating Profit Margin Operating Profit Margin
Times-Interest-Earned Ratio EBIT Determines how easily a company can pay interest expenses on outstanding debt Net Profit Margin Net Profit Margin
Interest charges Return on Total Asset (ROA) Return on Total Asset (ROA)
Activity Ratios Return on Stockholders’ Equity Return on Stockholders’ Equity
Inventory-Turnover Ratio Sales How long sales inventory waits to be sold Return on Capital Employed Return on Capital Employed
Inventory Earnings per Share Earnings per Share
EBITDA EBITDA
Total-Asset Turnover Sales The relationship between assets and revenue Growth Ratios Growth Ratios
Total assets Sales increase Sales increase
Earnings per Share Earnings per Share
Fixed-Asset Turnover Sales The relationship between fixed assets and revenue Dividends payout ratio Dividends payout ratio
Fixed assets Valuation Valuation
P/E Ratio P/E Ratio
Average Collection Period Receivables How long it takes a firm to collect payment from it’s customers Price to Book ratio Price to Book ratio
Sales per day PEG Ratio PEG Ratio
Profitability Ratios Profit margin on sales Profit margin on sales
Gross Profit Margin Gross profit The amount of gross profit as a percent of sales Return on net worth Return on net worth
Net sales January 1st stock price January 1st stock price
Net Income Net Income
Operating Profit Margin Operating profit The amount of operating profit as a percent of sales Gross income Gross income
Net sales
Net Profit Margin Net income The amount of net profit as a percent of sales
Net sales
Return on Total Asset (ROA) Net income How well management is using the company’s assets to earn a profit.
Total assets
Return on Stockholders’ Equity Net income Measures how much shareholders earned on their investment in the firm
Shareholders equity
Return on Capital Employed EBIT Indicates the efficiency and profitability of a company’s capital investments
Total assets-current liabilities
Earnings per Share Net income- preferred stock dividends profit per share of common stock outstanding
Shares outstanding
EBITDA profit per share of common stock outstanding adjusted for interest, taxes, depreciation & amortization
Growth Ratios
Sales increase Current year sales Percent increase in sales year over year
Prior year sale
Earnings per Share Net income- preferred stock dividends How much profit is earned for each share of common stock
Average outstanding shares
Dividends payout ratio Dividends per common share The portion of a company’s earnings paid relative to each common share
Earnings per share
Valuation
P/E Ratio Price per share how much investors are willing to pay per dollar of earnings.
Earnings per share
Price to Book ratio Price per share Compares a firm’s market value to its book value
Total assets-intangible assets & liabilities
PEG Ratio P/E Ratio Determines a stock’s value while taking into account earnings growth (<1= undervalued) Annual EPS growth Profit margin on sales Net income How much profit a company makes on it's sales Sales Return on net worth Net income Profit as related to the firm's net worth Net worth BCG High STAR QUESTION MARK High High A A B MARKET GROWTH RATE MARKET MARKET A B C ATTRACTIVENESS ATTRACTIVENESS Medium Low CASH COWS DOGS High Low B C C RELATIVE MARKET SHARE High Low Low High Low High Medium Low BUSINESS STRENGTH BUSINESS STRENGTH MARKET GROWTH RATE General Strategies Based on Matrix Location: A Grow & Build: Integration strategies, intensive strategies B Hold & Maintain: Market penetration, product development, joint venture C Harvest & divest: Retrenchment, divesturature , liquidation Low High Low RELATIVE MARKET SHARE Life Cycle EARLY STAGE LATE STAGE Reasons For Decline 1. Lack of dependencies and 2. Environment neither Too much Debt 28% LITTLE OR NO constraints in pursuing goals threatening or constraining Inadequate Leadership 17% COMPETITION Poor Planning 14% Critical Problems: Critical Problems: Failure to Change 11% a) Resources a) Stabilizing firms position Inexperienced Management 9% b) marketing approach b) Formalization & control Not Enough Revenue 8% c) Formalization of structure c) Stability d) marketing approach *Source: Buccino and Associates: Seton Hall University, as reported in August 25, 2003, Business Week. 3. Turbulent environment- may 4. Muddling behavior, simply INTENSE constrain or dictate actions reacting COMPETITION Critical Problems: Critical Problems: a) Identify niches a) Maintain market position b) Monitor competition b) Further image via focus & c) Realignment of the firm differentiation strategies vis-a-vis the competition c) Cost control Source: Dodge, Fullerton & Robbins, Strategic Management Journal, Vol. 15, 121-134 (1994) CORPORATE LIFE CYCLE Phase Situation Organization Innovation & Strategy Birth Phase: Small firm Informal structure Considerable innovation in product lines Young Undifferiented Niche Strategy Dominated by owner/ manager Power highly centralized Substantial risk taking Homogenous/ placid environment Crude information processing & decision making methods Growth Phase: Medium sized Some formalization of structure Broadening of product-market scope into closely related areas Older Functional basis of organization Incremental innovation in product lines Multiple share holders Moderate differentiation Rapid growth A more heterogeneous & competitive environment Somewhat less centralized Initial development of formal information processing & decision making tools Maturity Phase: Larger Formal, bureaucratic structure Consolidation of product- market strategy Even older Functional basis of organization Focus on efficiently supplying a well defined market Dispersed ownership Moderate differentiation Conservatism heterogeneous & competitive environment Moderate centralization Slow growth Information processing & decision making same as growth stage Revival Phase: Very large Divisional basis of organization Strategy of product- market diversification; movement into some unrelated markets Very heterogeneous, competitive, dynamic High differentiation High level of risk taking & planning Sophisticated control, scanning, and communications in info. processing; more formal analysis in decision making Substantial innovation Rapid growth Decline Phase: Market size Formal, bureaucratic structure Low level of innovation Homogeneous and competitive environment Mostly functional basis of organization Price cutting Moderate differentiation and centralization Consolidation of product- market Less sophisticated info processing systems and decision making methods Liquidation of subsidiaries Risk aversion & conservatism Slow growth Source: Miler and Friesen, Management Science, Vol. 30, No. 10 (Oct., 1984), pp. 1161-1183 Culture CULTURAL ASPECT SCORE (+5 TO -5) Are control and reward mechanisms effective? Are job responsibilities clearly understood? Are company policies & procedures appropriate and effective? Capacity for retaining personnel New Clearly articulated and shared mission Cohesiveness and collaboration Degree of innovation Do employees have latitude in job execution? Do managers delegate authority? Do the leaders live the values and walk the talk? Existing Does the organization aggressively pursue change and innovation? Does the organization effectively deploy employee teams through the company? Employee attitudes Employee empowerment Employee Motivation Employee participation in decisions Enabling others to act Encouraging the heart Enforcement of policies Effective Human Resource Management Innovation and change to process Is employee compensation fair / competitive? Is employee morale high? Is power centralized or shared throughout the organization Is the organization’s structure appropriate for the proposed strategy? Is there open and constant communication from management to employees Key executive’s style Lifecycle stage of organization Openness and trust Opportunities for employee growth & development Organizational climate Organizational Structure Passion for the product or company Perception of job security Recognition of individuals Rewards for performance Risk tolerance Sense of belonging Sense of urgency Shared Vision Union Relations What are the founder’s beliefs & what influence do they have? Ansoff New New Market Development Diversification (Risk=Moderate) (Risk=High) 1 1 2 2 3 3 4 4 Markets 5 5 Market Penetration Product Development Existing Existing (Risk= Low) (Risk=Moderate) 1 1 2 2 3 3 4 4 5 5 Existing New Products & Services Sheet1 European Expansion Product Expansion European Expansion Product Expansion Strategy 1 Strategy 2 Strategy 3 Strategy 4 Opportunities Weight Attractiveness Score Total Attractiveness Score Attractiveness Score Total Attractiveness Score Opportunities Weight Attractiveness Score Total Attractiveness Score Attractiveness Score Total Attractiveness Score Opportunities Weight Attractiveness Score Total Attractiveness Score Attractiveness Score Total Attractiveness Score Attractiveness Score Total Attractiveness Score Attractiveness Score Total Attractiveness Score 1 Products expansion 0.100 2 0.200 4 0.400 3 More exposure 0.100 4 0.400 2 0.200 1 2 Stock growth 0.025 4 0.100 4 0.100 2 3 More exposure 0.100 4 0.400 2 0.200 3 4 Move towards globalization 0.025 4 0.100 0 0.000 4 5 More stadium contracts 0.025 1 0.025 1 0.025 5 6 Expand target market 0.100 4 0.400 3 0.300 6 7 License agreements 0.050 2 0.100 1 0.050 7 8 Company growth 0.025 4 0.100 4 0.100 8 9 Threats Threats 1 Multiple competitors 0.100 2 0.200 3 0.300 1 2 Dependency on sugar cane 0.075 0 0.000 0 0.000 2 3 Suppliers have the power 0.025 2 0.050 2 0.050 3 4 Recent lawsuit 0.025 0 0.000 0 0.000 4 5 License agreements 0.075 2 0.150 2 0.150 5 6 Seasonality of sales 0.050 4 0.200 3 0.150 6 7 Dependence on suppliers 0.050 2 0.100 1 0.050 7 8 Dependence on contract packers 0.100 3 0.300 0 0.000 8 9 Dependence on distributors 0.050 3 0.150 2 0.100 9 10 Total Weight: 1.000 Total Weight: Strengths Strengths 1 Marketing Philosophy 0.100 3 0.300 4 0.400 1 2 Social Responsibility 0.100 2 0.200 2 0.200 2 3 Creative Products 0.100 4 0.400 4 0.400 3 4 Diverse Product Line 0.025 4 0.100 4 0.100 4 5 Mass Customization 0.050 3 0.150 2 0.100 5 6 Product Specialization 0.030 3 0.090 3 0.090 6 7 Ethics Program 0.005 1 0.005 1 0.005 7 8 Quality Products 0.090 3 0.270 3 0.270 8 9 Weaknesses Weaknesses 1 Inexperienced mgmt team 0.050 1 0.050 1 0.050 1 2 Expensive Retail price structure 0.025 2 0.050 2 0.050 2 3 Weak marketing processes 0.075 2 0.150 1 0.075 3 4 Limited Distribution 0.075 4 0.300 2 0.150 4 5 Limited Financial Capability 0.025 1 0.025 2 0.050 5 6 Small company 0.025 2 0.050 3 0.075 6 7 Informalities of Company 0.050 1 0.050 2 0.100 7 8 Little Brand Recognition 0.100 2 0.200 4 0.400 8 9 Collection Practices for receivables 0.075 0 0.000 0 0.000 9 10 Total Weight: 1.000 4.965 4.490 Total Weight: TAS: TAS: 0.000 TAS: 0.000 TAS: 0.000 Finance Data Description Data Description Data Description 10% Annual discount rate 10% Annual discount rate 10% Annual discount rate $ (10,000,000) Initial cost of investment one year from today $ (10,000,000) Initial cost of investment one year from today $ (10,000,000) Initial cost of investment one year from today $ 3,000,000 Return (less costs) from first year $ 3,000,000 Return (less costs) from first year $ 3,000,000 Return (less costs) from first year $ 4,200,000 Return (less costs) from second year $ 4,200,000 Return (less costs) from second year $ 4,200,000 Return (less costs) from second year $ 6,800,000 Return (less costs) from third year $ 6,800,000 Return (less costs) from third year $ 6,800,000 Return (less costs) from third year $ 4,000,000 Total Return $ 4,000,000 Total Return $ 4,000,000 Total Return $ 1,188,443 NPV 16% IRR $ 1,188,443 NPV 1.12 PI 8% Year Cash Flows 0 ($10,000) 1 $1,500 2 $2,500 3 $4,000 4 $3,000 5 $3,000 6 $3,000 $2,634.18 npv 1.26 PI Example: TOYOTA MOTOR COMPANY Birth Growth Maturity Revival Decline Size of Company Time DAIAHATSU TOYOTA HINO LEXUS Overall Toyota is in “Late Stage” lifecyc le with “Intense Competition.” This suggests “Critical Problems” of a) Maintain market position, b) Furthering its image via focus & differentiation strategies and c) Cost control Exhibit 15.6

Running Head: STRATEGIC ANALYSIS 1

STRATEGIC ANALYSIS 5

External factors

Student’s name

Institutional affiliation

Date

The health industry has a very dynamic environment that is affected by numerous factors, both internal and external ones. The services provided by healthcare organizations are related to patient satisfaction, loyalty, productivity, and profitability. Therefore it is vital to define, measure, and enhance the quality of healthcare services. Effective leadership integrated with teamwork in any organization makes a difference when meeting such factors to mitigate challenges. A consistent evaluation process is necessary for identifying all factors affecting the working success of an organization. Different influences may impact the success of a company. These fall into two categories; external and internal factors.

External factors are the surrounding environment of healthcare organization that impacts their performance and quality services. Patient socio-demographic factor influences the interaction among a provider and the patient as well as the quality of the medical service. This factor can hinder the successful operation of these services if there is no clear understanding between the patient and the physician. A physician needs to identify with the patient’s socio-demographic variables to help in communicating better with them and win their trust (Bielecki & Nieszporska, 2019). This can affect the organization as it contributes to medical errors or wrong administration of medications if the patient doesn’t provide eight information to the physician due to misunderstanding.

The attitudes and behavior of the patients affect the attitude of the caregiver because if they behave themselves, quality care is offered unintentionally by the providers. The slow diffusion of medical knowledge is an external factor affecting healthcare organizations. The acceptance of new discoveries into clinical practice can take more period than required. Even if it is a way of ensuring that patients receive drugs, procedures, and interventions that are effective, it hinders the progress of important interventions as they cannot be practiced till proven. Unfortunately, there is no simple solution to this factor.

The severity of illnesses is another external factor. The kind of illness handled in health organizations increases stress among physicians, thus affect the entire quality of medical services. For instance, when the mortality rate keeps increasing, it creates anxiety and stress among staff, which in turn affects the quality of medical services. Continuous training and educational advancements are opportunities that affect healthcare organizations Willis et al., 2018). This contributes to professional who is key in providing medical services. They provide measures for assessment, developing, and fine-tune key individual and professional skills to remain expert. Therefore, the healthcare organization can handle any complex situations in the changing environment to provide quality services.

The practice of medicine and technology have produced opportunities through how health workers practice medicine now and in the future. Technology has made massive impact in healthcare, such as enhancing access to medical data and files. It permits information to be retrieved from anywhere hence, permits providers to share medical data rapidly with one another leading to more effective patient care (Cantor & Poh, 2018). EHR has made medical billing easier, faster, and smoother. Patient medical records are secured and stored in an organized manner and centralized storage of patient’s data. This makes the work of health providers easier as they have quick access to data for improved care and better results.

The Healthcare organization is very complex due to the changes needs of patients and modern advancements. To properly deal with threats and opportunities, healthcare managers should show direction and guidance to the roles, responsibilities, and function. They have to find ways that the external factors, especially the opportunities, can be constructed to be beneficial to the organization to enhance the quality of services provided. They should devise and revise strategies that every provider can adhere to and comprehend. The choices made by healthcare directors should focus on providing quality care but also address the needs of health providers and ways to increase their proficiency.

References

Bielecki, A., & Nieszporska, S. (2019). Analysis of healthcare systems by using systemic approach. Complexity, 2019. Retrieved from

https://www.hindawi.com/journals/complexity/2019/6807140/abs/

Cantor, V. J. M., & Poh, K. L. (2018). Integrated analysis of healthcare efficiency: a systematic review. Journal of medical systems, 42(1), 1-23. Retrieved from

https://link.springer.com/article/10.1007/s10916-017-0848-7

Willis, G., Cave, S., & Kunc, M. (2018). Strategic workforce planning in healthcare: A multi-methodology approach. European Journal of Operational Research, 267(1), 250-263. Retrieved from

https://www.sciencedirect.com/science/article/pii/S0377221717310196

Running head:

BCG MATRIX ANALYSIS

BCG MATRIX ANALYSIS 2

Title

Student’s name

Instructor

Course

Date

BCG MATRIX ANALYSIS

McKinsey 7s model is a tool that is used in analyzing the organizational design. This is done through examining seven vital organizational internal elements. “These elements include systems strategy, structure, collective values, styles, skills, and staff” (Gechkova, T., & Kaleeva, 2020). This is done to effectively identify these factors are appropriately aligned to allow the organization to achieve its objectives.

The Boston consulting group model (BCG) analyzes an organization’s products or services. The matrix is fabricated basing on the relative market share and the growth rate of the market. These are the two significant factors forming the four BCG matrix quadrants. The y-axis, which represents the growth rate of the market, helps measure the appeal or the market demand. When there is a high growth rate in the market, there are more opportunities, and thus there is a high earning potential. The x-axis represents the relative share of the market. It evaluates the competitive strength looking at the revenue generated by the divisions or products of an organization.

CoxHealth Foundation will be analyzed in this case. This foundation’s system is defined by capital improvement, which is defined as a star, the clinics are defined as a “cash cow”, the community impact initiative is defined as a “question mark”, and charity is defined as a “dog” (CoxHealth. 2017). This will be shown in the BCG matrix.

The capital improvements require large investments so that the company can stay ahead. The cash flow may start as negative until the time when there are improvements made and business resumes as normal. As time continues, cash flow will become profitable if there is a good plan in place. The organization clinics are a very instrumental revenue source for this organization. High and stable cash flow are very important for this company. There is a good strategy of investing in maintaining the organization’s current level. The organization’s community impact initiative (a question mark) is vital in the community. The charities (a dog) usually have a neutral or negative cash flow (Pascaris, 2017). The organization fund has numerous finances that help the people who cannot afford the care they need frantically. For full support, the applicants are supposed to fill a form and fulfill the requirements highlighted for the various funds.

CoxHealth BCG matrix

High

Stars

capital improvements
The stars are monies spent on new technology, renovations, expansions, information system, and purchase of new equipments and offering services to the patients ( CoxHealth Foundation. 2017). These improvements are aimed at improving the quality of patients care. quality care will gradually help in generating income to the organization

Question marks

Community initiatives
This organization sent a total of $868151180 to the community. This was done through initiatives as well as donated medical services. These initiatives are considered as community investments. They may not bring revenue to the organization but is very important in boosting the reputation of the organization.

Cash cows

Clinics
The primary care clinics of this organization create the largest revenue. The organization has more than 150 primary care physicians serving more than 12000 patients

Dogs

Charity
This foundation has various funds that helps in funding individuals who are completely unable to afford the required care. This is solely dependent on fundraisers and donations.

Low
High low

References

CoxHealth. (2017). About us. Community impact. Retrieved from CoxHealth website:

https://www.coxhealth.com/about-us/community-impact/

CoxHealth Foundation. (2017). Patient Assistance. Retrieved from CoxHealth Foundation website:

Patient Assistance

Gechkova, T., & Kaleeva, T. (2020). THE MCKINSEY 7S MODEL IN THE AIRPORT SYSTEM PROTECTION. Knowledge International Journal, 42(5), 843-848.

Pascaris, M. (2017, March 08). Fitch affirms CoxHealth (MO) at ‘A’; Outlook stable. Retrieved

from

https://www.fitchratings.com/site/pr/1020240

References

Running Head: BUSINESS STRATEGY
1

BUSINESS STRATEGY
4

Business Strategy

Institutional Affiliation

Date

Christiana Care Health System Organization’s Mission Statement

The mission of the Christiana Care Health System is to serve the general Delaware community by offering high quality health care services that target patients with heart diseases, cancer, and other illnesses while offering teaching services to students who would fulfil the organization’s vision.

First Guiding Principle: What We Do?

The health system, which is currently located in Delaware, provides several healthcare services. One of the services offered by this institution revolves teaching services since the institution has a teaching hospital that consists of two campuses. The health system has managed to offer this particular service to both medical and dental students. Other services offered by this particular institution revolve around cancer treatment, cardiology, trauma treatment services, and women health services. The hospital is known for its excellence when considering the services mentioned above (Wayland, & McDonald, 2016). This shows that the organization is working parallel to its mission to offer excellent and quality healthcare services to its patients. The cancer treatment services have led the health system to be well-known since the number of radiology procedures held back in 2013 surpassed 300,000. Innovative and affordable health care systems have been adopted by this particular organization due to its effectiveness and the fact that systems of care are highly valued by the community. The health system also offers rehabilitation and neonatal intensive care services to its patients. In the country, it ranked 21st when considering the volume of admissions. This shows that this particular hospital has a competitive advantage over a good number of hospitals located in the region and the country as well. The philosophy of this particular organization revolves around offering affordable and quality care to its patients further benefiting the community at large (Wayland, & McDonald, 2016).

Second Guiding Principle: Where Are We Going?

The organization vision’s statement is to be build an effective, affordable, and valuable system of care that will be of value to the patients since the system will focus on the needs and wants of the patients and neighbors. The organization has managed to rank among top thirty when considering the volume of admissions in the country. The same ranking has been seen when considering other aspects such as surgeries conducted, emergency visits, and births. The organization wants to focus on the community. This has led to the development of a system of a care that will offer value to the neighbors as stated in the short description of the company (Wayland, & McDonald, 2016). The vision of the company is to understand what is valuable to the patients admitted in the hospital. This particular aspect will improve the services offered by the organization since the medical practitioners will offer services respectfully while showing compassion to the patients. The vision of the organization focuses on learning more about the neighbors, who they really are, their wants and needs. This particular vision will also improve the services offered by the organization to the neighbors since the health system will have met the needs and wants of the neighbors. Hence, the primary vision of the organization is to build a better relationship with the neighbors by understanding their needs and wants.

Third Guiding Principle: How Will We Get There?

The hospital will achieve its vision by offering affordable and valuable services to the patients that meet the needs and wants of the neighbors. This aspect will be possible through partnership between the organization, the patients, and the family members of the patients. The partnership will contribute to the development of a valuable, affordable, and effective system of care that will meet the needs and wants of the patients and the neighbors as well (Wayland, & McDonald, 2016).

References

Wayland, M. S., & McDonald, W. G. (2016). Strategic analysis for healthcare: Concepts and practical applications.

Curtis Hill

Assignment 04: Introduction to SWOT-EFE

HA4110D – Healthcare Planning and Evaluation

Robin Bolton

January 31, 2021

STRATEGIC ANALYSIS

The health industry has a very dynamic environment that is affected by numerous factors, both internal and external ones. The services provided by healthcare organizations are related to patient satisfaction, loyalty, productivity, and profitability. Therefore, it is vital to define, measure, and enhance the quality of healthcare services. Effective leadership integrated with teamwork in any organization makes a difference when meeting such factors to mitigate challenges. A consistent evaluation process is necessary for identifying all factors affecting the working success of an organization. Different influences may impact the success of a company. These fall into two categories: external and internal factors.

References

Bielecki, A., & Nieszporska, S. (2019). Analysis of healthcare systems by using systemic approach. Complexity, 2019. Retrieved from

https://www.hindawi.com/journals/complexity/2019/6807140/abs/

Cantor, V. J. M., & Poh, K. L. (2018). Integrated analysis of healthcare efficiency: a systematic review. Journal of medical systems, 42(1), 1-23. Retrieved from

https://link.springer.com/article/10.1007/s10916-017-0848-7

Willis, G., Cave, S., & Kunc, M. (2018). Strategic workforce planning in healthcare: A multi-methodology approach. European Journal of Operational Research, 267(1), 250-263. Retrieved from https://www.sciencedirect.com/science/article/pii/S0377221717310196

Curtis Hill

Assignment 03: Benchmark: A Starting Point

HA4110D – Healthcare Planning and Evaluation

Robin Bolton

January 24, 2021

Pharmaceutical Industry

The Pharmaceutical industry is known for discovering, developing and producing drugs or medications that are administered to patients with the intention of curing, vaccinating or alleviating symptoms of different diseases (Farooq, 2020). The Pharmaceutical industry usually deals with brand or generic medications and also the production of medical devices. This industry is closely related to the health sector because the drugs which are used in the hospitals are usually manufactured by these industries. Pharmaceutical industries are majorly affected by environmental factors which include political, economic, social and technology.

For political factors, this industry is subject to variety of laws set by states for regulation in developing, testing and also marketing of the drugs produced. Government agencies and other drug related laws usually govern the operations of this industry for the safety and health of the patients who receive these medications (Farooq, 2020). There are also regulations on where these drugs can be sold, because these manufactured drugs can be sold directly to the patients or to hospitals and other pharmacies. These regulations that govern this industry also have a positive advantage because they act as a barrier to entry of new competitors and therefore it is hard for new industries to venture in this business giving the established companies least competition.

There is also pressing pressure when it comes to selling these drugs to the consumers. This is because these drugs are lifesaving and therefore the government cannot allow these industries to sell them at a higher price which will make them unavailable to the needy. In the past the prices of these drugs were not controlled by the government, but the industry started hiking the prices such that they were not affordable to many of the patients and therefore the government took over to controlling the pricing of these drugs (Bush, 2019).

In the economy factor the health care spending is steadily growing because of other factors such as increased lifestyle diseases and therefore this has led to increased or greater revenues for this industry. As for social factors there is a growth in the ageing population which means that there is an increase in age related health complications therefore the pharmaceutical industry will be able to produce more drugs to cure such complications (Farooq, 2020). With the growth in the ageing population this means that the production of age-related drugs will also increase therefore increasing the revenue of the pharmaceutical industries.

There is also increased growing obesity rates in the current generation which lead to increased lifestyle diseases such as diabetes. Such health-related diseases mean that the pharmaceutical industries have to come up with the drugs to cure these diseases which means that the revenue will be increased because a lot of people need these drugs to cure the lifestyle diseases. There is also a health-conscious trend in the current generation meaning that people are striving to live healthy and take supplements to keep their immune system in check, presenting an opportunity for the pharmaceutical industry to provide health related solutions to this generation, hence growing its revenue.

As for the technology there is a growth in biotechnology industry which can take from the pharmaceutical industry because bio technological industries are focused on producing healthier food options and substituting their normal options that usually cause diseases and therefore there will be a reduced need for massive pharmaceutical treatment in the future (Bush, 2019). The Process of producing a new drug is usually complex and filled with risks and therefore a competitive market benchmark analysis is very important in the Pharmaceutical industry. This industry is highly competitive as for the current top 10 pharmaceutical industries, nine of them come from the United States and therefore this industry is very competitive in the United States (White, et al, 2019). These companies usually compete amongst themselves and both of them produce generic and branded drugs. The productor service categories in the committed care industry include oral drugs, parental formulations, novel drugs formulations, topical medicine oncological formulations and modified medical formulations (Yaseen, et al, 2018). These different types or group of drugs are important in the pharmaceutical industry and therefore there is a competition of producing all these categories which are in high demand. Chief providers of these medicines are images of competition in the pharmaceutical industry and every company is focused on providing a better version of the same drug which is more effective and also affordable.

References

Bush T. (2019). PESTLE Analysis of the Pharmaceutical Industry. Retrieved from https://pestleanalysis.com/pestle-analysis-of-pharmaceutical-industry/

Calcagno, C., Chapsal, A., & White, J. (2019). Economics of excessive pricing: an application to the pharmaceutical industry. Journal of European Competition Law & Practice, 10(3), 166-171. Retrieved from https://academic.oup.com/jeclap/article/10/3/166/5362539?login=true

Farooq U. (2020). PESTLE Analysis of The Pharmaceutical Industry. Retrieved from https://www.marketingtutor.net/pestle-analysis-of-the-pharmaceutical-industry/

Yaseen, M. M., Sweis, R. J., Abdallah, A. B., Obeidat, B. Y., & Sweis, N. J. (2018). Benchmarking of TQM practices in the Jordanian pharmaceutical industry (a comparative study). Benchmarking: An International Journal. Retrieved from https://www.emerald.com/insight/content/doi/10.1108/BIJ-04-2017-0076/full/html

Discussion 2.1: Choose Your Organization!
Curtis Hill posted Jan 12, 2021 5:03 PM
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The selected healthcare organization is the Memorial Regional Hospital, Hollywood, Fla-1014. This healthcare facility was established in 1953 under the umbrella of the Memorial Healthcare System that also includes the Memorial Regional Hospital South and the Memorial Hospital Pembroke among others (LeValley & Page, 2011).
The hospitals under this flagship are public and non-profit hospital system. They are governed by the South Broward Hospital District Board of Commissioners that consists seven-member district board. The members are the appointee of the Governor whereas the Chief Executive Officer and the President is the being appointed by the Board of the Commissioners. The website of the organization is www.mhs.net/locations/memorial-regional
The Memorial Regional facility is among one of the seven-level I trauma centers in the state. The facility is selected because it using an expanded and modernized ED that makes it a busy facility within Broward County. Another reason for the selection of this facility is that it also operates institutions. The Hospital is running the Memorial Cardiac and Vascular Institute; Memorial Cancer Institute; and a Breast Cancer Center as well as the Memorial Neuroscience Center. The facility is also hosting the largest number of patients. It admits 37,431 patients with its ED receiving a total of 126,288 patients. It also hosts a total of 8,169 inpatients and 6,464 outpatient surgeries (Memorial Healthcare System, n.d).
The hospital is hosting several specialists for example pathologists, cardiologists, pediatricians, emergency medical teams, neonatal and perinatal medical specialists, neurosurgeons, obstetric and gynecologists, pulmonologists, physician assistants, and internal medicine specialists. The hospital is having more than 6,700 employees who partner with physicians, and hundreds of volunteering members who are helping in the improvement of the health of the communities (Memorial Healthcare System, n.d ).
References
LeValley, C., & Page, L. (2011, November 21). 20 Largest Public Hospitals in the United States. Retrieved from Becker’s Hospital Review: https://www.beckershospitalreview.com/lists-and-statistics/20-largest-public-hospitals-in-the-united-states.html
Memorial Healthcare System. (n.d ). Memorial Regional Hospital. Retrieved from https://www.mhs.net/locations/memorial-regional

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