This document outlines the process of conducting a service area competitor analysis for a healthcare organization. It begins with defining the services and geographic service area. Next, the service area is profiled using economic, demographic and health data. A structural analysis of the service area examines factors like barriers to entry, substitute services, and bargaining powers. Competitors are then analyzed and mapped into strategic groups. Lastly, the various analyses are synthesized to identify key issues and trends to inform strategy formulation. The goal of service area competitor analysis is to understand the competitive landscape and identify opportunities for competitive advantage.
This document provides a history and overview of health care marketing from 1910 to the present. It discusses how the health care market has evolved from a seller's market in the early 1900s to a more customer-driven approach today. The stages of health care marketing are outlined from the 1950s through the 1990s as marketing and advertising became more common and hospitals began directly marketing to consumers. The document also discusses defining and evaluating health care markets, including delineating market areas, profiling market composition and size, and assessing market potential and competitors.
Situational analysis in health care industryAbhi Manu
The document discusses various techniques for conducting situational analysis in healthcare. It defines situational analysis as the systematic collection and study of past and present data to identify trends and conditions that can influence business performance and strategy choices. For healthcare, situational analysis describes and analyzes the health status and services in an area to assess how well services address needs. It also prioritizes problems to inform planning. Common techniques include 5C analysis, PEST analysis, Porter's Five Forces, and SWOT analysis. The summary provides an overview of how each technique is applied to understand strengths, weaknesses, opportunities and threats to better plan healthcare services.
Marketing programme for hospital serviceARUNAYESUDAS
This document outlines a marketing program for a hospital service. It defines marketing and discusses the key elements of a hospital marketing program, including establishing target customers, conducting competitive and SWOT analyses, setting SMART goals, developing strategies and tactics, and creating marketing budgets. It also examines the 7 Ps of marketing for services - product, price, place, promotion, process, people, and physical evidence. The ultimate goal of hospital marketing is to provide high quality medical care while satisfying patient needs.
The document discusses the Indian healthcare sector. It notes that healthcare is one of India's largest sectors in terms of revenue and employment. The private sector accounts for over 80% of healthcare spending. The sector is projected to grow to $40 billion this year. An aging population and expanding middle class represent opportunities for growth. However, physical infrastructure and the number of public health facilities are inadequate. The government uses price controls to improve drug affordability. [END SUMMARY]
In B Grade and C Grade cities of India, Hospital Marketing is not a recognized branch but it plays a very important role. Here is a guide for Hospital Marketing with basic knowledge. Hope you all will be in gain of something from my efforts.
For more information and updates join me and contact me directly. Credit for guidance goes to my mentor and guide Mr. Manish Kumar Vaishnav Sir, Slide Background taken from fppt.com other sources are collected from Google and Wikipedia.
These facts are only for the presentation and basic ideas of Hospital Marketing in B and C grade cities,no elaborated and complete information is shared here, any mismatch in information will be consider for the change, your valuable feedback's and suggestions are cordially invited, for complete information contact me directly. Market Research | Analysis | Strategy Building | Budgeting| Recruitment | Costing | All other Hospital Marketing Aspects
Healthcare has become one of India’s largest sectors - both in terms of revenue and employment. Healthcare comprises hospitals, medical devices, clinical trials, outsourcing, telemedicine, medical tourism, health insurance and medical equipment. The Indian healthcare sector is growing at a brisk pace due to its strengthening coverage, services and increasing expenditure by public as well private players.
International converget healthcare systemSAM VIVEK
1. CONVERGENCE AMONG MEDICAL PROFESSIONALS, EDUCATION, AND SCIENCE
2. CONVERGENCE AMONG HOSPITALS AND INSURERS
3. CONVERGENCE AMONG MEDICAL PRODUCTS AND TECHNOLOGIES
4. PRIVATIZATION, COMMERCIALIZATION, AND AMERICAN MEDICINE
This document provides a history and overview of health care marketing from 1910 to the present. It discusses how the health care market has evolved from a seller's market in the early 1900s to a more customer-driven approach today. The stages of health care marketing are outlined from the 1950s through the 1990s as marketing and advertising became more common and hospitals began directly marketing to consumers. The document also discusses defining and evaluating health care markets, including delineating market areas, profiling market composition and size, and assessing market potential and competitors.
Situational analysis in health care industryAbhi Manu
The document discusses various techniques for conducting situational analysis in healthcare. It defines situational analysis as the systematic collection and study of past and present data to identify trends and conditions that can influence business performance and strategy choices. For healthcare, situational analysis describes and analyzes the health status and services in an area to assess how well services address needs. It also prioritizes problems to inform planning. Common techniques include 5C analysis, PEST analysis, Porter's Five Forces, and SWOT analysis. The summary provides an overview of how each technique is applied to understand strengths, weaknesses, opportunities and threats to better plan healthcare services.
Marketing programme for hospital serviceARUNAYESUDAS
This document outlines a marketing program for a hospital service. It defines marketing and discusses the key elements of a hospital marketing program, including establishing target customers, conducting competitive and SWOT analyses, setting SMART goals, developing strategies and tactics, and creating marketing budgets. It also examines the 7 Ps of marketing for services - product, price, place, promotion, process, people, and physical evidence. The ultimate goal of hospital marketing is to provide high quality medical care while satisfying patient needs.
The document discusses the Indian healthcare sector. It notes that healthcare is one of India's largest sectors in terms of revenue and employment. The private sector accounts for over 80% of healthcare spending. The sector is projected to grow to $40 billion this year. An aging population and expanding middle class represent opportunities for growth. However, physical infrastructure and the number of public health facilities are inadequate. The government uses price controls to improve drug affordability. [END SUMMARY]
In B Grade and C Grade cities of India, Hospital Marketing is not a recognized branch but it plays a very important role. Here is a guide for Hospital Marketing with basic knowledge. Hope you all will be in gain of something from my efforts.
For more information and updates join me and contact me directly. Credit for guidance goes to my mentor and guide Mr. Manish Kumar Vaishnav Sir, Slide Background taken from fppt.com other sources are collected from Google and Wikipedia.
These facts are only for the presentation and basic ideas of Hospital Marketing in B and C grade cities,no elaborated and complete information is shared here, any mismatch in information will be consider for the change, your valuable feedback's and suggestions are cordially invited, for complete information contact me directly. Market Research | Analysis | Strategy Building | Budgeting| Recruitment | Costing | All other Hospital Marketing Aspects
Healthcare has become one of India’s largest sectors - both in terms of revenue and employment. Healthcare comprises hospitals, medical devices, clinical trials, outsourcing, telemedicine, medical tourism, health insurance and medical equipment. The Indian healthcare sector is growing at a brisk pace due to its strengthening coverage, services and increasing expenditure by public as well private players.
International converget healthcare systemSAM VIVEK
1. CONVERGENCE AMONG MEDICAL PROFESSIONALS, EDUCATION, AND SCIENCE
2. CONVERGENCE AMONG HOSPITALS AND INSURERS
3. CONVERGENCE AMONG MEDICAL PRODUCTS AND TECHNOLOGIES
4. PRIVATIZATION, COMMERCIALIZATION, AND AMERICAN MEDICINE
This document provides an overview of the healthcare industry in Sri Lanka. It discusses how the industry is categorized globally and the professionals it employs. The presentation covers changes in the global healthcare industry and how they impact Sri Lanka. It performs a SWOT, PESTLE and marketing mix analysis of Sri Lanka's healthcare sector. Recommendations are provided on how the industry can address future challenges.
The document discusses patient satisfaction in hospitals. It states that patient satisfaction equals hospital services minus patient expectations, with positive values indicating delight and negative values indicating dissatisfaction. It identifies patients as marketers who can provide feedback for improvements. Several key patient expectations are listed, such as good medical care, cleanliness, and affordable charges. Gaps are identified between customer expectations and management's perceptions, service specifications and delivery, and communications to customers.
This document provides an overview of a hospital marketing plan. It begins with an executive summary and table of contents. It then covers topics such as goal setting, SWOT analysis, market review, target market identification, competitor analysis, marketing strategy, implementation, and evaluation. Key points include defining SMART goals, conducting internal and external assessments, identifying the target demographic and geographic markets, analyzing competitors' strengths and weaknesses, and developing a marketing strategy and tactics to increase patient volume and experience. The 7 P's of the service marketing mix are also discussed.
The healthcare sector in India is governed by the Ministry of Health and Family Welfare. It has a total value of more than $40 billion and employs 8 million people directly and indirectly. Between 2000-2011, the sector grew by 9.8% annually. However, corporate hospitals constitute less than 1% of all healthcare institutes. An investment of $14.4 billion is needed by 2025 to increase India's bed density to at least two per thousand population.
Fortis Healthcare Ltd is one of India's largest private healthcare companies with a network of 28 hospitals and 3300 beds. It provides cardiac, orthopedic, neuroscience, oncology, and maternal care. The company aims to grow aggressively with 6000 beds in 40 hospitals by 2012. India's healthcare industry is poised to grow tremendously due to lower public spending pushing people to private providers, encouraging public-private partnerships, and medical tourism. The industry faces opportunities from a growing and aging population, rising incomes, and medical tourism but threats from slow IT adoption and competition from other countries like China.
As a hospital administrator, their roles include planning, organizing, staffing, directing, controlling, and coordinating hospital management functions. The goal of all administrators is to maximize output through productivity and efficiency. Productivity is measured as output over input, and can be increased by boosting output while maintaining or decreasing inputs. Effectiveness means achieving objectives by focusing on outputs and outcomes. Efficiency means achieving objectives with the least amount of resources. Hospital administrators must balance roles related to patients, the hospital organization, and the surrounding community.
The document discusses the healthcare market in India. It notes that the Indian healthcare market is expected to grow strongly, reaching $280 billion by 2020 due to rising incomes, greater health awareness, and increasing insurance penetration. The market is split into five key segments - hospitals, pharmaceuticals, diagnostics, medical equipment and supplies, and medical insurance. Hospitals currently account for 71% of total healthcare revenues in India.
The document discusses patient satisfaction in healthcare. It defines patient satisfaction as having three domains: delivery of medical care, treatments sought by patients, and compassionate care. Patient satisfaction is an important measure of healthcare quality and hospitals aim to satisfy patients as the end users of healthcare services. The document outlines 10 pillars for achieving patient satisfaction, including leadership commitment, process improvement, staff training, and patient focus. It also discusses how to design a patient satisfaction survey through identifying areas for feedback, creating questions, choosing a platform, and evaluating results.
Marketing is communicating the value of healthcare services to patients to promote and sell those services. Marketing blends art and science and uses information technology. For hospitals, marketing is necessary in today's competitive world to answer questions about who they are, what services they offer, and at what cost. The six P's of marketing for hospitals are: product (services offered), positioning, pricing, promotion, people (patients and staff), and presentation of the hospital and services. Effective hospital marketing requires addressing all six P's through a variety of promotional activities tailored to the specific hospital.
The document discusses strategic planning for medical practices. It defines strategic planning as a formal process that helps organizations maintain optimal alignment with their environment through goal setting and performance measurement. The strategic planning process involves conducting an environmental scan, developing a mission and vision, setting goals and objectives, creating action plans, and evaluating performance. It provides frameworks for conducting a SWOT analysis and developing a strategic plan with all necessary components.
India is a leading destination for medical tourism due to its combination of low-cost, high-quality healthcare and spiritual/holistic treatments like Ayurveda and yoga. It offers treatments in allopathy (Western medicine), Ayurveda, yoga, spa therapies and spiritual practices at a fraction of the cost of other countries. India is attracting medical tourists from developed countries seeking affordable procedures and those wanting to combine treatment with tourism by experiencing India's spiritual and holistic health traditions. However, India faces challenges in promoting medical tourism such as lack of infrastructure development and addressing concerns about equitable healthcare access for its own citizens.
This document discusses marketing techniques and management systems for hospitals. It covers identifying customer needs, developing programs and services to satisfy customers, and performing SWOT and PEST analyses. Various marketing strategies are presented, including the four Ps of marketing (product, place, price, promotion), addressing variables like patients, physicians, employers and lack of patient knowledge. The importance of marketing and management for hospital revenue generation is emphasized.
The document analyzes the hospital industry through a PEST analysis, Porter's Five Forces model, and discussion of key success factors. It finds that political factors like the Affordable Care Act significantly impact hospitals. Competition is high within the industry. Bargaining power of suppliers and buyers is moderate. The most important success factors are reinventing the patient experience, having a diverse set of medical professionals, and leveraging innovative technology. Overall, the industry is currently unattractive for new entrants.
Healthcare challenges & solutions in indiakripak93
This document discusses the key challenges facing India's healthcare system and potential solutions. The main challenges are the large burden of infectious and chronic diseases, high maternal and child mortality rates, lack of universal access to healthcare, shortage of resources, and inadequate healthcare financing. Proposed solutions include strengthening public health programs, improving access to healthcare in rural areas, providing incentives for medical professionals to work in underserved areas, leveraging public-private partnerships, and increasing public financing of healthcare.
1. The document discusses marketing strategies for hospitals, focusing on Pristine Hospitals in Bangalore. It covers the healthcare industry, factors attracting corporates, the service marketing triangle, classifications of hospitals, and their unique characteristics.
2. It then discusses the 7Ps of marketing - product, place, promotion, price, people, process, and physical evidence. It also covers segmentation, marketing activities at hospitals, and Pristine Hospital's target market and services.
3. The future of the healthcare industry is projected to grow significantly in India. Suggestions are provided to increase revenues and expand services.
Powerpoint contracts and liability team cAnaJacobs2
This document discusses various types of contracts and liability issues relevant to healthcare facilities. It outlines government, vendor, employment, managed care, transfer, joint venture, and business associate contracts. Elements of contracts like offer, consideration, acceptance, and mutuality are also defined. The document emphasizes the importance of obtaining patient consent through expressed or implied means to avoid liability. It notes that healthcare organizations are liable for their actions and facilities, while providers are responsible for their own actions. Finally, it provides strategies for facilities to protect themselves from liability issues, such as reporting fraud and having quality assurance programs.
The document summarizes healthcare reforms in India and their implementation. It discusses the key components of the health system and health sector reforms. Major reforms included reorganizing and restructuring the existing healthcare system, involving communities in health system delivery, establishing a health management information system, and focusing on quality of care. Key national health missions addressed in the reforms were the National Rural Health Mission and National Urban Health Mission. Five Year Plans from the 8th to 12th Plans shifted policies to encourage private sector initiatives, prioritize primary healthcare, address issues of equity, and work towards universal health coverage. Effective health sector reforms require increased public spending on health, regulating the private sector, risk pooling, and strengthening health management information systems.
This document provides an overview of Porter's Five Forces model for analyzing industry competition and profitability. It describes the five competitive forces as the bargaining power of suppliers and customers, the threat of new entrants and substitutes, and the intensity of rivalry between existing competitors. Factors that influence each force are also outlined. The document explains how the model can be used for static industry analysis, dynamic analysis accounting for changes over time, and identifying options for improving a company's position within an industry by influencing the competitive forces.
This document provides an overview of Porter's Five Forces model for analyzing industry competition and profitability. It describes the five competitive forces as the bargaining power of suppliers and customers, the threat of new entrants and substitutes, and the intensity of rivalry between existing competitors. Factors that influence each force are also outlined. The document explains how the model can be used for static industry analysis, dynamic analysis accounting for changes over time, and identifying options for improving a company's position within an industry by influencing the competitive forces.
This document provides an overview of the healthcare industry in Sri Lanka. It discusses how the industry is categorized globally and the professionals it employs. The presentation covers changes in the global healthcare industry and how they impact Sri Lanka. It performs a SWOT, PESTLE and marketing mix analysis of Sri Lanka's healthcare sector. Recommendations are provided on how the industry can address future challenges.
The document discusses patient satisfaction in hospitals. It states that patient satisfaction equals hospital services minus patient expectations, with positive values indicating delight and negative values indicating dissatisfaction. It identifies patients as marketers who can provide feedback for improvements. Several key patient expectations are listed, such as good medical care, cleanliness, and affordable charges. Gaps are identified between customer expectations and management's perceptions, service specifications and delivery, and communications to customers.
This document provides an overview of a hospital marketing plan. It begins with an executive summary and table of contents. It then covers topics such as goal setting, SWOT analysis, market review, target market identification, competitor analysis, marketing strategy, implementation, and evaluation. Key points include defining SMART goals, conducting internal and external assessments, identifying the target demographic and geographic markets, analyzing competitors' strengths and weaknesses, and developing a marketing strategy and tactics to increase patient volume and experience. The 7 P's of the service marketing mix are also discussed.
The healthcare sector in India is governed by the Ministry of Health and Family Welfare. It has a total value of more than $40 billion and employs 8 million people directly and indirectly. Between 2000-2011, the sector grew by 9.8% annually. However, corporate hospitals constitute less than 1% of all healthcare institutes. An investment of $14.4 billion is needed by 2025 to increase India's bed density to at least two per thousand population.
Fortis Healthcare Ltd is one of India's largest private healthcare companies with a network of 28 hospitals and 3300 beds. It provides cardiac, orthopedic, neuroscience, oncology, and maternal care. The company aims to grow aggressively with 6000 beds in 40 hospitals by 2012. India's healthcare industry is poised to grow tremendously due to lower public spending pushing people to private providers, encouraging public-private partnerships, and medical tourism. The industry faces opportunities from a growing and aging population, rising incomes, and medical tourism but threats from slow IT adoption and competition from other countries like China.
As a hospital administrator, their roles include planning, organizing, staffing, directing, controlling, and coordinating hospital management functions. The goal of all administrators is to maximize output through productivity and efficiency. Productivity is measured as output over input, and can be increased by boosting output while maintaining or decreasing inputs. Effectiveness means achieving objectives by focusing on outputs and outcomes. Efficiency means achieving objectives with the least amount of resources. Hospital administrators must balance roles related to patients, the hospital organization, and the surrounding community.
The document discusses the healthcare market in India. It notes that the Indian healthcare market is expected to grow strongly, reaching $280 billion by 2020 due to rising incomes, greater health awareness, and increasing insurance penetration. The market is split into five key segments - hospitals, pharmaceuticals, diagnostics, medical equipment and supplies, and medical insurance. Hospitals currently account for 71% of total healthcare revenues in India.
The document discusses patient satisfaction in healthcare. It defines patient satisfaction as having three domains: delivery of medical care, treatments sought by patients, and compassionate care. Patient satisfaction is an important measure of healthcare quality and hospitals aim to satisfy patients as the end users of healthcare services. The document outlines 10 pillars for achieving patient satisfaction, including leadership commitment, process improvement, staff training, and patient focus. It also discusses how to design a patient satisfaction survey through identifying areas for feedback, creating questions, choosing a platform, and evaluating results.
Marketing is communicating the value of healthcare services to patients to promote and sell those services. Marketing blends art and science and uses information technology. For hospitals, marketing is necessary in today's competitive world to answer questions about who they are, what services they offer, and at what cost. The six P's of marketing for hospitals are: product (services offered), positioning, pricing, promotion, people (patients and staff), and presentation of the hospital and services. Effective hospital marketing requires addressing all six P's through a variety of promotional activities tailored to the specific hospital.
The document discusses strategic planning for medical practices. It defines strategic planning as a formal process that helps organizations maintain optimal alignment with their environment through goal setting and performance measurement. The strategic planning process involves conducting an environmental scan, developing a mission and vision, setting goals and objectives, creating action plans, and evaluating performance. It provides frameworks for conducting a SWOT analysis and developing a strategic plan with all necessary components.
India is a leading destination for medical tourism due to its combination of low-cost, high-quality healthcare and spiritual/holistic treatments like Ayurveda and yoga. It offers treatments in allopathy (Western medicine), Ayurveda, yoga, spa therapies and spiritual practices at a fraction of the cost of other countries. India is attracting medical tourists from developed countries seeking affordable procedures and those wanting to combine treatment with tourism by experiencing India's spiritual and holistic health traditions. However, India faces challenges in promoting medical tourism such as lack of infrastructure development and addressing concerns about equitable healthcare access for its own citizens.
This document discusses marketing techniques and management systems for hospitals. It covers identifying customer needs, developing programs and services to satisfy customers, and performing SWOT and PEST analyses. Various marketing strategies are presented, including the four Ps of marketing (product, place, price, promotion), addressing variables like patients, physicians, employers and lack of patient knowledge. The importance of marketing and management for hospital revenue generation is emphasized.
The document analyzes the hospital industry through a PEST analysis, Porter's Five Forces model, and discussion of key success factors. It finds that political factors like the Affordable Care Act significantly impact hospitals. Competition is high within the industry. Bargaining power of suppliers and buyers is moderate. The most important success factors are reinventing the patient experience, having a diverse set of medical professionals, and leveraging innovative technology. Overall, the industry is currently unattractive for new entrants.
Healthcare challenges & solutions in indiakripak93
This document discusses the key challenges facing India's healthcare system and potential solutions. The main challenges are the large burden of infectious and chronic diseases, high maternal and child mortality rates, lack of universal access to healthcare, shortage of resources, and inadequate healthcare financing. Proposed solutions include strengthening public health programs, improving access to healthcare in rural areas, providing incentives for medical professionals to work in underserved areas, leveraging public-private partnerships, and increasing public financing of healthcare.
1. The document discusses marketing strategies for hospitals, focusing on Pristine Hospitals in Bangalore. It covers the healthcare industry, factors attracting corporates, the service marketing triangle, classifications of hospitals, and their unique characteristics.
2. It then discusses the 7Ps of marketing - product, place, promotion, price, people, process, and physical evidence. It also covers segmentation, marketing activities at hospitals, and Pristine Hospital's target market and services.
3. The future of the healthcare industry is projected to grow significantly in India. Suggestions are provided to increase revenues and expand services.
Powerpoint contracts and liability team cAnaJacobs2
This document discusses various types of contracts and liability issues relevant to healthcare facilities. It outlines government, vendor, employment, managed care, transfer, joint venture, and business associate contracts. Elements of contracts like offer, consideration, acceptance, and mutuality are also defined. The document emphasizes the importance of obtaining patient consent through expressed or implied means to avoid liability. It notes that healthcare organizations are liable for their actions and facilities, while providers are responsible for their own actions. Finally, it provides strategies for facilities to protect themselves from liability issues, such as reporting fraud and having quality assurance programs.
The document summarizes healthcare reforms in India and their implementation. It discusses the key components of the health system and health sector reforms. Major reforms included reorganizing and restructuring the existing healthcare system, involving communities in health system delivery, establishing a health management information system, and focusing on quality of care. Key national health missions addressed in the reforms were the National Rural Health Mission and National Urban Health Mission. Five Year Plans from the 8th to 12th Plans shifted policies to encourage private sector initiatives, prioritize primary healthcare, address issues of equity, and work towards universal health coverage. Effective health sector reforms require increased public spending on health, regulating the private sector, risk pooling, and strengthening health management information systems.
This document provides an overview of Porter's Five Forces model for analyzing industry competition and profitability. It describes the five competitive forces as the bargaining power of suppliers and customers, the threat of new entrants and substitutes, and the intensity of rivalry between existing competitors. Factors that influence each force are also outlined. The document explains how the model can be used for static industry analysis, dynamic analysis accounting for changes over time, and identifying options for improving a company's position within an industry by influencing the competitive forces.
This document provides an overview of Porter's Five Forces model for analyzing industry competition and profitability. It describes the five competitive forces as the bargaining power of suppliers and customers, the threat of new entrants and substitutes, and the intensity of rivalry between existing competitors. Factors that influence each force are also outlined. The document explains how the model can be used for static industry analysis, dynamic analysis accounting for changes over time, and identifying options for improving a company's position within an industry by influencing the competitive forces.
Conjoint analysis is a technique that can help healthcare providers understand patient and physician preferences for new services. It involves surveys that ask respondents to choose their preferred option among combinations of service attributes, revealing which attributes are most important. For example, a cancer center used conjoint analysis to understand what patients value in a genetic testing service. It identified attributes like cost, results turnaround time, and benefit statements to include. This allows optimizing the service design and pricing strategy to maximize appeal before launching.
This presentation provides overview about our offerings under the Market Intelligence Services category. It mainly shows what we have done and what we can do in terms of studying and assessing the opportunities in new markets / products.
Colliculus Data Research and Analytics | Medical Communications | Business Va...Venugopalarao Boddepalli
Colliculus Data Research and Analytics Services Pvt. Ltd. It’s a fast-paced agency, providing specifically tailored services to Pharma, Biotech, Life Sciences, Medical Device and CRO industries with the team of experienced Medics & qualified professionals. Colliculus emerged as a Medical/ HealthCare KPO outsourcing vendor which focuses on client commitment, consistent quality, and a vibrant internal team culture.
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We are providing our services to some of the Pharma companies like Sandoz, Mundipharma, MSD, Merck, Dr. Reddy’s, Biological Evans Limited, Pentax Medical etc. and with Healthcare communications / market research companies across the globe.
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This document discusses Porter's five forces model of competitive strategy. It provides details on each of the five competitive forces: the threat of new entry, competitive rivalry, threat of substitution, bargaining power of suppliers, and bargaining power of customers. It explains how these forces shape industry competition and profitability. The document also discusses Michael Porter's development of the five forces framework and how it can be used to analyze industries and improve a firm's competitive position.
Annik Technology Services provides strategic analytics and business analytics services for the healthcare industry. Their services include brand analytics, pricing strategy analysis, market segmentation, usage and attitude analysis, competitive landscape analysis, and predictive analytics. They analyze various therapeutic areas including pulmonary diseases, cardiovascular diseases, oncology, diabetes, and more. Their analytics help clients improve customer retention, increase market share, optimize products and pricing, identify target customer segments, and increase sales and product growth. They utilize statistical techniques like regression analysis, conjoint analysis, segmentation, and more to address business objectives. They also provide case studies on research projects analyzing topics like new product receptivity, physician treatment algorithms, and product mix optimization.
External Environmental Analysis
Learning Objectives
After reading this chapter, you should be able to:
• Conduct an industry analysis and describe why it is important.
• Conduct a competitive analysis and describe why it is important.
• Conduct a market analysis and describe why it is important.
• Scan the general environment for any changes or trends that might favor or adversely affect a
healthcare organization.
Chapter 4
MicroWorks/iStock/Thinkstock
spa81202_04_c04.indd 109 1/15/14 4:27 PM
CHAPTER 4Section 4.1 Industry Analysis
An analysis of the external environment covers the industry or segment in which the orga-
nization competes, its competitors, markets, and other relevant environmental trends and
changes. As illustrated in Figure 1.1, external analyses are part of the strategic thinking
process. The purpose is to understand how the environment relevant to the organization
is changing and might change in the future—in this sense, “relevant” means anything the
organization might affect or could be affected by. Without such an understanding, doing
strategic planning becomes much more difficult.
4.1 Industry Analysis
An industry analysis is the study of the healthcare industry and the forces that might
be causing it to change. It involves using a number of standard but indispensable tools
that will be discussed in this chapter. Because the ways in which the healthcare industry
changes can dramatically affect the decisions an organization makes, this analysis is a key
element in strategic planning.
The word industry in “industry analysis” can mean a segment of the larger healthcare
industry or the entire industry itself. If a healthcare organization provides services for
homebound patients, for example, for the purposes of doing a strategic analysis it is com-
peting in the home care industry, even though it is really a segment of the healthcare
industry. While HSOs must consider what is happening in the entire healthcare industry
during strategic planning, the in-depth industry analysis focuses on the arena in which
the organization competes. So while discussions in the next section use the broader term
industry analysis, remember that for HSOs this refers to their narrower segment of the
healthcare industry.
One thing to keep in mind when conducting an industry analysis is to write down what
is true for the industry—not for the organization under analysis. Sometimes data on an
industry or industry segment are easy
to obtain because they are regularly
published or because trade groups or
consulting firms keep tabs on certain
statistics. However, in some situa-
tions it may be difficult to get data for
a meaningful analysis.
To minimize errors when using inad-
equate data or relying on one person’s
estimates, it is advisable to assemble
a group of people to share perspec-
tives and use shared estimates in the
analysis. If the group is fairly knowl-
edgeable about the industry in which ...
Healthcare Reform & Physician Loyalty: What Can CRM Do To Support ACOs?Perficient, Inc.
Martin Sizemore, Enterprise Architect at Perficient, and Lisa Anderson, CRM Solution Architect at Perficient, discuss Consumerism in Healthcare, Physician Practice Challenges & Alignment, and provide a Physician Loyalty Campaign Demo
Lesson 4 OMTE 001 Environments And Strategic Management.pptxRodantesRivera3
The document discusses strategic management and how a company's strategy is influenced by analyzing its external environment and internal strengths and weaknesses. It explains frameworks for evaluating the business environment like PESTEL and Porter's Five Forces, and tools for situational analysis including SWOT. Additionally, it covers the stages of strategic management, different types of strategies, and how factors of the external environment can impact a company's strategy.
What You MUST Know About Compensating Physician Emergency CoverageMD Ranger, Inc.
The cost of emergency call coverage has become an increasingly large component of many hospital budgets. Knowing when, how, and how much to pay are crucial to controlling costs and documenting fair market value compliance. This webinar shows how much other hospitals pay for call coverage, the most cost effective ways to pay for call, and which services that are most likely to be compensated.
This document outlines a proposed market opportunity assessment project for a client seeking to identify new growth opportunities in histochemistry diagnostics in Africa. The objectives are to assess the market opportunity across different market segments, provide strategic recommendations to support future growth, and understand market trends, policies, addressable market size, customer needs, and where the client should focus. The proposed approach involves 3 phases: 1) understanding the market landscape and trends, 2) identifying the total addressable market potential and customer insights through primary research, and 3) conducting a market opportunity assessment. The deliverables will include findings, insights, and strategic recommendations.
Strategic planning involves defining a laboratory's strategy to withstand competitive forces by understanding industry structure, competitors' strengths and weaknesses, identifying a unique market position, and focusing on growth. It contrasts with operations management which efficiently uses resources. A laboratory should understand its industry's concentration, barriers to entry/exit, separate roles of payors/purchasers/beneficiaries, economies of scale, and powerful buyers/sellers to strategically position itself. Common positions include outpatient-centered, reference-centered, and hospital-centered testing. Strategies can fail due to straddling multiple positions, pursuing growth that does not fit capabilities, or exhibiting hubris. SWOT and competitor analyses help develop and implement effective strategies.
CSBI Course 1 Understanding the IndustryVannaJoy20
CSBI Course 1: Understanding the Industry
● Business Intelligence for the Healthcare Industry
● Healthcare Services Delivery Components
● The Broader Healthcare Delivery Environment
● Health Services Across the Health Continuum
● Healthcare Services Delivery and Component Independence
CSBI Course 2: The Business of Providing Healthcare Services
● Introduction
● Basic Business Functions
● Changes in the Business of Providing Healthcare Services
● Stakeholder Analysis
● Applying Analytics
CERTIFIED SPECIALIST
BUSINESS INTELLIGENCE
Study Guide
Certified Specialist Business Intelligence
Table of Contents
Course 1: Understanding the Industry……………………………………………………………………………………………………..3
Course 2: The Business of Providing Healthcare Services………………………………………….……………………………..8
Course 3: The Discipline of Business Intelligence……………………………………………………………………………………11
Course 4: Business Intelligence Technical Skills……………………………………………………………………………………..14
Course 5: Business Intelligence Analytical and Quantitative Skills………………………………………………………….17
Course 6: Relationship, Change Management and Consulting Skills……………………………………………………….21
Certified Specialist Business Intelligence
Course 1: Understanding the Industry
Introduction: This module provides an overview of the changing healthcare industry for the healthcare
business intelligence consultant. The topics discussed include healthcare service delivery components,
healthcare delivery environment, healthcare services in relation to the health continuum, reform and
change in healthcare delivery and the key points of leverage that analytics brings into the healthcare
industry.
Learning objectives
Section 1: Business Intelligence for the Healthcare Industry
• Define the phenomenon big data.
• Define and illustrate the applicability of and need to engage use of small data.
Section 2: Healthcare Services Delivery Components
• Recognize the internal components of healthcare service delivery.
Section 3: The Broader Healthcare Delivery Environment
• Recognize the key external influencers of the healthcare delivery environment.
Section 4: Health Services Across the Health Continuum
• Identify the three areas where misalignment between hospital components and healthcare
users may occur.
• Identify the services performed at various points on the health continuum.
Section 5: Healthcare Service Delivery and Component Independence
• Recognize what strongly influences medical care decisions in regards to supply-sensitive care.
Section 6: Reform and Change in Healthcare Delivery
• Identify foundational drivers for change that are taking place in the industry.
Certified Specialist Business Intel ...
The document discusses marketing and the pharmaceutical market. It defines marketing as the process of exploring, creating, and delivering value to satisfy customer needs at a profit. The role of marketing is to influence activities from manufacturer to patient, ensuring the right product is available at the right time, place, price and quantity. It also discusses components of marketing like research, advertising, pricing. Competitive analysis and understanding consumer behavior are important aspects of pharmaceutical marketing due to its unique regulatory environment. Market research is key to identifying opportunities and evaluating marketing performance.
This document discusses key considerations for health commodity procurement. It covers the challenges of procurement including lengthy processes and ensuring product quality. The procurement strategy must understand the supply and demand context, applicable rules and regulations, and risks. The strategy should identify objectives based on a supply positioning matrix and select an appropriate procurement method and contract type. The overall goal is to ensure a reliable supply of quality health commodities that meet program needs in compliance with relevant requirements.
This document provides an overview of Profound Healthcare Services and their offerings including strategy consulting, market intelligence, process management, and Pharma Chronicle. It describes their experience assisting pharmaceutical companies through projects in various areas like market entry strategies, portfolio optimization, market sizing, and process improvement. Case studies are presented on projects conducted for clients in areas like oncology, women's health, and medical devices. The company's capabilities and methodology for different project types are also outlined.
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2. Learning Objectives
1. Understand what is service area and how the concept of service area analysis emerged.
2. Understand the relationship between general and health care environmental issue identification and
analysis and service area competitor analysis.
3. Define determinants of service area competitor analysis.
4. Understand the focus of competitor analysis and challenges faced by healthcare market.
5. Understand strategic groups and be able to map competitors’ strategies along important service and
market dimensions.
6. Understand the elements of service area competitor analysis and assess likely competitor strategies.
7. Understand and illustrate the process of service area competitor analysis.
8. Suggest several questions to initiate strategic thinking concerning the service area and competitors as a
part of managing the strategic momentum.
3. How Service Area Competitor
Analysis Emerged
During the past decade, because of fundamental changes within the
industry brought about by the influences of managed care, efforts to
reduce costs and increase efficiency, and the increased presence of
for-profit health care organizations, every segment of the industry
has become highly competitive.
4. The Service Area
The service area is considered to be the geographic area surrounding the health care provider from
which it pulls the majority of its customers/patients.
• Beyond these borders services may be difficult to render because of distance, cost, time, and so
on.
• Organization not only define its service area but also analyze all relevant and important aspects
like,
Economic
Demographic
Psychographic (lifestyle)
Disease pattern characteristics
• Service area also define by customer preference and health care provider that are available in
organization.
5. Comprehensive EnvironmentalAnalysis
Environmental Analysis
Strategic thinking and Strategic planning,
focusing on increasingly more specific issues.
Scanning Monitoring Forecasting Assessing Analyzing Interpreting
Service Area Competitor Analysis
Further define and understand an organization’s environment through identifying specific service
area/service category issues, identifying its competitors, determining the strengths and weaknesses
of these rivals, and anticipating their strategic moves
7. What is competition Analysis ?
Focus
• Identify competitors in a
service area, identify their
weaknesses, assess the
impact of own strategic
actions, and identify
potential responses
• Assists in identifying a clear
competitive advantage
Significance
• Competitor information is
essential for selecting
viable strategies that
position the organization
strongly within the market
• Necessary for survival, acts
like an interlinked radar grid
constantly monitoring
competitor activity,
information picked up by
external and internal
sources, processing it for
strategic significance, and
efficiently communicating
actionable intelligence
Impediments
• Misjudging industry and
service area boundaries
• Poor identification of the
competition
• Overemphasis on
competitors’ visible
competence
• Overemphasis on where,
rather than how, to
compete
• Faulty assumptions about
the competition
• paralysis by analysis
8. Service area competition analysis: process
Service area competitor analysis
is a process of understanding the
market and identifying and
evaluating competitors
Begins with an understanding and
specification of services
provided, and ends with
synthesizing results of the
analysis and drawing of
implications.
Define service
categories
Define service
area
Create service
area profile
Conduct service
area structure
analysis
Conduct
competitor
analysis
Map strategic
groups
Synthesize
analyses
9. 1. Defining the service categories
The first step in service area competitor analysis is to specify the service category to be analyzed.
Many health care organizations have several service categories or products:
◦ Acute vs chronic care services
◦ Primary, secondary, tertiary level services
◦ Adults, pediatric, neonatal, geriatric
◦ Care services can be broken down into more specific subservices e.g. pediatrics can be divided
into well-baby care, infectious diseases, developmental pediatrics, pediatric hematology-
oncology
◦ Plastic surgery
◦ Reconstructive plastic surgeons
◦ Eye, ear, nose, and throat physicians as well as oral surgeons are performing some of the same
procedures
◦ Cosmetic plastic surgeons do reconstructive surgery, or specialize on the face, breast etc
◦ Specialization on the basis of procedures used, eg laser or liposuction
10. 2. Determining service area boundaries
For a health care organization that offers several service categories, it may be necessary to conduct
several service area analyses
◦ E.g. for an acute care hospital, the service area for cardiac services may be the entire state or
region, whereas the service area for the emergency room might be only a few blocks
The opportunities and threats for each service area may be quite different; therefore, considerable effort
is directed toward understanding and analyzing the nature of the health care organization’s various
service areas
Determining the geographic boundaries of the service area may be subjective and is usually based on
patient histories, the reputation of the organization, available technology, physician recognition.
Also, geographic impediments such as a river, mountains, and limited access highways can influence
how the service area is defined
11. 3. Service area profiling
Capturing the dimensions of a service area requires tapping and synthesizing information from various
sources:
◦ Quantitative and qualitative data
◦ Population-based health status data
◦ health services utilization data
The service area profile includes key competitively relevant economic, demographic, psychographic
(lifestyle), and community health status indicators; psychographic indicators are best predictors of patient
behavior
Medically conservative
Interested in drugs, therapies, and
diagnostics they are familiar with
Medically innovative
Willing to try new alternative
drugs, therapies, or diagnostics
Medically independent
High self-esteem and assertiveness,
question physician’s diagnosis and
seek second opinion
Medically dependent
Follow what the doctor prescribes
exactly and would never think of
questioning doctor’s orders
12. 4. Service area structural analysis
Porter developed a five forces framework
for analyzing the external environment
through an examination of the competitive
nature of the industry
In Porter’s model, intensity is a function
of the threat of new entrants to the market,
the level of rivalry among existing
organizations, the threat of substitute
products and services, the bargaining
power of buyers (customers), and the
bargaining power of suppliers
13. 4.1 Threat of new entrants
New entrants into a market are typically a threat to existing organizations because they increase the
intensity of competition. New entrants may have substantial resources and often attempt to rapidly gain
market share. Such actions may force prices and profits down
◦ Barriers to entry that protect organizations already serving a market:
1) Existing organizations’ economies of scale
2) Existing product or service differentiation
3) Capital requirements needed to compete
4) Switching costs – the one-time costs for buyers to switch from one provider to another
5) Access to distribution channels
6) Cost advantages (independent of scale) of established competitors
7) Government and legal constraints.
14. 4.2 Threat of substitute products and services
For many products and services there are various substitutes that perform the same function as the
established products. Substitute products limit returns to an industry because at some price point,
consumers will switch to alternative products and services.
4.3 Threat of substitute products and services
Buyers of products and services attempt to obtain the lowest price possible while demanding high
quality and better service. If buyers are powerful, then the competitive rivalry will be high. Buyer
group is powerful if it:
1) Purchases large volumes
2) Concentrates purchases in an industry (service area)
3) Purchases products that are standard or undifferentiated
4) Has low switching costs
5) Poses a threat of backward integration;
6) Has low quality requirements
7) Has enough information to gain bargaining leverage
15. 4.4 Bargaining power of suppliers
Much like the power of buyers, suppliers can affect the intensity of competition through their ability to
control prices and the quality of materials they supply. Suppliers tend to be powerful if:
1) There are few suppliers
2) There are few substitutes
3) The suppliers’ products are differentiated
4) The product or service supplied is important to the buyer’s business
5) The buyer’s industry is not considered an important customer
6) The suppliers pose a threat of forward integration (entering the industry)
Physicians and other health care professionals have been important and powerful “suppliers” to the industry
Other suppliers like those who supply general medical needs (bandages, suture materials, thermometers
etc.) tend not to exercise a great deal of control over the industry
16. 5. Conducting competitor analysis
Evaluate the strengths and weakness of
competitors, characterize their strategies,
group competitors by the types of
strategies they have exhibited, and predict
competitive future moves or likely
responses to strategic issues and initiatives
by other organizations
This provides clues as to their future
strategies and to areas where competitive
advantage might be achieved.
But competitor information is not always
easy to obtain, and it's often necessary to
draw conclusions from sketchy information
17. 6. Mapping strategic groups
Strategic group analysis concentrates on the
characteristics of the strategies of the
organizations competing within a given service
area
A strategic group is a number of organizations
within the same service category making
similar strategic decisions. Members of
a strategic group have similar “recipes” for
success or core strategies
Members of a strategic group primarily
compete with each other and do not compete
with organizations outside their strategic group
External stakeholders have an image of the
strategic group and develop an idea of the
group’s reputation. The reputation of
each strategic group differs because the identity
and strategy of each group differ
Implications for strategic group concept
Organizations
within a
strategic group
are each other’s
primary or
direct
competitors.
Organizations
most like yours
are the most
dangerous.
Strategic group
analysis can
indicate other
formulas for
success for a
service category.
Such insight
may broaden a
manager’s view
of important
market needs.
Strategic group
analysis may
indicate
important
market
dimensions or
niches that are
not being
capitalized on by
the existing
competitors
18. Map of strategic groups
In this map, there are 4 assisted-living organizations pursuing four
basic strategies:
High price with Highly specialized services (Strategic Group 1)
Low price with few ancillary services (Strategic Group 2)
Medium price with some (selected) services (Strategic Group3)
High price with many services (Strategic Group 4)
The primary (direct) competitors for these organizations are other
organizations within their own strategic group
Customers who seek the attributes of one strategic group, such as
highly specialized rehabilitation services, are unlikely to be
attracted to another strategic group.
19. Likely competitor actions/responses
Strategy formulation is future oriented, requiring that management anticipate the next strategic moves of
competitors
These moves may be projected through an evaluation of competitor strengths and weaknesses,
membership in strategic groups, and the characterization of past strategies. In many cases competitor
strategic goals are not difficult to project, given past behaviors of the organization
A thorough analysis of the key strategic decisions of competitors may reveal their strategic intent. A
strategic decision timeline can be helpful in showing the stream of decisions
Strategic response includes the likely strategic objectives and next strategic moves of competitors.
These may be anticipated because of their perceived strengths and weaknesses, past strategies, or
strategic group membership
20. 7. Synthesizing the analyses
To be useful for strategy formulation, general and health care external environmental
analysis and service area competitor analysis must be synthesized and then conclusions
drawn
It is easy for strategic decision makers to be overwhelmed by information. To avoid
paralysis by analysis, external environmental analysis should be summarized into key
issues and trends, including their likely impact, and then service area competitor
analysis summarized
21. Summary and Conclusion
• Service area competitor analysis is an important element of environmental analysis and increases the focus
• Specifically, service area competitor analysis is the process of assessing service category/service area
issues, identifying competitors, determining the strengths and weaknesses of rivals, and anticipating their
moves. It provides a foundation for determining competitive advantage and subsequent strategy
formulation
• Health care organizations engage in service area competitor analysis to obtain competitor information and
for offensive and defensive reasons. However, analysts must be careful not to misjudge the service
area boundaries, do a poor job of competitor identification, overemphasize visible competence,
overemphasize where rather than how to compete, create faulty assumptions, or be paralyzed by analysis.
Focus: An organization engages in competitor analysis to gain a general understanding of the competitors in the service area, identify any vulnerabilities of the competitors, assess the impact of its own strategic actions against specific competitors, and identify potential moves that a competitor might make that would endanger the organization’s position in the market. Competitive advantage is the means by which the organization seeks to develop cost advantage or to differentiate itself from other organizations. Competitive advantage might be centered on image, high-quality services, an excellent and widely recognized staff, or efficiency and low cost, among others.
Categorize competitor information as general, offensive and defensive info. General: avoid surprises in the marketplace, make everyone aware of significant and formidable competitors to whom the organization must respond, help the organization learn from rivals through benchmarking (specific measures comparing the organization with its competitors on a set of key variables). Offensive: identify market niches and discontinuities, select a viable strategy, contribute to the successful implementation of the strategy. Defensive: anticipating competitors’ moves, and shortening the time required to respond (countermoves) to a competitor’s moves. Depending on the intent of the competitor analysis, an organization might use all of these categories or just one or two.
2. Impediments: Monitoring the actions and understanding the intentions of competitors is often difficult; Six common impediments or “blind spots” have been identified that slow an organization’s response to its competitors’ moves or even cause the selection of the wrong competitive approach:
-visible competence: Less visible attributes and capabilities such as organizational structure, culture, human resources, service features, intellectual capital, management acumen, and strategy may cause misinterpretation of a competitor’s strengths or strategic intent.
-service area boundaries: To avoid a focus that is too narrow, the industry, industry segment, and service area must be defined in the broadest terms that are useful. In today’s health care environment, competition may come from very nontraditional competitors, and from non-regional areas like different states
Services type: health care that is preventive, diagnostic, alternative, routine, episodic, acute, or chronic
Brand predisposition: indicates the consumer has a preference for some health care providers over others eg want specialists; others prefer a primary care doctor; still others prefer clinics that have primary care physicians and specialists; and, finally, some consumers prefer physician assistants or nurse practitioners
Past experiences: eg if bad experience with primary care doctor, will prefer to go to another hospital with specialists
Personal/social values: eg if community is pro-life and anti-abortion, setting up an abortion clinic there is useless
Relevant economic information may include income distribution, major industries and employers, types of businesses and institutions, economic growth rate, seasonality of businesses, unemployment statistics, and so on. Demographic variables most commonly used in describing the service area include age, gender, race, marital status, education level, mobility, religious affiliation, and occupation. Psychographic variables are often better predictors of consumer behavior than demographic variables and include values, attitudes, lifestyle, social class, or personality
Services type: health care that is preventive, diagnostic, alternative, routine, episodic, acute, or chronic
Brand predisposition: indicates the consumer has a preference for some health care providers over others eg want specialists; others prefer a primary care doctor; still others prefer clinics that have primary care physicians and specialists; and, finally, some consumers prefer physician assistants or nurse practitioners
Past experiences: eg if bad experience with primary care doctor, will prefer to go to another hospital with specialists
Personal/social values: eg if community is pro-life and anti-abortion, setting up an abortion clinic there is useless
While service area analysis concentrates on the characteristics of the specific geographic market,