Superior Hospital Case Study

1122 Words 4 Pages
Background and History
Superior Hospital was founded in 1980 and is now the nation’s second biggest supplier of post-acute healthcare which includes inpatient and outpatient services. Today the business operates in Spring Hill, FL and has combined revenue of $2 billion. Superior hospital provide patients superior care after suffering from the effects of conditions such as strokes, neurological disorders, orthopedic, cardiac and pulmonary conditions, brain and spinal cord injuries, and amputations.

The Aim of this Plan
The healthcare sector has faced uncertainty due to the debate on healthcare reform. Superior hospital has formulated a new strategic plan so that it would have a guideline over the next 5 years, so that the organization can
…show more content…
I believe that scanning the environment affords an organization the opportunity to identify and monitor changing trends and patterns, as well as, forecast the future direction of these components. The best way to evaluate these aspects is by developing a SWOT analysis.

Threats in social and task environment Opportunities in social and task environment
-Heath care reform that will the entire hospital organization
-Increase in expensive for medical supplies and technology from vendors
-Spike competition from a new hospital
-Interaction in job fairs is not as strong as competitors
-Slow growth in the pediatric and geriatric age group -Newly developed pulmonary service partnership
-Partnership with acute care providers, ALF’s, ILF’s and DME organizations to reduce ACH rate.
- Use of new technology called Needle Free Diabetic care
-Employ faster treatment times with robotic check-ups and telehealth
-Increasing managed care business

Strengths of internal environment Weakness of internal environment
-Outstanding medical staff
-Outstanding customer
…show more content…
There are several different types a company can chose from, however for this particular management plan, the organization will choose a concentrated growth, concentric diversification, and turnaround strategy. First, concentrated growth is noted when a firm directs its resources towards one product in a single market (Pearce & Robinson, 2011, p. 188). The strategy related to MD satisfaction is a concentrated growth strategy as the objective is to increase the use of the physicians in the present market. As a result, market share will increase as this is one way a hospital can generate referrals. Next, the business will take on 2 turnaround strategies. These are defined as strategies that reduce cost or reduce assets in order to right size declining components (Pearce & Robinson, 2011, p. 199). For illustration, the readmission and staff turnover strategies are associated with high hospital costs. These issues have caused the profitability of the hospital to decline and stagnate, thus implementing these strategies should correct the issue. Finally, concentric diversification seeks to operate a second firm that benefits the primary business (Pearce & Robinson, 2011, p. 198). By completing a joint venture with an electronic medical record company, the organization will be able to provide better care to customers because the EMR saves time, improves quality,

Related Documents