Ebol A Case Study: Emory Healthcare

Following an organization announcement in 2015, the healthcare system was divided into four divisions headed by a leadership team of 5 that oversee all the divisions. The second division consists of the 3 regional hospitals associated with the New York Presbyterian system. Often hospitals associated with a healthcare system are hospitals waiting on approval from the city and HCOs involved. The 3rd division consists of NY-Presbyterian physician services. Lastly, the fourth division consists of all the health services that make up the health care system’s community and population health. These services include ambulatory care network sites and healthcare initiatives. As a Highly Reliable Organization, New York Presbyterian keeps track of multiple trends to shift and shape it’s organization for today’s always changing and complex healthcare industry. Through the tracking of consumer healthcare decisions, New York-Presbyterian uses this data to adjust its practices and policies to help patients make the best medical decisions and provide the highest quality of care. Positioned in one of the biggest metropolitan areas in the world, New York-Presbyterian keeps track of it’s competition by monitoring the consolidations of healthcare organizations within their market share. Through this monetization, the healthcare system prioritize its marketing strategy that allows them to sell the unique

Porter’s five forces analysis provides a methodology to evaluate the external markets. Its consideration of substitutes, threats and power of buyer and supplier assists with the development of an integration strategy. A thorough analysis can isolate attractive opportunities in support of building a profitable business model. These strategies can leverage vertical and/or horizontal integration of new business entities. These entities are designed to help with growing market share, increase efficiencies and/or reduce costs. During the 1990’s many hospitals pursued a combination of both vertical and horizontal integration. The goal was to create an integrated delivery network (IDN) designed to improve their economic performance.

The healthcare system in America started as a predominantly volunteer system where patients were required to pay little to nothing for treatment. Since it began, the healthcare industry has seen tremendous changes that have transformed it into a business entity which has operations like financial management, strategic planning and functional specialties to keep the industry viable. The industry is one of the largest in the country employing 15 million people with a projected increase of jobs with 3 million jobs annually. As the healthcare industry continues growing, services and personnel are changing, and various dynamics are coming into play to accommodate changes (Smith, Saunders, Stuckhardt, & McGinnis, 2013).

Since most specialty procedures are inpatient services, EMC’s inpatient occupancy rate suffers. The occupancy rate for Emanuel Medical Center – fifty percent – is far below that of its competitors and industry benchmarks. To accompany this, EMC (on average) receives a lower reimbursement for in-patient Medicare services per patient seen in comparison to its competitors. A result such as this is correlated with directly to the fewer amount of specialty services that EMC offers. In order for Emanuel Medical Center to be able to compete with other hospitals in its service area, it is imperative that EMC evaluates what services they currently offer and are capable to offer in the future to add value to the hospital, increase its revenue stream, and expand its patient mix. Currently, Emanuel Medical Center has not succumbed to its increasing financial pressurealthough EMC has had a negative operating income for five straight years. A negative operating income places EMC at a disadvantage because it limits the hospitals ability to renovate its aging building or hire new specialists to offer revenue enhancing procedures. EMC’s competitors, on the other hand, have large sources of revenue due to their mergers with large healthcare networks such as Catholic Healthcare West. Another competitor, Kaiser Permanente Modesto Medical Center, has extremely large financial resources due to the fact

The business plan of any organization can only occur after a successful strategic plan is form and securely in place. The strategic plan in any corporation, organization, and small business ventures has a vision on where this organization needs to be in the future. “The strategic plan is a long-term (three- to- five years) views of where the organization is going” (Hillestad & Berkowitz, 2004, p. 32). A strategic plan is just that a plan of things to come and how to attain the business or how

According to Harrison (2016), “an integrated physician model is the result of a series of partnerships between hospitals and physicians developed over time.” The plan behind this model is to enhance joint efforts with medical specialists and associations. There are four strategies that need to be implemented for successful integration: “1) understand the forces affecting physicians; design strategic offerings to meet the needs of local physicians, 2) understand the hospital or health system’s specific capabilities and infrastructure in the context of the communities served, 3) ground physician-integration efforts on a well-defined strategic financial plan with sufficient resources and performance targets, and 4) ensure strong physician participation, leadership and governance.” (Cullen, S. J., Lambert III, M. J., & Pizzo, J. J. (2012)

Aetna is one of the largest health insurance companies in the United States; with more than $58 billion in revenue and servicing more than 46 million people, they are a leading provider of medical, pharmacy, dental, behavioral health, and group life just to name a few (Aetna, 2015b). The core business for Aetna in 2014 was commercial managed care and health insurance products in the United States. This paper will focus on Aetna and provide a detailed SWOT analysis. In addition, key goals that can be used for strategic planning with be discussed along with defining Aetna’s competencies and competitive advantages.

Pat Geraghty, CEO of Florida Blue, has worked in insurance for three decades and readily acknowledges that the changes due to HealthCare Reform known as Affordable Care Act (ACA) requires radical changes within health insurance companies in order to remain competitive and profitable (Abelson, R., 2013). In order to facilitate this change, Geraghty is seeking a multi-pronged approach for the business model and strategy at Florida Blue. Many people don’t realize but as a former employee I am aware that a large margin of profit for Florida Blue in the past comes from investment earnings. That will continue to occur. Additionally, Florida Blue has sought to leverage into new models of care such with subsidiaries such as Diagnostic Clinic and

The health care industry in the United States is very diverse and dynamic. The continued growth of managed health care is influenced by the economy, the need, and the regulatory regulations set forth on the industry. If one of these forces changes, it can affect the entire group; this causes the managed health care industry to be at the mercy of its roots and the industry’s need for it. What started out as a simple idea has turned into a complex and ever growing industry that is necessary for the health care industry to stay afloat in the world today. The health care system is ever changing and it appears that change is the only constant in the managed care organizations. Despite the constant changes in managed health care and the blurring

The Kent, Leonard, Adam and Scotts (KLAS’) investment services team evaluates the current success of healthcare technology and services companies along with projected future success through the KLAS Fingerprint. The tool is a result of years of research by our KLAS analysts around which key factors drive provider success and vendor retention. As a part their investor services, KLAS

These major external forces define how organizations interact with customers and respond to competition globally. Jackson is one of many U.S hospitals that have developed a strong external factor in order to remain competitive locally and internationally (About Jackson Health System, 2017, p. 4). According to Medical Tourism Magazine 2012, hospital international programs are great ways to improve and increase profit (Medical Tourism Magazine, 2012, para. 1) in Jackson’s case, developing an international program would focus on improving care and most importantly to achieve the hospital’s ultimate vision (Medical Tourism Magazine, 2012, para. 1). In fact, Jackson’s vision is “to be a nationally and internationally recognized world-class academic medical center and to be the provider of choice” (Vision, 2017, p.1).

Its product related diversification strategy, through series of successful acquisitions, has made the company the biggest player in the US Health care industry. Diversifying the company into industries with high growth rates and potential profitability enabled the company to outperform its competitors who depends mostly only one product division.

One tool that can help an organization to understand its competitive positioning is the BCG Matrix. This matrix is based on the product life cycle theory and is typically used to help organizations make decisions about what products or services should be given priority over scarce resources (VBM, 2012). In analyzing Jackson's portfolio it is important to bear in mind that not all services are going to be in any one category. With a hospital this large and diversified, there will be things in which it is especially strong and things in which it is especially

The central concept of marketing is the exchange of something of value between the provider and the purchaser. Determining what the consumer need, want and desire and delivering it better than the competitors is the goal of marketing (Longest, Rakich and Darr, 2000). Healthcare is becoming more business oriented and using marketing tactics to increase consumer use of the services and products the health care system offers. Ensuring marketing of the right products and services is successful the organization’s mission and marketing need to be in alignment. This alignment begins with the strategic planning process, which

focus on a small client base of academic medical centers while perfecting the market positioning and