Growth Strategies for Ophthalmic Consultants of Boston Essay

Although the company did show an increased gross profit of $8,255,000 with $6,358,000 less Net Sales in 2013 versus 2012, that increase is due to the reduction in product Cost of Goods Sold by $14,613,000. Since increases in product price will negatively affect sales, one of management’s primary goals is to keep prices stable. This objective is achieved through implementation of cost cutting programs, investing in more efficient equipment, and automation of more steps in the production process.

The gross profit margin for CC is right around the industry average. Although the numbers seems to be decent, the costs of goods sold are too high. Next, looking at the operating profit margin, the numbers don’t look as great as they should. The numbers are low compared to the industry average in years 2001, 2004, and 2005. This may indicate that CC should look into their prices and costs. In 2001 the net profit margin was very low compared to the industry average. I am assuming this is due to the major expansion. It is also important to look more deeply into the numbers though because the net profit margin is lower compared to the industry average in all of the years. Once again CC should look into their costs and how efficient they are converting sales into actual profit.

In 1997 University of California, San Francisco (UCSF) merged its two public hospitals with Stanford’s two private hospitals. The two separate entities merged together to create a not-for-profit organization titled UCSF Stanford Health Care. The merger between the health systems at UCSF and Stanford seemed like a good idea due to the similar missions, proximity of institutions, increased financial pressure with cutbacks in Medicare reimbursements followed by a dramatic increase in managed care organizations. The first year UCSF Stanford Health Care produced a profit of $22 million, however three years later the health system had lost a total of $176 million (“UCSF-Stanford Merger,” n.d.). The first part of this paper will address reasons

We ask our stakeholders to look into our following recommendations. Money and recruiting physicians (primary care) are the two of the biggest components that would lead to successfully turning the

From a strategic perspective, in order to address its organizational needs, EMC stands a better chance if anchored to a larger, more financially and structurally sound medical entity through the option of a merger. Benefits would include gaining increased bargaining power, the improved ability to retain its best and brightest, a “longer reach” in attracting quality personnel from all around the state or the country at large and a better position from which to compete for customers.

In a response to the strengths, weaknesses, opportunities and threats to the organization, several alternatives should be considered in strategizing the best way to increase the wealth of the organization.

The Stanford Health Services and UCSF medical center merger was projected to have a great turnout as it was supposed to be “enhanc[ing] the academic mission[s], strengthen[ing] referrals, and creat[ing] a more cost effective teaching hospital” (Sjoberg, 1999). The two competitors joined forces in hopes that it would alleviate the pressures of the new managed care systems by merging resources and acquiring more bargaining power. Stanford Medicine and UCSF came together at a time when many other academic health centers were looking to improve their negotiating powers with healthcare plans and physician groups. The merger offered hope to UCSF and Stanford by strengthening training programs and offering innovation plans as well as financial support.

This document and all of the materials contained within are strictly for study assignment purposes to fulfill MBA course BUSN 620 Strategic Management on August 01, 2011-September 25, 2011 requirements.

Strategic Planning: Due to the current issues, both internally and externally, the organization is facing, Dr. Townsend is challenged to prepare an action plan to implement the proposed strategy needed to restore the organization back to financial health and improve the morale among the physicians and support staff. Another course of planning Dr. Townsend will challenge is the organizations old structure into a way that all patients will be satisfied.

The facility is collaborating closely with the patient?s optometrists who serve as the primary care doctors. If a surgery is necessitated, the doctor of optometry (OD) will then direct the patients to the expertise of the eye surgeons of PCLI to address specialized treatments. In Spokane alone, they have built a strong network of about 150 family optometrists. For a period of time, PCLI has managed their operations with eleven satellite clinics, seven surgeons, several surgical assistants, patient counselors and a resident physician at every clinic (Swayne, et al., 2013). However, due to continued growth in the industry with significant market potential, stiffer competition is slowly escalating. In fact, intense rivalry from other laser eye surgery centers in Canada as well as other larger laser eye care centers in the nation who are charging less for Lasik eye surgery are becoming a huge challenge for PCLI. The facility is very much aware that there is an enormous possibility that they will lose a huge number of patients to the aforementioned competitors. With that, there is an intense pressure to reduce overhead costs to survive in a competitive landscape. It is imperative for the facility to reevaluate its market efforts and its services operations process and focus on new management strategy, capacity utilization, cost control and marketing

The purpose of this book is to make us see that nearly all-operating prescriptions for creating large-scale corporate change are nothing but myths and that changes do not happen from one day to another by a miracle, the change from good to great is the result of a successful plan who

Suggest the key financial drivers that most likely will cause health care organizations to merge. Provide support for your rationale.

Change has become necessary for every organisation there is. World is moving rapidly towards better technologies, efficient systems, new techniques, compact profits, different friendlier environments and organisations are always in the race to reach new heights by thriving effectively in this competitive environment (Kotter, 1996).

Operating profit margin figures in the table above show the return from net sales[13]. However profit margin ratios are high enough for the 3 years, there is a fall from 12.86% to 11.26% during 2011-12. Sales revenue increases with a higher rate than gross profit so there is a poor

3.Recraft and connect the vision to O&M's core values, create a visible BHAG and specify tangible objectives. Establish symbols like the colour red and a brand hall of fame.