Pocahontas Rural Satellite Hospital Market Analysis

Even though the Kelsey Seybold organization have been around for decades paving the way for many communities with the hearty knowledge of the latest in medical technology and treatments, they have built a marketing brand that show that not only do they share the research knowledge of the latest breaking research testimonies from their treating patients. There is a primary goal of using the history of this organization in order of bringing it with current technology that is essential to the latest of what health care must offer the community. The strategic planning process is a long drawn out system with the use of many different strategy methods that would analyze the organization strengths and weaknesses that would allow for grow in the many

Patton Fuller Community Hospital (PFCH) has been a not for profit healthcare facility since 1975 with a focus on providing the highest quality of healthcare. PFCH specializes in the following services; emergency medical care, specialized surgical procedures, baby delivery and prenatal care, physical therapy, and has a well-established radiology department. Being one of the primary healthcare facilities in their area, PFCH has raised the bar by providing a diverse selection of health programs that support the local community. This paper will review the current business systems in place, suggest improvements and provide how those changes could overall improve PFCH, both internally and externally.

Pocahontas Memorial Hospital is a rural county hospital located in Buckeye, West Virginia meant to be the first choice in integrated healthcare for the community they are serving (Pocahontas Memorial Hospital, 2014). Due to the limited amount of hospital beds and rural status of the community that it is serving, a market analysis is needed to determine the true needs of the community. Therefore, the market analysis will ensure that the small amount of money they have will go to the correct products, services, and ventures that are truly needed.

Another threat is the current state of rural hospitals nationwide. According to the case study, about 25% of Americans live in rural areas and only about 10% of physicians actually practice in rural areas. There is a 15% gap in the ratio of rural citizens to available practicing physicians. This is a threat to ELH’s need to attract and hire more physicians. In relation to rural hospitals, citizens have longer drive times to their medical facilities. This causes them to delay routine visits which subsequently exacerbates

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

In the same county of Etowah, there are three competitors: Gadsden Regional Medical Center, HealthSouth Corporation and Mountain View Hospital. Of the three mentioned institutes, Gadsden Regional medical Center (GRMC) is the main competitor that targets the same population as Riverview Regional Medical Center (RRMC). Both centers share medical professional privileges and both share the same geographic location. However, RRMC maintains the advantage of being owned and managed by Health Management Associates (HMA) which has proven to be reliable and successful in the management of rural health care organizations and continuously improve revenue.

New Medicaid innovation is the goal of the CEO of the Huntsville Hospital Health System. Sentara has already experimented with numerous innovative ideas that have been successful in Virginia and North Carolina. One of the most important success stories that would be most beneficial to the Huntsville Hospital Health system would be Sentara’s quality and safety innovation. The quality and safety innovation is a disruptive innovation that will be useful in the new Medicaid project in Alabama.

For the last five weeks research has been done on Kaiser Permanente, an organization that contains Kaiser Foundation Health Plan, Kaiser Foundation Hospitals and Permanente Medical Groups in eight regions. Since its inception in 1945, Kaiser Permanente has become the largest not-for-profit, integrated health care delivery system in the United States, serving 8.6 million members in eight regions: Northern and Southern California, Colorado, Georgia, Hawaii, the Mid-Atlantic States, Ohio, and the Northwest. About three quarters of the members are in California, the organization’s birthplace. It is the largest nonprofit integrated health care delivery system in the United States. Its mission is to provide affordable, high-quality health care services to improve the health of their members and the communities they serve. For the purpose of this research, focus will be on Northern California in a randomly selected hospital.

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.

Arroyo Fresco (AF) currently provides services through eleven clinics and four mobile service vans across western Arizona. The three counties that are served through AF provide high quality primary care and preventative services to demographic areas with diverse geography, culture, income, and other varying factors (“Arroyo Fresco,” 2006). The facility guides its decision making process for organizational strategies with the combination of FOCUS and SWOT analysis. This allows for a well-rounded check and balance system to manage and prepare for current and future strategies for short term and long term processes. The increase in financial demands, consumer

A physician-hospital organization (PHO) consists of 15 hospitals – with 2,247 staffed beds – and approximately 500 physicians. The PHO operates in a very large section of south Georgia, including the cities of Valdosta, Tifton, Thomasville, Moultrie, and Waycross. The PHOs’ physician members represent approximately 90 percent of all physicians practicing in the region.

An organization such as the Pocahontas Memorial Hospital (PMH) is established to be a primary care source for a rural community, serving 5% of the state’s population (Pocahontas Memorial Hospital, 2013). PMH wishes to deliver compassionate care and promote healthy lifestyles through working collaboratively with other healthcare facilities, and delivering adequate patient education, while sustaining financial viability (Pocahontas Memorial Hospital, 2016). This organization would like to offer a comprehensive satellite health clinic within Pocahontas County, as the strategy to intervene existing weaknesses and threats to the health of the community of Pocahontas County.

Even though the MAPP strategic planning model has been initiated for utilizing organizational practices within the external communities to help with improving the outcomes for constituents, it serves a very important goal for health care leaders that are concerned about the public’s health issues. Many communities have utilized this strategy based on the health issues that have plagued several communities for several years, thus, the MAPP process have been proven to work within numerous communities. The resources that are available through MAPP are the CDC, NACCHO, and HRSA which are available to provide an assessment to the community and help with initiating a strategic plan that would benefit all that are affected by health issues or concerns.

The rural health alliance (RHA) agreed to support the Ms Provider Sponsored Health Plan with a $250,000 contribution for a board seat that will establish the parameters and governance of the board for the plan. The rural health alliance is a MHA sponsored organization that supports the rural hospitals in Mississippi. This will allow us to participate in contracting directly with Medicaid to manage the program. Currently, Magnolia and United are the only two contract companies working with Medicaid. The advantage of our plan is that it will be sponsored by the providers vs. an insurance

Market segmentation and analyzing current health care trends are two important aspects of market analysis that are important to building a competitive advantage. Market segmentation involves properly identifying demographics and health behaviors that are crucial to properly serving the needs of consumers and remaining competitive (Tuma, Decker, & Scholz, 2011). For instance, most health care marketplaces have a large population of female patients seeking women health services. Furthermore, a current trend in the U.S. health care system after the passing of the Patient Protection and Affordable Care Act (PPACA) is ensuring more comprehensive health screenings are available to women including: cancer, chronic disease management,