What competitor information categories are useful in competitor analysis? Are these categories appropriate for health care organizations?

Assignment:

Exercises: 

  1. What competitor information categories are useful in competitor analysis? Are these categories appropriate for health care organizations? How can these information categories provide focus for information gathering and strategic decision making?
  2. Why is it important to clearly define the service area? How does managed care penetration affect service area definition?

Professional Development: 

Conduct a service area competitor analysis within your community. Keep it fairly small in scope (i.e. laser hair removal business, extended care facility for ventilator-dependant patients, etc.) so that it is manageable. Begin by introducing the macro issues (general and health care) and then use this outline as an initial guide:

  1. Specify the Service Category
  2. Delineate the Service Area. 
    1. General
    2. Economic
    3. Demographic
    4. Psychographic
    5. Health Status
  3. Perform a Service Area Structure Analysis 
    1. Threat of New Entrants
    2. Intensity of Rivalry
    3. Threat of Substitutes
    4. Power of Customers
    5. Power of Suppliers
  4. Do a Competitor Analysis/Identify Service Category Critical Success Factors
     
    1. Competitor Strengths and Weaknesses
    2. Critical Success Factors
    3. Strategic Groups
    4. Map Competitors
    5. Likely Responses of Competitors
  5. Identify and Map Strategic Groups
  6. Provide a Synthesis.

Ginter, P.M., Duncan, W.J., & Swayne, L.E. (2013). Strategic management of health care organizations (7th ed.). San Francisco: Jossey-Bass.

 
 
 

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ENTR312

Ensure you have calculated your ROS and ROA from Chapter 9 before attempting this assignment. Specify what your minimum revenues must be, what maximum costs are allowed, and what the maximum amount of funding (for assets) should be in order to accomplish the profit targets and adequate ROS and ROA targets. Include a Minimum Performance Requirements table (refer to Chapter 10). Include a Deliverables Table of Estimating Costs for your venture (refer to Table 10.2, all columns A through I). Do you see your venture as viable (your projected operating costs are 20% less than project revenues); questionable (your project operating costs are close to 20% of your project revenue); or if your venture is view with concern (your projected costs are close to or greater than projected revenues)? Explain.

Please review attached assignment rubric

Minimum 3 pages

1 Table

APA formatted

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Describe what may result if Yuan continues to handle his situation as he currently is.

Relationships

  •  6.
    Setting priorities Yuan Chang works as a systems analyst and reports to Dianne Bradwell. He was given a major project two months ago; it is due next month. Recently Ms. Bradwell’s workload increased dramatically as a result of the installation of a new computer system. She calls Yuan to troubleshoot problems with the system. Because these problems affect employees’ work production, Yuan must handle them promptly. Yuan was planning to take a two-week vacation. However, he is behind on the project and has only four weeks left to finish it. Yuan feels burned out due to his heavy workload. He tries to work on the project every day, but Ms. Bradwell’s calls keep him busy. Yuan has not told her that he is behind on the project. For the last two weeks, Yuan has been bringing a sandwich from home so he can work through lunch. He also stays late, working until at least 6 p.m. each day.
  • Describe what may result if Yuan continues to handle his situation as he currently is. How can Yuan manage his time more effectively? Does Yuan need to talk to his supervisor about the situation? If so, what should he say? (Learning Objective 2 and 3)

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Describe what may result if Yuan continues to handle his situation as he currently is.

Relationships

  •  6.
    Setting priorities Yuan Chang works as a systems analyst and reports to Dianne Bradwell. He was given a major project two months ago; it is due next month. Recently Ms. Bradwell’s workload increased dramatically as a result of the installation of a new computer system. She calls Yuan to troubleshoot problems with the system. Because these problems affect employees’ work production, Yuan must handle them promptly. Yuan was planning to take a two-week vacation. However, he is behind on the project and has only four weeks left to finish it. Yuan feels burned out due to his heavy workload. He tries to work on the project every day, but Ms. Bradwell’s calls keep him busy. Yuan has not told her that he is behind on the project. For the last two weeks, Yuan has been bringing a sandwich from home so he can work through lunch. He also stays late, working until at least 6 p.m. each day.
  • Describe what may result if Yuan continues to handle his situation as he currently is. How can Yuan manage his time more effectively? Does Yuan need to talk to his supervisor about the situation? If so, what should he say? (Learning Objective 2 and 3)

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