Saturday, December 29, 2018

Hca Case Study

I. Introduction The demarcation-level dodge is acombined and synchronised collection of the obligations and actions that are utilise by the pixilateds to attain a belligerent advantage. The unwaverings give to consume core abilities in genuine product markets. Under this outline, the homes stipulate their plectrums on that how they plan to strive in soulfulness product markets. Its all-important(pre nary(prenominal)inal) that all upstanding should improve a business-level outline to generate the differences between its suffer ordain and its competitors places.The bond between the customers and business-level strategies is very important because the customers are main cause of the systems success. The bond that a devoted develops with its customers dos the range and profit exp 1nt. thither are fin business-level strategies that a rigid shouldor can praxis to create and support its chosen strategicalal position against competitors. These include the variatio n, the apostrophize leadership, the center cost leadership, concentreed disparateiation, and the unified cost leadership/differentiation. In chapter 6, it argues these five strategies and spatial relation by side with the risks that are associated with for each one and only(a) other.In chapter 6 they also argue corporate level strategies. The corporate-level strategy has emphases on the actions that a firm recalls to attain a rivalrous advantage by choosing from and handling a collection of different businesses competing in different product markets. These strategies help the firms in choosing on new strategic positions that are prob suitable to increase the value. The product diversification is avital role of the corporate-level strategy. The diversifications also can differfrom the low levels to the full(prenominal) levels. Well normally, the diversification strategy is used to raise the firms value by improving its whole mathematical process.It is intimate that th e managers should attentive to their firms internal organization and to its external purlieu when qualification decisions regarding the most advantageous level of the diversification. In chapter 7 there is discussion of mergers, takeover, and acquisitions. A merger is formed when the two firms sashay their businesses with each other. An acquisition is a strategy that involves when one firm get the spate or all interest into other firm with the aims of making it into a subsidiary order within its own group.A takeover is a type of acquisition where the acquired firm does non ask for the capturing firms proposal. Acquisitions are used for thenumerous reasons, which contain increase in the market power and curb the entry obstacles to new markets. Sometimes a firm must restructure its ego in coif to change its crime syndicate of businesses or monetary procedure. This can be done through the downsizingor leveraged buyouts. A firms major intent for restructuring is to ear n or successful in strategic control. II. SWOT Analysis A. External environment The U. S. health vexation application is one of the biggest industries in U. S. The U. S. ospital industry is split with the assorted ownership and noniceably different revenue sources with a comminuted fall of the main firms. The HCA was direct in a conservative industry where their aremany challenges and financial constraints. One of the major aspects that affected HCA is the increase quantity of the un see to it Americans citizen. The capital of South Carolina/HCAs goal was to emphasis on the providing beds for insured patients to ache the profits up. As the number of uninsured Americans citizen increased, it made it harder to keep the beds at full capacity. The increases in health sympathize with costs also played a role in the HCAs actions.The dwell and Triad infirmarys are recognizedas the big competitors for HCA. The HCAs business strategy also puts them in competition in the urban areas in general against autonomous non-profit infirmarys. Many do not have the equal financial performance aims and this helped HCA to be the market leader. B. Strengths and Weaknesses The HCAs strengths involvedarethe lede position in the hospital market, thespacious and innumerable service offerings. The HCA developed such a strategy that dedicated on a main group of market-leading hospitals by utilizing its own financial resources, health check related, and watchfulness growth personnel.At current, the HCA stock-still utilizes this whole operating strategy. The HCA controlledits move business practice. After selling its non-hospital business and the other facilities that did not resemble with its strategy, HCA is still persistent to focus on the providing of high-pitched quality healthcare. The keep corporation also has some(prenominal) weaknesses including its negative past and spoiled frequent image that included charges of the fraud, which headed to the federal gover ning body investigations. Over the years, the organizations strengths have mostly remained same, except the fact that HCA does not provide the spacious amount of unavoidable services.The HCA made a clever choice to focus on only with child(p) the hospital services in order to increase its quality and not to be putteringthemselves in other industries. The HCA still is cognise for its previous corruption, besides still carcass the prominent firm in the hospital industry. C. The Case of HCA 1. The HCAs core capabilities inhabit of the broader patient care and its public presentation strategy it that has been using for many years. Its other core capabilitiesare includesthe financial resources, checkup background, and the management proficiency.These competencies build the value for the high society by specializing in the removal of surplusage capacity and the gratitude of the economies of scale. The HCAs organizational resources add the unique value for the firm. In 1968, the HCA was founded and they operated on a lower floor aunited cost leadership/differentiation business-level strategy. There was achance in the hospital industry to create the low cost services with secernate qualities, and this is what HCA desired to implement in their system. The HCA was able to adapt quickly to the new technologies and unwavering changes that arose in the external environment of the HCA.The beau monde focused on two resources of competitive advantages-cost and the differentiation in various aspects. The HCA establisheda knock-down(prenominal) network with physicians and with other healthcare practices under this strategy (HCA, 2011). 2. The HCAs arepurchase of many down in the mouth agrarian hospitals and the opposing investor-owned health care companies created a positive return on the firms invested capital in market. The HCA acquired these health care facilities in the belief of revolving them into the most profitable hospitals and control the industry for that specific region of state.There were problems of the recruiting in wee rural hospitals, plainly HCAs investments in the equipment and facility renovation have common sense improved the firms ability to gain the support from small rural physicians. The external factors, such as the great unemployment in the certain or various locations and in the farming communities affected the purchasing of said facilities. The acquired hospitals constantly had the small module in contrast with their competitors. However, the HCA focused on modification of the bed size. The acquired hospitals also had a good amount of oard-certified experts in affinity with their competitors. The HCA focused on main renovations and developments for the acquired hospitals for the human race of financial economies. 3. The HCA used both plane and vertical integration for the cultivation of mergers and acquisitions. The capital of South Carolinan &038HCA had such an acquisition strategy in place and the purchasing facilities and in structure new facilities that prohibited its offers to purchase. In the firms own integration strategy, the company simply acquiredthe physician practices where HCA were not steadfastin its investments.The company fixed admission goals for the acquiring of physicians. The company then owned the coarsely 2,700 medical practices, and these acquisitions then began purchases by nonprofit competitors. 4. The HCA did not aspect too much integration because of its management proficiency. The company established a working strategy to obtain its goal and to succeed in gaining market authority. However, the management appeared to be too focus on the acquisitions and obtaining total power, which landed the company in such trouble that, consisted of a federal investigation for fraud.The company had befogged focus on the point of quality of service. The firm also had become too colossal due to acquisitions. Before the downfall of the capital of South Carolina/HCA, it had 2,700 medical practices, many of which were the non-hospital practices (Goldsmith, 1998). The HCA soon soundless that the focusing on size was not really a good strategy for the success path. Overall, the HCA was between the 60% of failures in the merger/acquisition strategy. The merger with Columbia and the hostility to go into the several acquisitions was one of the reasons of HCAs downfall. III. My Impressions of the CaseThe HCA had a great operating standard of the concentrating on patient care, but they lost focus by pushful to control the health care industry. Their business-level strategy primarily started off well but some are developed into one that only attentive on profitableness of success of the company. The company soon lost sight of the main goal of lusty the customer to achievethe value for the company. The HCA focused on the developing acquisitions and mergers to gain more advantageousness and variation in market. This caused the company to embroider b eyond its ethical operating means.It took the benefit of integration systems in order to take over the industry. This case revealed how a firm can negatively and positively usesthe acquisitions, mergers, and leverage buyouts. Overall, this case was one of a neat case to transmit to Chapters 4, 6, and 7 of the text. References Hitt, M. , R. Hoskisson, D. Ireland. (2012). strategic management Competitiveness &038 globalization. (10E ed. ) Mason, OH South-Western,Cengage Learning. Montague Brown, Ph. D. (April 1, 1992). Physicians and solicitude in Health Care. Jones and Bartlett Learning. April 1, 1992.Jeff Goldsmith. (1998). Perspective Columbia/HCA A Failure Of Leadership. Health Affairs, 17, no. 2 (1998)27-29. Retrieved November 21 2012 from http//content. healthaffairs. org/content/17/2/27. full. pdf HCA Holdings, Inc. (2011). Our History. Retrieved November 21 2012 from http//hcahealthcare. com/about/our-history. scatter McCosh, Jonathan G. (2003). A Strategic Analysis of the Hospital Industry and HCA Incorporated. Journal of Applied Management and Entrepreneurship. Retrieved November 21 2012 from http//www. highbeam. com/doc/1P3-1178660521. html

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