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Biomedical subjects

G D Pillari

Publications and source records attributed to G D Pillari.

11 recordsLinked to original sources
PubMed1994

How have hospitals faced the pricing issues of the 1990's?

National health care expenditures are rising rapidly, bringing on a health care financing crisis. For this reason, it is useful to see how hospitals are facing the price issues of the 1990's. This study examines the price strategies hospitals follow and analyzes their observations on price sensitivity and payer mix. The results clearly show that hospitals have not given much attention to the pricing variable. The study suggests that marketing and finance will have to work closely together in developing future pricing strategies.

Data Collection↗
PubMed1994

Is performance related to marketing research in the health care industry?

Marketing research has grown to become indispensable for superior performance in packaged goods industries. While health care institutions are spending large amounts on marketing research, few studies focus upon the relationship of marketing research to health care organizational performance. Utilizing a national sample of U.S. hospitals, this article points out that marketing research and superior performance are positively associated.

Chi-Square Distribution↗
PubMed1993

Is product-line management appropriate for your health care facility?

Although many hospitals have adopted product-line management as a management tool, questions remain about its applicability in the health care industry. Using a national sample, the authors examine the impact of product-line management on operating results and profile hospitals in which product-line management has been associated with higher performance. Their study reveals the circumstances under which product-line management is likely to be the most successful.

Costs and Cost Analysis↗
PubMed1992

Organization of marketing in U.S. hospitals: an empirical investigation.

In this article the results of an empirical investigation of the marketing function in U.S. hospitals are reported. The relationship between hospital marketing orientation and hospital performance is examined. Results of the study indicate that substantial evidence exists to conclude that marketing is effective in the health care industry. Marketing failures in hospitals seem to be related to inappropriate marketing organization and inadequate top management support.

Bed Occupancy↗
PubMed1991

Marketing parallax in health care industry: an empirical study of hospitals.

It is about two decades since the marketing scholars identified the need and relevance of marketing in health care organizations. The health care industry itself has been undergoing significant changes brought on by deregulation, declining demand, intraorganizational competition and growth of HMO's and PPO's. Yet, the industry has not fully implemented the marketing concept. For many health care organizations, marketing seems still to mean advertising and public relations as evidenced by an empirical study.

Advertising↗
PubMed1990

Factors affecting credit rating downgrades of hospital revenue bonds.

This paper identifies the key institutional, operational, financial, and market-area factors associated with downgrades in the credit ratings of hospitals' outstanding, tax-exempt revenue bonds between 1985 and 1988. We examined data from 41 hospitals whose ratings had been downgraded from A to BBB by Standard and Poor's Corp., as well as data from 17 hospitals whose ratings had been downgraded from BBB to BB and lower, compared with hospitals having unchanged A and BBB ratings, respectively. The analysis found only two variables--the hospital's occupancy rate and its ratio of cash and cash equivalents to debt service payments--that were significantly associated with both types of downgrades.

Bed Occupancy↗
PubMed1987

Investing in the wrong future for hospitals.

The process of offering hospital debt in public markets is strongly influenced by the feasibility study. The inaccuracy of such studies may produce substantial overinvestment in hospital capital.

Capital Financing↗
PubMed1986

The comparative economic performance of investor-owned chain and not-for-profit hospitals.

We examined the differences in the economic performance of 80 matched pairs of investor-owned chain and not-for-profit hospitals in eight states during 1978 and 1980, and considered how their operating strategies might affect their relative success in a more price-conscious market. We found that total charges (adjusted for case mix) and net revenues per case were both significantly higher in the investor-owned chain hospitals, mainly because of higher charges for ancillary services; there were no significant differences between the two groups of hospitals in regard to patient-care costs per case (adjusted for case mix), but the investor-owned hospitals had significantly higher administrative overhead costs; investor-owned hospitals were more profitable; investor-owned hospitals had fewer employees per occupied bed but paid more per employee; investor-owned hospitals had funded more of their capital through debt and had significantly higher capital costs in proportion to their operating costs; and the two groups did not differ in patient mix, as measured by their Medicare case-mix indexes or the proportions of their patients covered by Medicare or Medicaid. We conclude that investor-owned chain hospitals generated higher profits through more aggressive pricing practices rather than operating efficiencies - a result not unexpected in view of past cost-based reimbursement policies. Recent changes in these policies are creating new pressures for cost control and moderation in charges, to which both types of hospitals must adapt. Neither type has a clear-cut advantage in the ability to make the necessary changes.

Capital Financing↗