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Results for “Hospital Restructuring”

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PubMedDate not supplied

Going public: transforming non-profit hospitals into investor-owned corporations--advantages and disadvantages.

Going public is not a good strategy for every hospital. However, hospitals that could benefit should establish a strategic plan for going public. Investor demand indicates that equity financing is not only popular, but that it can be profitable for companies. In 1983 Russell (1985) noted that 889 companies raised $12.95 billion by going public. In 1984 equity raised dropped back to $3.5 billion. There are more challenges facing hospitals today than at any moment in history. Some hospitals need to make radical philosophical and financial changes if they are to survive. Going public, if done properly and conscientiously, can provide hospitals with interest-free dollars and future financing at reasonable costs.

Decision Making↗
PubMed1986

How can service businesses survive and prosper?

Given the competitive spirit of the service sector, the time has come for service businesses to recognize that they are really a part of a larger whole, and not merely unique, entrepreneurial entities unto themselves. In fact, the author of this article warns that if service businesses remain isolated from one another, their mortality rate will continue to rise. Through the use of a service matrix, the author shows how service businesses can broaden their professional relationships with other services that have similar operations and managerial challenges, and in so doing, gain the economic foothold needed to survive and prosper.

Consumer Behavior↗
PubMed1986

Competitive conditions and hospital strategies: a Memphis case study.

The authors explore the strategies Memphis hospitals employ to compete in a market dominated by a few large competitors. Several key strategies are identified, including horizontal integration, product diversification, product specialization, resource-based quality improvement, institutional differentiation, and public relations and physician-centered marketing. Several forces that have caused health care delivery to become more competitive are identified and discussed. The argument is made that these forces were responsible for an altering of the assumptions on which strategies were based in the Memphis market. Evidence is presented to show that the strategies were both widened in scope and refocused to encompass a larger number of market segments. The authors conclude with an analysis of the implications of these changes.

Economic Competition↗
PubMed1987

Developing new services for hospitals: a suggested model.

Hospitals tend to use an incomplete means of developing new services. The result is a lack of attention to the needs of the intended target markets. A model for developing new hospital services is suggested, one that allows greater input from the service recipients. An illustrative case is presented.

Data Collection↗
PubMed1988

Strategic planning and entrepreneurism in academic health centers.

This article examines the academic medical center as a mature component of the industry, whose complex mission can be reconciled with the public's changing needs in an era of cost containment through the use of increasingly businesslike strategic planning. New dimensions in academic health center missions (as a result of changing public mandates) emphasize the need to identify the most appropriate settings for both the delivery of patient care and physician education. Strategies to meet these new demands, reflecting a market-oriented approach, such as diversification through corporate reorganization and joint ventures are delineated. Legal, tax, and regulatory problems that develop as a result of not-for-profit hospital engagement in unrelated business activity are also reviewed.

Academic Medical Centers↗
PubMed1988

Hospital laboratories as profit centers.

An aggressive business venture offers one solution to the growing competition and financial pressures hospital laboratories must overcome. For such a venture to be a success, a number of issues must be carefully considered. Properly met, today's challenges in the laboratory can become tomorrow's opportunities.

Ambulatory Care↗
PubMed1989

The Lovelace Medical Center: strategies for advancing health care services in the southwest.

Organized in 1922, the Lovelace Clinic successfully provided health care services throughout the Southwest utilizing a group practice format under the aegis of a nonprofit foundation. In 1984, the Foundation contracted with Hospital Corporation of America to form a for-profit health care organization which allows the provision of high quality health care through a group practice professional corporation, a 238-bed inpatient facility, a 70,000-member health maintenance organization, and an independent research and education foundation.

Foundations↗
PubMed1989

Rural hospitals.

Explore the source record for details and available documents.

Community-Institutional Relations↗
PubMedDate not supplied

Health care system builds management centers through decentralization.

While University Hospitals of Cleveland has moved dramatically toward a decentralized management structure that emphasizes "product groupings," the alignment still has strong process orientations. The hospital cautions against blind acceptance of industrial models in the health care field.

Academic Medical Centers↗