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How Can Health Care Organizations Build A Competitive Advantage?

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Any characteristics or capability that gives the organization a competitive advantage is an organizational strength (Goetsch & Davis, 2013). When a health care organization can deliver a high-quality product or service, it is an organizational strength that can give them a competitive advantage over others in the market. Value is one way to present the quality of service that an organization offers. Value is added to health care when additional services of quality, that patient desires, can be given with at the same cost or lower cost when compared to others in the market (Margolis, Mackey, Sarwar, & Fintelmann, 2015). Organizations should not only look to their strengths when building a strategic plan, but also ways that can exploit these
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Memorial Hermann http://www.memorialhermann.org/about-us/ The Memorial Herman health care organization has over 30,000 staff members, including physicians, nurses, clinical and administrative staff, and more. Memorial Herman focuses on evidence-based medicine to provide the best quality and safest care to their patients. Memorial Herman is national known and recognized for this its quality of care.

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For example, core value of a local healthcare facility can be “a better patient care”, now a hospital may grow form small beds facility to larger beds facility, but its core value of better patient care stays the same. Appraise the value offered by Leonard Berry’s Success Sustainability Model as a management tool for communication drivers of excellence that will yield sustained success. Provide at least two (2) specific examples of Leonard Berry’s Success Sustainability Model that apply within a health care organization with which you are familiar. Leonard Berry’s

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According to Barney (1991), a firm can be said to possess competitive advantage when it achieves superior performance over its competitors by implementing a value-creating strategy that is not simultaneously being implemented by a competitor. TJ is Barney differentiates simple competitive advantage from sustainable competitive advantage, which is more durable because existing or future competitors cannot duplicate the benefits of the company’s strategy. Recommendations and

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Healthcare organizations (HCOs) face a number of difficulties within its organization each day, including patient acquisition and patient retention. It is commonly believed that getting individuals to their healthcare facility is the most challenging aspect that HCOs face. Of course, new patient acquisition could be a challenge without an efficient marketing strategy, but the challenge does not stop there. One of the biggest challenges for many practices today is maintaining a high patient retention rate. Pushing a patient from a one-time-visitor to becoming a frequent visitor of a specific healthcare organization involves much more effort than expected.

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To do this it needs to have a competitive advantage over its its rivals. A competitive advantage is something a company does better than its rivals that gives it an advantage over its rival. Porter (1988) states that a firm performs many activities that can contribute to a firms relative cost position and create a basis for differentiation which can create a cost advantage that gives a firm a competitive advantage over its competitors. A company’s competitive advantage and competitive strategy are both interrelated. Competitive strategy is defined by Porter (1980) as a broad formula for how a business is going to compete, what its goals should be, and what policies will be needed to carry out those goals.

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It can be said that by means of organisation’s competitive strategy, it can achieve an upper hand in the business market over its rivals. Competitive Advantage offers a beneficial position to business organisations over rivals in regards of some measure like expense, quality, or velocity. An efficient strategy can help an organisation to achieve an upper hand through commitment to its strategic objectives and the capacity to significantly expand execution and profitability (Bartlett & Ghoshal,

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The changing climate as a result of the advent of value-based care continues to place significant demands on hospitals, medical providers, healthcare organizations, and physicians to take a completely new look at the marketing strategy. A coherent strategy and sustained quality are critical in today’s healthcare market to attract new patients, retain existing clients, and maintain positive and productive relationships between the patients and hospital staff. To be viable today, healthcare organizations have to utilize effective strategic planning to develop integrated marketing strategies that makes it efficient and easy for the target population to identify what they need, make informed decisions, and provide insights and new information – not just basic promotion. Also, such efforts have to be constantly evaluated to ensure highest quality that fosters better outcomes and more value for the

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1.0. INTRODUCTION Every organization strives to benefit from creating value for its customers, in the most effective way, for the purpose of attaining competitive advantage in the business environment in which they operate. Philip Kotler(2015) defines marketing as “the science and art of exploring, creating, and delivering value to satisfy the needs of a target market at a profit”. According to Hollensen (2003), a strategy is a fundamental pattern of present and planned objectives…”

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Often media points to Apple’s massive cash reserve as a key strength that the company could leverage to become even more successful (Ferrell & Hartline, 2014). If Apple asked, what should Apple do with the cash (Ferrell & Hartline, 2014)? Apple could better meet the consumer's needs and wants by strategically investing that cash for the company’s future by developing and leveraging a competitive advantage strategy (Ferrell & Hartline, 2014). A competitive advantage stems from strengths the organization possesses and weakness the competitor possesses (Ferrell & Hartline, 2014). Having a competitive advantage over their competitors can also be based on perception rather than reality (Ferrell & Hartline, 2014).

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