This option would struggle to get doctor’s buy-in because they could feel their work and their less critical patients wouldn’t be valued as in the past. Also, this less expensive option could be paid for by loans from banks. Politz provided these options, suggesting the latter was the best way to proceed (Drucker, 2009). Dr. Bernauer stated that, “It won’t work even though it makes sense” (Drucker, 2009, p. 76). He suggested that without physician buy-in the plan wouldn’t work.
They may not seek help from their GP. Financial barrier * This to do with how much it might cost to access a service. If the health, social care or early years service the individual is trying to access is some distance away they may not be able to afford the transport costs to get there. If a patient has to pay for medical prescriptions they may not be able to afford it so they do not get the medicine they need. Geographical barrier * Some individuals live near health, social care and early years services and others may live some distance away.
However, Merck will face the daunting issue of integration of the PBM’s capabilities with its own competencies. The second viable option for Merck, rather than acquiring or buying the pharmaceutical benefit management competencies of Medco, would be for them to develop their own individual competencies, expand their research and development, and establish closer relationships to their customers. This, however, takes quite some time to properly implement. Thus, due to the highly competitive and time-to-market issues of new drugs, this option is not advisable for Merck. Development of new drugs and getting them to market is critical for remaining competitive in the pharmaceutical industry.
As illustrated below, adding an additional day of operations (Saturday) would allow for the hospital to operate at maximum capacity for one additional day, and the hospital would never drop below 66% capacity. The hospital does have enough capacity to operate this way, and it would allow them to operate on 30 more patients per week. Check-In | Monday | Tuesday | Wednesday | Thursday | Friday | Saturday | Sunday | Monday | 30 | 30 | 30 | | | | | Tuesday | | 30 | 30 | 30 | | | | Wednesday | | | 30 | 30 | 30 | | | Thursday | | | | 30 | 30 | 30 | | Friday | | | | | 30 | 30 | 30 | Saturday | | | | | | | | Sunday | 30 | 30 | | | | | 30 | TOTAL | 60 | 90 | 90 | 90 | 90 | 60 | 60 | 3. When only considering the number of beds available, and not altering the operating schedule, the hospital could perform 225 operations a week by increasing bed capacity by 50% (per the table below.) This is significantly more than the 180 operations realized by adding Saturday to the operating schedule.
SSUE: - what criteria should be applied in selecting a new name and change on the corporate identity of bartholomew county hospital? - what name and visual identity is most appropriate for bartholomew county hospital considering the changes to be undertaken in the positioning and corporate identity of the company? AREAS OF CONSIDERATION: 1) Background & Environment a. BCH is located in Columbus CRITERIA: 1) to be perceived by the gen public as a premier health care supplier 2) location and geographical consideration that 32% of BCH's inpatients were residents of other counties 3) "Hospital" was accepted by the general public, who were primary customers that BCH needed to attract vs "Medical Center" as accepted by the medical staff and BCH needed to attract health care specialists. - this should be weighed carefully as to which is much more important the hospital image from the gen public or from the medical staff. 4) for visual identity, as a whole what services BCH is able to provide currently and will be providing in the future - would it entail conventional service (cross), or services focused on birthing/ flow of life (waves), or healthy and life-giving services(sun) RECOMMENDATION: 1) the company should take out the "bartholomew county" from its name - because accdng to the consumer focus group comments it is a name difficult to remember and spell.
According to the American College of Nurses, “the nursing shortage is very real and very different from any experienced in the past and will grow more serious over the next 20 years” (3). For the healthcare reform to be successful and significantly achieve its purpose, nurses’ shortage should be aggressively redressed. FACTS ABOUT NURSING SHORTAGE/BACKGROUND OF NURSING SHORTAGE There is no simple description of the cause of Nursing Workforce shortage. It is a multidimensional and multi-factorial issue that cuts across education, health delivery systems and the work environment. Also the impact of reimbursement, legislation, regulation and technological advances must also be considered in order to fully appreciate the complexity of the nursing workforce shortage.
America has their reservations that a universal health may not work because of its lack of choices and freedoms. There are pros and cons to having a universal health care system. For one, a universal health care offers free health services to people that cannot afford health care the services they need. The cons, is that a universal health care system often results in long wait times for patients and not everyone may receive the type of care that they need. The rising cost of health care has cause the government to step in and control regulations and spending; thus creating a health care reform system.
Patients typically paid approximately $1000 for a primary surgery and their 4 day stay at the hospital. With 6,850 surgeries being performed in 1982 we can estimate the hospital’s revenue at approximately $6.85 million. Using their 1983 operating cost budget total of $4.2 million we can assume that the hospital is quite successful with approximately a 38% profit margin. Shouldice is able to operate more efficiently than other hospitals for a number of reasons. Ultimately, due to the fact that they specialize in one type of surgery, they are able to benefit from economies of
GenCo feels it has already squeezed margins as much as possible, and now is looking for new sales opportunities. MedCount turned to BCG to help identify potential ways to increase revenues. How would you approach this problem? * Establish Understanding of the case First, let me make sure I understand the problem. The parent company produces medical devices and services, but before the acquisition was not involved in health care software.
The analysis below is designed to assess the current operations at the hospital, in addition to explaining our recommendation that Shouldice should invest $4MM in a new unit, which will increase bed capacity by 50% and require its surgeons to perform Saturday surgeries. As the financial analysis shows, this change will allow Shouldice to capture unmet demand without compromising its unique system of patient and employee care. Lastly, our recommendation will be also juxtaposed to other options we evaluated as potential solutions, but that neither make financial sense nor solve the current dilemma for the hospital. Hospital Overview Shouldice Hospital is a “focused factory:” a hospital with a specific area of expertise that gives it competitive strength resulting in lower cost, higher quality service for its patients, and better pay for and loyalty from its employees. Specializing in external abdominal hernias, Shouldice doctors execute the “Shouldice Technique” developed by founder Dr. Edward Earle Shouldice.