Parklands Hospital: Strategic Analysis and Competitive Advantage

This report provides a comprehensive strategic analysis of Parklands Health and Systems hospital, a community public health hospital in Dallas. It covers the organization's mission, vision, and values, and delves into a research and competitive analysis using Porter's Five Forces and PEST analysis. The report further examines the hospital's strengths, weaknesses, opportunities, and threats through a SWOT analysis and EFE matrix. It also touches upon McKinsey's 7-S model, Ansoff's generic strategies, TOWs analysis, and strategic fit results. The analysis aims to assess the hospital's competitive environment, service delivery, and pricing strategies, ultimately evaluating its overall strategic direction and potential for future growth and success in the healthcare industry. Desklib is your go-to platform to find similar solved assignments and study resources.

Running head: HOSPITAL PLANNING
Hospital Planning and Evaluation
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Organization information
Parklands Health and Systems hospital is a community public health hospital founded
to help the community in Dallas. Its aim is to serve the community better by providing more
health services to the community. It was created to furnish medical aid to needy persons and
well-being of the entire community with patients job their core mandate (Grant, 2016). .
Corporate mission
The corporate mission of Parklands health hospital is to dedicate the services it offers
to the well-being and health of the communities it is entrusted to care for (Amin, 2014).
Vision
The vision of the organization is: by our actions, the hospital will define the standards
of excellence for public academic health system. The parklands Service excellence standards
are the behavioral structures that guide the actions and interactions of the hospital and the
community. They include; integrity, compassion, respect, collaboration, leadership,
excellence and stewardship.
Research and competitive analysis
Parklands health hospital has a fully-fledged research center to have the competitive
analysis it requires. The competitive edge for the hospital is brought about by research and
good medics who provide the best care more than any other hospital in Dallas. The
competitive analysis is also brought about by the pricing standards of the hospitals services.
Broad Analysis
5 – Forces

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The porters five forces framework is a tool for the analysis of competition of a business. it
determines the competitive intensity and therefore the attractiveness to the industry in terms
of profitability. An unattractive industry affects the five forces and reduces the overall
profitability. The five forces include
1) Threats to new entrants- new entrants in the medical and hospital industry are coming
with great equipment and medics therefore affecting the hospitals profitability.
2) Threats of substitutes- hospitals only have other hospitals and clinics as their
substitutes. Therefore the rivalry is within the surrounding and this does not
necessarily affect the profitability of the organization (Prajogo, 2016)..
3) Bargaining power of customers- customers in this industry do not bargain unless it is
the simple and small clinical services. The rest is priced and the payments are made
through insurance schemes and systems.
4) Bargaining power of suppliers- for the hospital, most of the suppliers are small and
medium traders therefore do not charge exorbitant prices.
5) Industry rivalry- the hospital industry is in a competitive environment and strong
business rivalry. This ensures that they remain competitive in service delivery and
pricing strategies.
PEST Analysis
Political environment
Political environment is very stable in the United states and in Dallas, Texas. This ensures
that there is a condusive environment to conduct business and to run the business (Hill, Jones,
& Schilling, 2014).

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Economic environment
Most of the people living within the hospital are working and include the high income earners
and the rich. The economic environment is conducive enough to sustain the hospital
operations (Jenkins, & Williamson, 2015).
Social environment
This does not necessarily affect the working of the hospital as most of the social environment
and the people surrounding the hospital are all in support of the business.
Technological
This includes all the systems used in treating and in efficient operations of the hospital. It has
an advanced technology.
Benchmark
According to the benchmark made, the hospital is in good standards and is in the same level
with other hospital that have good services (Robson, 2015)..
SWOT Analysis
Strengths
 Qualified personnel
 Very good services offered
 Increased level of technology
Weaknesses
 Not enough medical personnel
 Poor media and social media
representation
 Lack of some urgent services
Opportunities Threats

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 No good private hospital around
 Growing population that requires
medical attention
 Increased competition
 Doctors and nurses frequent strikes
 Increased use of medical
sophisticated equipment.
EFE ( External Factors Evaluation)
The external factors evaluation matrix EFE is a strategic management tool that allows the
strategists to measure and examine the social, political, demographic legal and cultural
environments. It also measures the competitive information.
Financial statements
Mckinsey 7
McKinley’s 7 strategic model shows that one cannot change any aspect of the hospital or any
other organization in isolation. The structure, strategy, skills, staff, systems, style and shared
values should work together in synergy for the hospital to work (Rothaermel, 2015). .
Generic strategies
Ansoff
The structure, strategy, skills, staff, systems, style and shared values should work together in
synergy for the hospital to work (Tamayo-Torres, et al, 2016).
TOWs
The hospital industry is in a competitive environment and strong business rivalry. This
ensures that they remain competitive in service delivery and pricing strategies.
Strategic Fit results

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It assesses the overreaching strategies of the hospital and therefore the rivalry is within the
surrounding and this does not necessarily affect the profitability of the organization.

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References
Amin, S. (2014). Capitalism in the age of globalization: The management of contemporary society.
Zed Books Ltd.pp..776-799.
Grant, R. M. (2016). Contemporary strategy analysis: Text and cases edition. John Wiley & Sons.pp
456
Hill, C. W., Jones, G. R., & Schilling, M. A. (2014). Strategic management: theory: an integrated
approach. Cengage Learning. pp..776-799
Jenkins, W., & Williamson, D. (2015). Strategic management and business analysis. Routledge.
pp..777-899
Prajogo, D. I. (2016). The strategic fit between innovation strategies and business environment in
delivering business performance. International Journal of Production Economics, 171(8),
241-249.
Robson, W. (2015). Strategic management and information systems. Pearson Higher Ed.
Rothaermel, F. T. (2015). Strategic management. McGraw-Hill Education. 171(8), 241-249.
Tamayo-Torres, I., Gutiérrez-Gutiérrez, L. J., Llorens-Montes, F. J., & Martínez-López, F. J. (2016).
Organizational learning and innovation as sources of strategic fit. Industrial Management &
Data Systems, 116(8), 1445-1467.