A strategic plan for out-patient services of San Pedro Hospital of Davao City, Inc., 2015-2017 / Shorelyn S. Capuras ; Thaddeus R. Acuna, Vlademir A. Shuck, Albert Joseph A. Fedillaga, advisers.
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TextLanguage: English Publication details: Davao City : School of Management, University of the Philippines Mindanao, c2014.Description: 77 leavesSubject(s): Summary: San Pedro Hospital of Davao City, Inc. participates in the promotion, prevention, cure, and rehabilitation of people?s health. Its various services address all the health needs of the community whether primary, secondary or tertiary. This strategic paper focuses on the out-patient operation of San Pedro Hospital which will be implemented for the years 2015 to 2017. The strategy highlights the importance of out-patient services in the overall profitability and liquidity of the company. For a very long time San Pedro Hospital has been enjoying the effects of being one of the oldest and biggest hospitals in the city. Its market share has been significant until two (2) or three (3) years ago when its performance has started to decline. Along with this are its concerns on declining quality of service, insufficient working capital, and absence of marketing activities. To address these problems, this paper adopted two complementary strategies. The first strategy recognizes the great importance of physicians in the demand of health services. The strategy capitalizes on the hospital?s ownership of clinics as its means of developing a stronger relationship with doctors. Partnership with physicians will direct the demand for health services to San Pedro Hospital. This strategy is also expected to address the company?s problem with liquidity by bringing in cash transactions. The second strategy is to develop various marketing strategies to capture additional markets such as corporate account as wells as to regain the lost market share from competition. Marketing activities will support the first strategy and help ensure that referrals from physicians are converted to actual sales. To achieve its objectives, the organization identifies the things that need to be done in the form of Key Results Areas (KRA) as well as the responsible persons or department that will carry out the strategies. Moreover, to measure the effectiveness of the strategies, targets are set to serve as a basis for evaluation.
| Item type | Current library | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Thesis | University Library | Non-Circulation | LG993.2 2014 M21 C36 (Browse shelf(Opens below)) | Available | 3UPML00036143 |
Thesis, Graduate (Master in Management)--University of the Philippines Mindanao, March 2014.
Confidential
San Pedro Hospital of Davao City, Inc. participates in the promotion, prevention, cure, and rehabilitation of people?s health. Its various services address all the health needs of the community whether primary, secondary or tertiary. This strategic paper focuses on the out-patient operation of San Pedro Hospital which will be implemented for the years 2015 to 2017. The strategy highlights the importance of out-patient services in the overall profitability and liquidity of the company. For a very long time San Pedro Hospital has been enjoying the effects of being one of the oldest and biggest hospitals in the city. Its market share has been significant until two (2) or three (3) years ago when its performance has started to decline. Along with this are its concerns on declining quality of service, insufficient working capital, and absence of marketing activities. To address these problems, this paper adopted two complementary strategies. The first strategy recognizes the great importance of physicians in the demand of health services. The strategy capitalizes on the hospital?s ownership of clinics as its means of developing a stronger relationship with doctors. Partnership with physicians will direct the demand for health services to San Pedro Hospital. This strategy is also expected to address the company?s problem with liquidity by bringing in cash transactions. The second strategy is to develop various marketing strategies to capture additional markets such as corporate account as wells as to regain the lost market share from competition. Marketing activities will support the first strategy and help ensure that referrals from physicians are converted to actual sales. To achieve its objectives, the organization identifies the things that need to be done in the form of Key Results Areas (KRA) as well as the responsible persons or department that will carry out the strategies. Moreover, to measure the effectiveness of the strategies, targets are set to serve as a basis for evaluation.
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