Harvard Business School
TIC has remained a unique facility in terms of the services it offers and this has made it a referral hospital for many hospitals in its neighborhood. It has used strategies that have enabled the facility to maintain its competitive position over other facilities. The two strategies that have contributed to this include stay focused and stand alone strategy.
Stay focused strategy requires an organization to select a niche where the needs and preferences of the clients lie. This includes segments that arte growing largely, are highly profitable and not of easy entry by the competitors. In other words, this means attaining a unique status. TIC has therefore used this strategy by majoring on Neonatal Intensive Care Unit, a hospital unit that is attracting so many customers, it is expensive and it is not easy to be set up by other competing hospitals. According to Harvard Business School, (2000), page 3 of the article, it is stated that “By 1996, TIC had also attracted national attention as a prototype for the care of medically fragile infants”. This means that it was the only one of that type and this enabled the facility to stand out among others. Other facilities had to refer their infants to NICU at TIC since it was not east to set up a NICU in other hospitals. Therefore, TIC’s focus on Neonatal Intensive Care Unit enabled the facility to protect its competitive position.
The other strategy used by TIC was the stand alone strategy. This strategy means the ability of a firm to operate in a self sufficient manner without relying on another firm. TIC has employed stand-alone strategy in its functions especially on the nursing activities. According to Harvard Business School, (2000) page 6 of the article, it is stated that “TIC nursing staff consisted of 25 registered nurses, all with experience in neonatal care and pediatric care. TIC did not accept new graduates nurses or LPNs, and there were no nurses’ aides; all the care was performed by professional nurses”. This indicates that the facility was adequately equipped with staff who had the required experience. This strategy is important in maintaining professionalism in all the services. This helps an organization to protect its competitive position since all the services are of guaranteed quality. In other words, this means attaining a unique status.The other strategy is integration, which means incorporating other services. This can be achieved by starting to offer services to other people apart from the infants or increasing the range of services offered to the infants. Services adopted also need to be unique so that the hospital can still stand out in the market. TIC also needs to expand their services. Services can be expanded by increasing on what they offer or increasing the area of coverage. The hospital can open other branches in other regions so that it can reach more people. Similarly, TIC can also increase the type of service offered to the infants. This can include offering various therapies even to the healthy children. From its history, the facility started with serving only convalescent needs, then progressed higher acuity infants. This indicates that there is a potential for expansion. TIC can also take an advantage of the NICU to offer training, services since it stands out on this type of service. However, all these strategies require uniqueness so that, there can be no threats of intense competition from other hospitals. This way, the hospital can be able to protect its competitive position.
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