O estudo analisa estratégias de mercado adotadas por hospitais gerais privados brasileiros de grande porte (acima de 150 leitos). Trata-se de uma pesquisa qualitativa de casos múltiplos, com dados coletados a partir de entrevistas semiestruturadas. Inclui cinco hospitais localizados no município de São Paulo, classificados em três grupos a partir do binômio modelo de propriedade (com ou sem fins lucrativos) e clientela atendida (beneficiários de seguros e planos de saúde e usuários do SUS): Grupo 1, hospitais (H1, H2, H3) sem fins lucrativos, atendem sobretudo beneficiários de operadoras de planos privados de assistência à saúde; Grupo 2, hospital (H4) com fins lucrativos, atende sobretudo beneficiários de operadoras de planos privados de saúde; Grupo 3, hospital (H5) sem fins lucrativos, atende sobretudo usuários do SUS. Foram entrevistados em cada hospital três gestores ou mais, entendidos como informantes-chave e em condições de responder sobre as estratégias adotadas. Os resultados mostram que as estratégias se desenvolvem a partir da combinação de avaliações dos ambientes externo e interno, segundo a visão baseada em recursos. Os hospitais H1 e H2, do Grupo 1, adotam a combinação de estratégia de diferenciação, melhor posicionamento em produto e busca da oferta de soluções totais ao cliente; H3 (Grupo 1) adota a combinação de estratégia de diferenciação com liderança em custo, maior aderência ao melhor posicionamento em produto do que a oferta de soluções totais ao cliente; H4 (Grupo 2) adota a combinação de diferenciação com liderança em custo, e ainda mais próximo do melhor posicionamento em produto do que as soluções totais ao cliente; H5(Grupo 3) adota a estratégia de liderança em custo, e melhor posicionamento em produto. Os hospitais do Grupo 1 apresentam alta densidade em tecnologia e no atendimento de casos de maior complexidade; o hospital do Grupo 2 apresenta uma situação intermediária na densidade em tecnologia e no atendimento de casos de maior complexidade; o hospital do Grupo 3 apresenta baixa densidade em tecnologia e no atendimento a casos de maior complexidade. Perante a saúde suplementar, os hospitais H1 e H2 apresentam posicionamento de alta qualidade e preços superiores; o H3 apresenta preços compatíveis aos produtos entregues; o H4 segue a média de mercado (pacientes das classes B e C); o H5 opera com a tabela do SUS e no privado com preços menores. A combinação do envelhecimento da população com menor taxa de natalidade, o crescimento de doenças crônicas, as receitas hospitalares vinculadas principalmente às taxas e serviços poderão conduzir a um modelo assistencial mais amplo, com maior concentração de mercado entre as operadoras de planos de saúde privados e entre hospitais; maior complementaridade entre o público e o privado, e funcionamento em redes de organizações mais integradas. A entrega de maior valor aos \'clientes\' será fundamental, com pagamentos baseados nessa entrega e não apenas em quantidade, além de novos modelos de relacionamentos com os médicos / The study analyzes marketing strategies adopted by large (over 150 beds) private general hospitals Brazilian. This is a qualitative study of multiple cases with data collected from semi-structured interviews. Includes five hospitals in the city of São Paulo, classified into three groups from the binomial property model (with or without profit) and clientele (beneficiaries of insurance and health plans and the SUS): Group 1, hospitals (H1, H2, H3) nonprofit cater mainly beneficiaries of operators of private health care, Group 2, hospital (H4) for profit, serves primarily beneficiaries of operators of private health plans, Group 3, hospital (H5) nonprofit, serves primarily the SUS. Three or more managers were interviewed in each hospital, seen as key informants and able to answer questions about the strategies adopted. The results show that strategies are developed from a combination of assessments of external and internal environments, according to the resource-based view. Hospitals H1 and H2, Group 1, adopt the combination of differentiation strategy, better positioning in product and in the way to offer total solutions to the client; H3 (Group 1) adopts the combination of differentiation strategy with cost leadership, greater adherence to the better positioning in product than the offer of total solutions to the client; H4 (Group 2) adopts the combination of differentiation with cost leadership, and even closer to the better positioning in product than the total solutions to the client; H5 (Group 3) adopts the strategy of cost leadership, and better positioning in product. Hospitals Group 1 feature high density technology and care of more complex cases, the hospital group 2 presents an intermediate situation in the density of technology and in the care of more complex cases, the Hospital Group 3 has a low density technology and in care to more complex cases. Given the health insurance, hospitals H1 and H2 have quality positioning and higher prices, the H3 features compatible prices for products delivered, H4 follows the market average (classes B and C patients), the H5 operates with the SUS and for private with lower prices. The combination of an aging population with a lower birth rate, growth of chronic diseases, hospital revenues primarily related to fees and services may be related to a broader model of care, with greater market concentration among operators of private health plans and also hospitals, greater complementarity between public and private networks and organizations working in more integrated. Delivering greater value to \'customers\' will be key, with payments based on this delivery and not only in the quantity, and new relationships models with physicians

Thesis (Ph.D.)--Massachusetts Institute of Technology, Alfred P. Sloan School of Management, 1981. / MICROFICHE COPY AVAILABLE IN ARCHIVES AND DEWEY / Vita. / Bibliography: leaves 454-459. / by Alan Francis Dowling, Jr. / Ph.D.

Tsui Ka Chun, Jamie. / "Architecture Department, Chinese University of Hong Kong, Master of Architecture Programme 2010-2011, design report." / Includes bibliographical references (p. 88). / Chapter 00 --- Thesis Statement / Chapter 01 --- Inspirations / Chapter 02 --- Categorization of Infill Structure / Chapter 03 --- Study from 'Flexible Housing' / Chapter 04 --- Strategy - from Structure to Spatial Flexibility / Chapter 05 --- Program & Site Selection / Chapter 06 --- Development of Structural Strategy / Chapter 07 --- Design Exploration / Chapter 08 --- Design Outcome / Chapter 09 --- Special Study / Chapter 10 --- Essay & Conclusion / Chapter 11 --- Reference/Bibliography / Chapter 12 --- Appendix

This paper examines the theoretical and empirical differences between the behavior of nonprofit and for-profit hospitals. Considerations are extended to include the possibility of collusion when hospitals make strategic choices. The operating objectives of the firms take into account price, quantity, and quality. Defining the quality of hospital care is discussed and applied to the empirical work. The model predicts nonprofit hospitals will provide a higher level of quality and a lower price than for-profit hospitals. Theoretically, under a collusive outcome for nonprofits, price will increase but the change in quality is indeterminate relative to a competitive, non-collusive outcome. The empirical section offers evidence of differences between nonprofit and for-profit hospital behavior. Nonprofit hospitals do provide higher quality and a lower price when compared to their for-profit rivals. It seems the competitive forces extend to the area of quality. There is evidence that increased competition between nonprofits fosters quality competition. From the for-profit perspective, quality competition appears to be provoked in markets where the for-profit competes more directly against nonprofits. This paper provides theoretical and empirical analyses of hospital interactions and how these interactions change depending upon the type of control. / Graduation date: 2001

Thesis (M.S.W.)--University of Hong Kong, 1976. / Typewritten.

This thesis applied the decision support mechanism, Q-Methodology, to an integrated model of issues management and strategic planning. This approach was applied at Riverview Hospital in Noblesville, Indiana in order to respond to the health care reform issue.The research approach involved the three primary stakeholder groups of the hospital: Board of Directors, physicians and managers. The three groups, representing 56 people, attended a planning retreat and identified Riverview's planning options in the form of 77 statements representing future program or service options. These 77 statements were then ranked using Q-methodology.The findings of the study included a QMETHOD computer and researcher analysis of the statements from the perspective of the total group and also the three factors.The final result was a list of statements that comprised Riverview's response to the reform issue in the form of corporate goals and objectives. The conclusions of the study show that:--The integrated approach did provide focus to the strategic planning process. The final list of objectives were all related to the health reform proposal.--Q-Methodology was an appropriate decision support mechanism. It not only provided the final list of corporate objectives but clearly identified potential support and resistance.--A viable set of corporate objectives was developed to respond to the health reform proposal.--All of the stakeholder groups unanimously approved the final list of statements (objectives) in a formal voting process. / Department of Journalism

Thesis (M.H.A.)--University of Michigan, 1972.

Thesis (M.H.A.)--University of Michigan, 1975.

Thesis (M.H.A.)--University of Michigan, 1968.

Thesis (M.H.S.A.)--University of Michigan, 1980.