SWOT Analysis of a Company

Significance and Implications ofan External Environmental Analysis in the Development of a StrategicPlan

Purpose of Analysis ofHealthcare Environment

The first and foremost step in thestrategic management process of a healthcare facility is the analysisof the environment. The appropriate matching of a healthcare to itsenvironment plays a significant role towards the success of theinstitution (Gsparotti, 2009).The management within healthcare systems often perform analysis ofthe environment to aid them with understanding the internal andexternal environmental factors. As a result, the managers canincrease the probability of the strategies implemented to suitablyreflecting the environment of the organization. Strategicmanagers get time to antedate opportunities and to plan differentresponses to the opportunities through such analysis (Benedict,2008). The analysis of the environment additionally assists strategicmanagers to develop an early warning system aimed at dealing withthreats (Khan, &amp Khalique, 2014). Thebusiness management in the healthcare sectors need to understand thestructure of the environment of the businesses for effective andefficient production of results.

Implications of the Analysis ofthe Environment

The analysis of the environment hasnumerous implications on the effectiveness of a strategic plan. Thecreation of strategic plan that has an impact on and guides theactions of a healthcare facility is as a result of effectiveenvironment analysis. A healthcare facility achieves its set goalsthrough the formation of appropriate specific steps. Environmentalanalysis focuses healthcare organizations in their growth by keepingan eye on the growth opportunities within the environment (Mason,2007). When it comes to the makingof decision that does not guarantee total profit and positive gains,healthcare organizations become aware of various considerations thatare likely to benefit them. The healthcare is likely considers thepositive and the negative impacts of the decision to the reputationof the organization. The healthcare organization will analyze if thedecision is also according to their ethical standard as well as themedical ethical standards. Flexibility and creativity withinhealthcare facilities is another implication of environmentalanalysis. Healthcare organizations learn to appropriately respond tounpredicted changes within the healthcare sector. As a result, theservices offered by this organizations remain relevant to theconsumers’ demands (Gsparotti, 2009).The flexibility will aid medical facilities to appropriatelyresponding to unpredictable change within the environment of thebusiness.

The analysis of the healthcarefacility environment will support the strategic managers in coming upwith business strategies that reflect on the essential matters in theindustry. The healthcare business becomes creative and reflective onthe input from all of the important external and internalconstituencies within the healthcare industry (Mason, 2007).The organization will develop consistent direction through theexpression of the missions and the goals of the organization. Theorganization will finally position itself in a strategic position sothat it can benefit from its utmost strengths and opportunities whileat the same time extenuating the effects of the most radical threatsand weaknesses (Morris &amp Wilson, 2016).

Evolving External Issues

The external factors withinbusiness environment are more diverse and complex hence the presenceof continuously evolving issues that in turn have significant impactin the strategic plan of a business (Khan, &amp Khalique,2014). The preferences and thedemands of the consumers of the services offered by healthcareinstitutes is a continuously evolving issue. The demands of patientsof clients often affect the strategic planning of healthcareorganizations. The demographics and the socio-cultural beliefs andconsiderations of customers affect their preferences when it comes tohealthcare services. The consumers will seek services that arealigned to their beliefs at specific times. Hence, with the evolvingnature of consumer’s beliefs, the success of these types ofbusinesses in capturing a large market share is threatened(Gsparotti, 2009). Careproviders and healthcare facilities should as a result, continuouslyunderstand the changing needs of the consumers at all times.

Competition is another continuousthreat within the external environment of a care providing business.Health care organizations should gain a detailed concept of theircompetitors and come up with appropriate strategies for gaining alarge market share (Babatunde &amp Adebisi, 2012).Technology is an external issues that has continued to evolve overthe past century. The modern day technology provides better treatmentoptions that hence prevents deaths in most instances. Healthcarefacilities are required to continuously adopt to the changingtrajectory in technology for its success. Due to the power thatsuppliers have on the organizations, healthcare facilities are oftenaffected when they cannot purchase the essential equipment neededwithin the facility hence negative reputations. Finally, theregulatory environment within a business has a significant impact onthe success of the business. Import andexport tariffs, corporate taxes, and other regulatory concernsrequires proper integration within the strategic plan of a business.

Benefits of Competitive Analysis

Healthcare competitive analysis involves theprocess of taking account of the size and the nature of thecompetitors that are faced by a business. These competitors are oftenposing as a direct and indirect threat to the success of thebusiness. Competitive analysis has different advantages as it assistsorganizations towards the achievement of the success. Competitiveanalysis assists the treatment facilities with narrowing the marketgaps between the business and the competitors (Nasri, 2012).The strategic planners within the business can develop matrixes thatspot unserved or the underserved gaps within the market. The matrixesprovides the business with the layout of the unique service modelsthat the competitors of the business use.

Competitor analysis aids healthcare facilities tobecome more creative and innovative on the services they offer andthe equipment used. Through continued research, a facility can comeup with an advanced technology that is more benefiting to health ofpatients and clients. By knowing the directions adopted bycompetitors through their services, a facility easily advances theirservices to for more health benefits compared to competitors(Babatunde &amp Adebisi, 2012).Competitive analysisdivulges comprehensive trends in the marketplace. The revolutionprovide the business with an opportunity of spotting opportunitiesthat possible for the differentiation and diversification of theservices of the facility (Nasri, 2012).

The revolution within thehealthcare industry has resulted in to health facilities focusing onmarketing the benefits and the values of their services to thepatients and clients. The analysis of the competitors marketing andbusiness strategies help these organizations to come up with the mostefficient strategies that promote their services (Nasri,2012). Competitive analysis preventfacilities from coming up with negative assumptions within themarket. Analysis of the competitors prompt healthcare business intocarrying out comprehensive research on the products, services andhence come up with effective strategies for the business.

Assessment of the HealthcareOrganizations

Ability to Accomplish Mission,Objectives and Goals

The organization has strong corevalues that has assisted with the guidance on the formation of strongsolid mission statement, objectives and goals and attainment of thesefactors. The management and programs of the healthcare facility hasput the facility at a place where by the organization can easilyattain the mission (Gsparotti, 2009).The resources within the organization are as well adequate for theachievement of the mission, vision, objectives and goals of thefacility. The facilities, available technology, information and theworkforce greatly contribute to the above factor. The working stuffwithin the healthcare facility are highly competent and committed totheir work and missions within the facility (Babatunde &ampAdebisi, 2012). The capacities ofthe organization places the facility at a position of alreadyproviding quality healthcare services to clients. Therefore, themissions and the objective are in concurrence with the currentcapacities of the organization.

Ability to Respond to InternalChallenges and Changes

Thehealthcare organization often has challenges and changes within theinternal systems that can affect the effective operation within thehealthcare facility. The management and employees within theorganization are highly competent and are committed to their roleswithin the facility. As a result, the strategic management system hascome up with various measure that the facility can use in order tocome out of any possible challenges or changes that may affect thehealthcare facility internally (Gsparotti, 2009).The ethical values and integrity of the work force within thefacility advocates for commitment to honesty and fairness, adherenceto laws and policies, respect for the organization as well ascommitment to excellence of the facility. The workers are hencecommitted to offering exceptional services at all times.

The management within the healthcare facility ensure goodcommunication channels are in existence (Benedict, 2008). Theemployees are hence clearly informed on their duties andresponsibilities, provide confidence to employees by allowing them toreport on sensitive matters as well as a platform to suggest forrenovation. As a result, innovation within the facility hassignificantly improved hence narrowing the chances of beingnegatively affected by internal challenges and changes in thefacility. Through proper passage of information, managers messages onthe importance of responsibility and commitment to the facility istaken seriously.

Goals and Objectives

Year One

Goals

  1. To educate physicians to develop and become competent physicians who are dedicated to all-inclusive, compassionate, and patient-centered care in care setting in the facilities.

  2. To mentor physicians into becoming leaders who can work collaboratively with other healthcare community organizations to improve the public health.

Objectives

  1. to provide quality education to physicians to guarantee all time preparedness to fulfill the requirements of healthcare

  2. To provide the highest quality of care to patients within the facility by training the healthcare personnel on how to effectively evaluate the needs of patients.

  3. To develop and encourage physicians through mentorship programs on quality healthcare.

Year Two

Goals

  1. To improve the healthcare resources available within the healthcare facilities

  2. To educate and train employers in to becoming the critical stuff members within the society

  3. To improve on the internal communications systems within the facility

Objectives

  1. To implement strategies within the facility that in turn save and increase on the resources that are available within the healthcare facility.

  2. To provide quality education to the stuff members that are trained to become critical stuff members within the facility

  3. To implement various methods and strategies that improve on the internal communication systems within the facility

Year Three

Goals

  1. To recognize nurses and physicians as extremely skilled and dedicated professionals who are effective in transforming the nature of care given by the healthcare facility.

  2. To mentor physicians into becoming leaders who can work collaboratively with other healthcare community organizations to improve the public health.

Objectives

  1. To come up with various exercises and practices that recognize the importance of the functions of nurses and doctors within the medical facilities

  2. To practice an approach to care that facilitates effective functioning and within a complex healthcare delivery system.

References

Babatunde, B. O. &amp Adebisi, A. O. (2012). Strategic EnvironmentalScanning and Organization Performance in a Competitive BusinessEnvironment. Economic Insights – Trends and Challenges, (35)1,24- 34. Retrieved form:http://www.upg-bulletin-se.ro/archive/2012-1/3.%20Babatunde_Adebisi.pdf

Benedict, A. (2008). HR’s Evolving Role in Organizations andIts Impact on Business Strategy. SHRM Research Department. Retrieved form:https://www.shrm.org/Research/SurveyFindings/Documents/HR`s%20Evolving%20Role%20In%20Organizations.pdf

Gsparotti, C. (2009). The Internal and External Environment Analysisof Romanian Naval Industry with SWOT Model. Management &ampMarketing, (4)3, 97-110. Retrieved form:http://www.managementmarketing.ro/pdf/articole/154.pdf

Khan, M. W. J. &amp Khalique, M. (2014). Strategic Planning andReality of External Environment of Organizations in ContemporaryBusiness Environments. Business Management and Strategy, (5)2,165- 182. Retrieved form: http://dx.doi.org/10.5296/bms.v5i2.6794

Mason, R. B. (2007). The external environment’s effect onmanagement and strategy a complexity theory approach. ManagementDecision, (45)1, 10- 28. Retrieved form:http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.472.7322&amprep=rep1&amptype=pdf

Morris, J. &amp Wilson, I. (2016). The Strategic ManagementResponse to the Challenge of the Global Change. Retrieved form:http://horizon.unc.edu/courses/papers/Scenario_wksp.html

Nasri, W. (2012). Conceptual Model of Strategic Benefits ofCompetitive Intelligence Process. International Journal ofBusiness and Commerce, (1)6, 25- 35. Retrieved form:http://www.ijbcnet.com/1-6/IJBC-12-1602.pdf