Jackie and Sandra began a long-term-care consulting firm 5 years ago in a retirement region. They now have six employees: two RHIAs and four RHITs. They now have consulting contracts with 35 long-term-care facilities and have developed a reputation for excellence. During a meeting with employees, Jackie and Sandra commended them for the effort each had contributed to the success of the firm. In planning for the future, Jackie and Sandra then asked the employees to share with them ideas on expanding the business by revising the vision. One option they had discussed and now shared was that of expanding their geographic region into another state. This would mean actively marketing to long-term-care facilities beyond their present region and hiring additional staff.
Jackie and Sandra began a long-term-care consulting firm 5 years ago in a retirement region.
They now have six employees: two RHIAs and four RHITs. They now have consulting contracts
with 35 long-term-care facilities and have developed a reputation for excellence.
During a meeting with employees, Jackie and Sandra commended them for the effort
each had contributed to the success of the firm. In planning for the future, Jackie and
Sandra then asked the employees to share with them ideas on expanding the business
by revising the vision. One option they had discussed and now shared was that of
expanding their geographic region into another state. This would mean actively
marketing to long-term-care facilities beyond their present region and hiring additional
staff.
Bryan said he had been listening to employee conversations at a nearby hospital and
learned that there was a need for additional home health care personnel and resources in
the region. Hospital utilization management staff expressed concern with the difficulty of
referring patients promptly to home health care firms. Bryan thought developing and
managing home health care as a separate cost center would fill this market niche and
offer challenges to each of them.
Ann shared an experience she had at one of the nursing homes. Two physicians were
telling her how difficult it was to hire knowledgeable office staff and retain them. Ann
suggested expanding their business into physician offices. She felt they had the
expertise to manage practice offices and train competent staff. Ann further stated that
when she mentioned this to a physical therapist who recently joined a group of fellow
therapists in opening an office, her friend responded that such a service would be
welcomed by them also. Then he related the difficulty they were having finding
competent office managers.
Jackie, Sandra, and their staff have three options to consider as they undertake
strategic planning.
Case Questions: (please explain in detail)
Q1 - Describe each part of the SWOT analysis with examples.
Q2 - Develop a SWOT analysis for each option, therefore 3 altogether. (3 options with the 4
parts of SWOT for each option).
Q3 - Choose one of the three options and defend WHY this one was chosen with at 2
convincing reasons.
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