Shouldice Hospitals Ltd.

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The problem under analysis is how to best increase the hospital's capacity to serve more patients while at the same time maintaining control over quality of service delivered as well as sustaining existing high levels of employee and patient (customer) satisfaction.

SWOT analysis


Unique and defined Surgical procedure (could not be varied) Facility that encourages movement
Up to date equipment
Less time taken (time for operation as well as for recovery is lower than industry average) Educated and experienced and efficient surgeons (perform 600 or more operations in a yr while industry average is 25-50 ops/yr) Lower nurse-to-patient ratio required which reduces costs Efficient, good quality and mostly uniform service

Huge demands
Pay scale of staff higher than union scale of comparable jobs in the area Unique training in administration which allows switching work amongst secretaries Reasonable rates***


High backlogs of scheduled operations
Limited beds
Services are not patented

Diversification at other locations into other specialties with similar opportunities Establish another hospital in/outside Canada
Add to capacity
Better advertisingThreats

Competitors (using the Shouldice name )

charge for typical operation with 4days stay = $111
surgical fee for primary inguinal operation = $450 fee for assistant surgeon = $60 general anesthetic (if required) = $75

TOTAL = $ 696


TOTAL cost is between $2000 to $4000.

Therefore, even patients coming from North America found it cheaper to get...
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