1. Executive Summary Shouldice hospital is a specialized hospital in the repair of external abdominal hernias in Canada. The hospital was established by Dr. Shouldice the founder of a new and superior surgical technique‚ now known as the Shouldice method‚ for repairing hernias which yields better medical results as well as a significantly shorter recovery time. The Shouldice Hospital is a successful organization and admired by most of the people who had relation with it or who have heard of it
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Shouldice Hospital Limited 1. How well is the hospital currently utilizing its beds? Shouldice Hospital is currently utilizing its beds quite well. Under the Shouldice method‚ they are operating with 90 beds‚ admitting 30 patients per day‚ and not accepting any new patients on Saturdays. Each patient admitted generally stays in the hospital for 3 days and is discharged on the fourth morning. By examining Exhibit 4.7‚ it is apparent that the hospital’s capacity utilization is roughly 71.43%
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How does Shouldice offer a superior value proposition relative to its customers‚ remain successful‚ and balance low cost with high quality? Data Summary Benefits purchased by the consumer: Shouldice Value Proposition • Early ambulation following surgery o Use of local anesthetic o Nature of procedure • Design of facility o 130 acres o 17‚000 square feet o 89 beds • Dr. Casim Degani‚ internationally recognized authority • Specialized procedure • Patients administered anesthetic
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SHOULDICE HOSPITAL LIMITED 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 Strengths  Unique and defined Surgical procedure (could not be varied)  Facility that encourages movement  Up to date equipment  Less time taken (time
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Director Alan O’Dell Dr.Byrnes Shouldice Open Saturday Key Players Schedule change/Work weekend 2 worry it will create a divide Cons Moral 4/10 Doctors oppose Dr.Degani (60) Control concerns On call schedule Staff are worried dilute bonus pool? Dr. Degani Toronto Location USA less regulation 10% - Out of Province/USA 60% - Outer Toronto area 30% - assume Toronto Increase costs charged Cons Shouldice Hospital Options to Expand Capacity New Hospital Build to satisfy demand Find
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on the above criteria‚ the following options can be generated. I. The hospital can continue with the current scale of operations i.e. Maintaining Status Quo II. The hospital can plan to scale up the level of operations. This can be done in 3 different ways A. Start operating on Saturdays which increases the capacity by 20% B. Expand the hospital building by adding one more floor C. Open new hospital in the USA‚ and thereby expanding operations to new geographical locations
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CASE STUDY - TRAUMA 1. What is the difference between a primary and secondary survey? (4 points) - Primary Survey = This is pre-hospital resuscitation done to quickly identify and begin treating life threatening injuries in the field. This uses an ABCDE approach - Secondary Survey = This is hospital resuscitation‚ a more in depth system by system process after arrival to the hospital. It includes a complete head to toe assessment which helps identify other injuries
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CHAPTER 13: THE MARKETING OF SERVICES ADDITIONAL CASE STUDY NEW LINE IN MOBILE PHONES One of the oldest principles of marketing is that sellers may sell features‚ but buyers essentially buy benefits. This is a distinction sometimes lost on technology led organisations‚ and the service sector is no exception. Recent experience of the UK’s largest telecommunications company‚ Vodafone Airtouch‚ illustrates how crucial it is to see service offers in terms of the benefits they bring to customers
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Medicare will not have the funds to cover patient’s prescription drug or new illness. Lastly‚ the quantity of health care services demanded will increase because physician’s incomes and medical school applications have grown rapidly‚ for-profit hospitals.
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1. As a potential product line manager at DS‚ what is your reaction to the memo in Exhibit 2? For the product line managers the new system brings clarity and makes us more responsible. Specific goals for profit contribution‚ providing us with measurable assessment of performance‚ allow us to track and improve processes. What’s more with individual measurement of financial positions such as sales‚ revenues‚ costs etc. we can influence on each of them by increased level of responsibility for making
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