Defining the Service CategoriesThe fi

Defining the Service Categories
The first step in service area competitor analysis is to specify the service category to be analyzed. Many health care organizations have several service categories or products, and each may have different geographic and demographic service areas. For a multihospital chain deciding to enter a new market, the service category may be defined as acute hospital care, but for a rehabilitation hospital, the service category might be defined as physical therapy or occupational therapy or orthopedic surgery. In addition, because many health care services can be broken down into more specific subservices, the level of service category specificity should be agreed on before analysis begins. For example, pediatric care may be broken down into well-baby care, infectious diseases, developmental pediatrics, pediatric hematology-oncology, and so on. Certainly pediatric hematologyoncology as a service category would have a far larger service area than wellbaby care. A parent with a child who has cancer would travel farther for care from a specialist than a parent who sought well-baby care available from nurse practitioners. Another example of a service that requires a clear definition is the subacute care segment. Subacute care, sometimes termed the middle ground of health care, provides services for those patients who no longer require inpatient acute care, but need a higher level of care than can be provided in a skilled-nursing facility or through home care. There are multiple ways to segment this market that includes diverse post-acute care and rehabilitation services. An organization could select one or a combination of services to offer within subacute care. For example, Vencor, Inc., founded in 1985, provides long-term care and rehabilitation services through 295 nursing centers in 31 states. It grew rapidly by purchasing Hillhaven Corporation, a traditional supplier of long-term care; TheraTx, a provider of rehabilitation and respiratory therapy program management services to nursing centers; and Transitional Hospitals, providers of care for ventilatordependent patients. By combining these service categories the company focused on treatment programs for patients with complex medical conditions. However, its strategy was not very successful: Vencor filed voluntary reorganization under Chapter 11 in September 1999. In third quarter 2000, Vencor reported a loss of $27 million or $0.38 per share compared with a loss of $42 million or $0.61 per share in third quarter 1999.14 Vencor emerged from the reorganization in April 2001 and changed its name to Kindred Healthcare. The 52-week high for its stock in 2002 was $49.78 but in 2003 the price fell below $20 per share. By mid-2004 the stock had rebounded to a little over $25 per share. Many long-term care facilities are in bankruptcy because of the impact of the Balanced Budget Act of 1997 that significantly reduced reimbursements for long-term care.

Hasil (Bahasa Indonesia) 1:

Defining kategori LayananThe first step in service area competitor analysis is to specify the service category to be analyzed. Many health care organizations have several service categories or products, and each may have different geographic and demographic service areas. For a multihospital chain deciding to enter a new market, the service category may be defined as acute hospital care, but for a rehabilitation hospital, the service category might be defined as physical therapy or occupational therapy or orthopedic surgery. In addition, because many health care services can be broken down into more specific subservices, the level of service category specificity should be agreed on before analysis begins. For example, pediatric care may be broken down into well-baby care, infectious diseases, developmental pediatrics, pediatric hematology-oncology, and so on. Certainly pediatric hematologyoncology as a service category would have a far larger service area than wellbaby care. A parent with a child who has cancer would travel farther for care from a specialist than a parent who sought well-baby care available from nurse practitioners. Another example of a service that requires a clear definition is the subacute care segment. Subacute care, sometimes termed the middle ground of health care, provides services for those patients who no longer require inpatient acute care, but need a higher level of care than can be provided in a skilled-nursing facility or through home care. There are multiple ways to segment this market that includes diverse post-acute care and rehabilitation services. An organization could select one or a combination of services to offer within subacute care. For example, Vencor, Inc., founded in 1985, provides long-term care and rehabilitation services through 295 nursing centers in 31 states. It grew rapidly by purchasing Hillhaven Corporation, a traditional supplier of long-term care; TheraTx, a provider of rehabilitation and respiratory therapy program management services to nursing centers; and Transitional Hospitals, providers of care for ventilatordependent patients. By combining these service categories the company focused on treatment programs for patients with complex medical conditions. However, its strategy was not very successful: Vencor filed voluntary reorganization under Chapter 11 in September 1999. In third quarter 2000, Vencor reported a loss of $27 million or $0.38 per share compared with a loss of $42 million or $0.61 per share in third quarter 1999.14 Vencor emerged from the reorganization in April 2001 and changed its name to Kindred Healthcare. The 52-week high for its stock in 2002 was $49.78 but in 2003 the price fell below $20 per share. By mid-2004 the stock had rebounded to a little over $25 per share. Many long-term care facilities are in bankruptcy because of the impact of the Balanced Budget Act of 1997 that significantly reduced reimbursements for long-term care.

Hasil (Bahasa Indonesia) 2:

Mendefinisikan Categories Layanan
fi Langkah pertama dalam analisis pesaing daerah layanan untuk menentukan kategori layanan untuk dianalisis. Banyak organisasi perawatan kesehatan memiliki beberapa kategori layanan atau produk, dan masing-masing mungkin memiliki yang berbeda geografis dan demografis area layanan. Untuk rantai multihospital memutuskan untuk memasuki pasar baru, kategori layanan mungkin didefinisikan sebagai perawatan rumah sakit akut, tapi untuk sebuah rumah sakit rehabilitasi, kategori layanan mungkin didefinisikan sebagai terapi fisik atau terapi okupasi atau bedah ortopedi. Selain itu, karena banyak pelayanan kesehatan dapat dipecah menjadi lebih spesifik subservices, tingkat kategori layanan spesifik kota harus disepakati sebelum analisis dimulai. Misalnya, perawatan anak dapat dipecah menjadi perawatan bayi, penyakit menular, pediatri perkembangan, anak hematologi onkologi-dan seterusnya. Tentu hematologyoncology pediatrik sebagai kategori layanan akan memiliki area layanan yang jauh lebih besar dari perawatan wellbaby. Orang tua dengan anak yang memiliki kanker akan perjalanan lebih jauh untuk perawatan dari spesialis dari orang tua yang mencari perawatan bayi tersedia dari praktisi perawat. Contoh lain dari layanan yang memerlukan jelas definisi adalah segmen perawatan subakut. Perawatan subakut, kadang-kadang disebut jalan tengah dari perawatan kesehatan, menyediakan layanan bagi pasien yang tidak lagi memerlukan rawat inap perawatan akut, tetapi membutuhkan tingkat yang lebih tinggi dari perawatan daripada yang dapat disediakan di fasilitas terampil-keperawatan atau melalui perawatan di rumah. Ada beberapa cara untuk segmen pasar ini yang mencakup layanan perawatan dan rehabilitasi pasca-akut beragam. Suatu organisasi bisa memilih salah satu atau kombinasi dari layanan yang ditawarkan dalam perawatan subakut. Misalnya, Vencor, Inc., didirikan pada tahun 1985, menyediakan layanan perawatan dan rehabilitasi jangka panjang melalui 295 pusat-pusat perawatan di 31 negara. Tumbuh pesat dengan membeli Hillhaven Corporation, pemasok tradisional perawatan jangka panjang; TheraTx, penyedia layanan rehabilitasi dan pernapasan manajemen program terapi untuk pusat keperawatan; dan Rumah Sakit Transisi, penyedia perawatan untuk pasien ventilatordependent. Dengan menggabungkan kategori layanan ini perusahaan berfokus pada program pengobatan untuk pasien dengan kondisi medis yang kompleks. Namun, strategi itu tidak terlalu sukses: Vencor fi dipimpin reorganisasi sukarela di bawah Bab 11 pada bulan September 1999. Pada kuartal ketiga 2000, Vencor melaporkan kerugian sebesar US $ 27 juta atau $ 0,38 per saham dibandingkan dengan kerugian $ 42 juta atau $ 0,61 per saham pada kuartal ketiga 1.999,14 Vencor muncul dari reorganisasi pada bulan April 2001 dan berubah nama menjadi Kindred Healthcare. 52-minggu tinggi untuk saham pada tahun 2002 adalah $ 49,78 tapi pada tahun 2003 harga turun di bawah $ 20 per saham. Pada pertengahan 2004 saham telah pulih untuk sedikit lebih dari $ 25 per saham. Banyak fasilitas perawatan jangka panjang dalam kebangkrutan karena dampak dari Anggaran UU Seimbang 1997 yang secara signifikan mengurangi penggantian untuk perawatan jangka panjang.