PRESENTATION AND PAPER GUIDELINES? Presentationso No more than 10 slides total, not including your title page and reference pageo Two main criteria (presentation and content) will be used to evaluate your oral presentation.o Students will be required to evaluate your presentation.o Students’ feedback can be used to improve your paper.? Paperso No more than 10 pages for paper , not including your title page and reference pageo Double spaceo Font size: 12Guidelines for Health Care Facility Paper and Presentation?o Name and address of facility: AFFINITY HOME CARE …. Please visit the website, read and write about the company. o Name, telephone number, and email of supervisoro Missiono Valueso Type of Services offeredo Type of populations servedo Staffing and compositiono Organizational Charto Business structure (profit, not-for-profit, corporations, sole proprietorship, partnership, etc.)o Recent changes in business modelso Business outlooko Facility operationso Add anything you think we should know about the facilityo Conduct a SWOT analysis of the business or unitInformation about the company on a whole can be found on their website at affnityhomecare.com
Health Administration Press
Health Administration Press
SWOT:
Internal and External
• Internally, every organization has both
strengths and weaknesses.
• As a prelude to developing strategy, an analyst
must understand what these strengths and
weaknesses are, particularly in relation to the
industry’s critical success factors.
• Opportunities and threats, are regarded as the
external SWOT factors.
Copyright © 2016 Foundation of the American
College of Healthcare Executives. Not for sale.
Health Administration Press
SWOT:
Internal and External
• The SWOT analysis will serve as the basis for
two lines of analysis.
• The first line will involve developing an internal
factor evaluation (IFE) and an external factor
evaluation (EFE), leading to an internal–external
(I/E) matrix that suggests broad strategic
directions.
• In the second line of analysis, SWOT will form
the basis of a matrix that will be used to develop
specific strategies.
Copyright © 2016 Foundation of the American
College of Healthcare Executives. Not for sale.
Health Administration Press
SWOT: The External Analysis
• The external factors account for SWOT’s O and T—the
opportunities and the threats.
• An opportunity can be thought of as any market
possibility for which your organization can take action
and make a positive impact.
• Such impacts could include
– organizational growth,
– market share increase,
– potential entry into new markets,
– Increased profits,
– chances to exploit competitors’ weaknesses,
– or any other positive outcome.
Copyright © 2016 Foundation of the American
College of Healthcare Executives. Not for sale.
Health Administration Press
SWOT: The External Analysis
• A threat is defined as any possibility for your organization to be negatively affected
by an external action of the market or of a competitor.
• Threats represent negative impacts on your firm’s profitability and competitive wellbeing.
• Negative impacts could involve such things as
– competitor plans to introduce new technology or services to attract your current
customer base,
– economic forces,
– the potential of a hostile takeover,
– the chance of a new entrant entering into your market,
– or looming price wars.
– Reducing in reimbursement
– Labor shortages such as Nursing
– Decrease in population, especially out the organization PSA – SSA
– Change in demographics
Copyright © 2016 Foundation of the American
College of Healthcare Executives. Not for sale.
Health Administration Press
SWOT: The External Analysis
• Review your industry benchmark analyses and
identify the issues that could become competitive
threats against your organization or could create
competitive opportunities for your organization.
• Typically, you should identify about ten
opportunities and ten threats.
• Note that you are not proposing strategies or
solutions at this time. You are identifying critical
issues that will need to be addressed in
subsequent strategy development sections.
Copyright © 2016 Foundation of the American
College of Healthcare Executives. Not for sale.
Health Administration Press
SWOT: The External Analysis
• When you begin your SWOT analysis, first
focus on the external factors that could, either
now or in the future, impact your organization.
• Consider the critical success factors that
pertain to the external environment.
• Where does this information come from?
– It should draw upon your research about the
organization in particular, the industry, and the
external environment in general.
Copyright © 2016 Foundation of the American
College of Healthcare Executives. Not for sale.
Health Administration Press
SWOT continued
OPPORTUNITIES
•
•
•
•
•
•
•
•
•
THREATS
• Multiple competitors
• Emergency department
overcrowding
• Power of suppliers
• Recent lawsuits
• Low socioeconomic status
• Transient market
• Dependence on suppliers
• Difficulty recruiting providers
• Changes in reimbursement
• Decrease in population
Expansion of existing services
Additional locations
Greater exposure and branding
Purchasing additional practices
Expansion into surrounding
counties
Government contracts
Expansion of ancillary services
Demographic changes.
New Amazon headquarters within
the hospital PSA (primary service Areas)
.
Health Administration Press
Any question ?
Copyright © 2016 Foundation of the American
College of Healthcare Executives. Not for sale.
Health Administration Press
Health Administration Press
SWOT:
Internal and External
• Internally, every organization has both
strengths and weaknesses.
• As a prelude to developing strategy, an analyst
must understand what these strengths and
weaknesses are, particularly in relation to the
industry’s critical success factors.
• Opportunities and threats, are regarded as the
external SWOT factors.
Copyright © 2016 Foundation of the American
College of Healthcare Executives. Not for sale.
Health Administration Press
SWOT:
Internal and External
• The SWOT analysis will serve as the basis for
two lines of analysis.
• The first line will involve developing an internal
factor evaluation (IFE) and an external factor
evaluation (EFE), leading to an internal–external
(I/E) matrix that suggests broad strategic
directions.
• In the second line of analysis, SWOT will form
the basis of a matrix that will be used to develop
specific strategies.
Copyright © 2016 Foundation of the American
College of Healthcare Executives. Not for sale.
Health Administration Press
SWOT: The External Analysis
• The external factors account for SWOT’s O and T—the
opportunities and the threats.
• An opportunity can be thought of as any market
possibility for which your organization can take action
and make a positive impact.
• Such impacts could include
– organizational growth,
– market share increase,
– potential entry into new markets,
– Increased profits,
– chances to exploit competitors’ weaknesses,
– or any other positive outcome.
Copyright © 2016 Foundation of the American
College of Healthcare Executives. Not for sale.
Health Administration Press
SWOT: The External Analysis
• A threat is defined as any possibility for your organization to be negatively affected
by an external action of the market or of a competitor.
• Threats represent negative impacts on your firm’s profitability and competitive wellbeing.
• Negative impacts could involve such things as
– competitor plans to introduce new technology or services to attract your current
customer base,
– economic forces,
– the potential of a hostile takeover,
– the chance of a new entrant entering into your market,
– or looming price wars.
– Reducing in reimbursement
– Labor shortages such as Nursing
– Decrease in population, especially out the organization PSA – SSA
– Change in demographics
Copyright © 2016 Foundation of the American
College of Healthcare Executives. Not for sale.
Health Administration Press
SWOT: The External Analysis
• Review your industry benchmark analyses and
identify the issues that could become competitive
threats against your organization or could create
competitive opportunities for your organization.
• Typically, you should identify about ten
opportunities and ten threats.
• Note that you are not proposing strategies or
solutions at this time. You are identifying critical
issues that will need to be addressed in
subsequent strategy development sections.
Copyright © 2016 Foundation of the American
College of Healthcare Executives. Not for sale.
Health Administration Press
SWOT: The External Analysis
• When you begin your SWOT analysis, first
focus on the external factors that could, either
now or in the future, impact your organization.
• Consider the critical success factors that
pertain to the external environment.
• Where does this information come from?
– It should draw upon your research about the
organization in particular, the industry, and the
external environment in general.
Copyright © 2016 Foundation of the American
College of Healthcare Executives. Not for sale.
Health Administration Press
SWOT continued
OPPORTUNITIES
•
•
•
•
•
•
•
•
•
THREATS
• Multiple competitors
• Emergency department
overcrowding
• Power of suppliers
• Recent lawsuits
• Low socioeconomic status
• Transient market
• Dependence on suppliers
• Difficulty recruiting providers
• Changes in reimbursement
• Decrease in population
Expansion of existing services
Additional locations
Greater exposure and branding
Purchasing additional practices
Expansion into surrounding
counties
Government contracts
Expansion of ancillary services
Demographic changes.
New Amazon headquarters within
the hospital PSA (primary service Areas)
.
Health Administration Press
Any question ?
Copyright © 2016 Foundation of the American
College of Healthcare Executives. Not for sale.

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