Model for formulating competitive strategy: the supplementary health sector case

Abstract

Purpose The implementation of quality in health services should go beyond legal, regulatory and purely technical obligations in relation to carrying out health insurance practices. The purpose of this paper is to present a management model that intends to equip private health care companies in favor of quality development from the use of a model for forming a competitive strategy in the supplementary health sector companies. Design/methodology/approach In this approach the proposed model is grounded on guiding procedures for the process of strategy formulation, with a systemic structure that separates in analysis involving the internal and external environment to the organization to verify the strategy that best applies. It is based on prescriptive strategy – the five competitive forces and, with adaptive strategy, the competition arenas. Findings Through the proposed model the analytical mechanisms of political-legal environments surrounding companies in the sector can be described, identify organizations and their process performance, study them, and perform comparative analysis of information between them. All of this development seeks to ensure the formation of policies, to guide strategic action in health insurance. Originality/value This work strongly contributes to the foundation and strengthening of strategic knowledge and has quality aimed at the study of the private health care market, due to the high degree of regulatory requirements by the state to the businesses, the environment turns into a chain of complex information that migrates from the condition of just meeting legal requirements, to also satisfying the demands of a hypercompetitive market.

The linkages between business strategies, culture, and compensation using Miles & Snow’s and Hofstede culture framework in conglomerate firms

“…Business strategy plays a vital role in designing a compensation structure of any organization. With the supporting of this statement, Santos et al (2017) found that the use of strategy is a competitive tool and its success can also bring the organization an advantage over its competitors: the competitive advantage is seen in a timely manner in every sector of the company and it is necessary to understand the chain of values.…”

Ascertaining service quality and medical practitioners' sensitivity towards surgical instruments using SERVQUAL

“…Indeed, it can be seen that empirical studies have been conducted to measure SQ in diverse industries such as aviation (Natalisa and Subroto, 1998); telecommunications (van der Wal et al ., 2002); higher education (Eberle et al , 2016; Mai, 2005; Sweis et al , 2015); transportation (de Aquino et al , 2018); hospitality (Eraqi, 2006; Lau et al , 2005; Nadiri and Hussein, 2005); insurance (Tsoukatos and Rand, 2006) and retail businesses (Parasuraman et al , 1994), to name a few. Consequently, mindful of its universal applicability, SQ has been widely applied by researchers in the healthcare industry (Ali et al , 2017; Otaloraa et al , 2018; Padma et al , 2010; Pekkaya et al , 2019; Samsudeen and Sulphey, 2018; Santos et al , 2017). It is now pertinent to have a discussion about SQ in the healthcare industry.…”

Factors that influence the quality of services provided by the bus rapid transit system

“…According to Silva et al (2014) and Santos et al (2017), always the services are directly or indirectly linked to our lives and measuring the quality of services provided through customer perception is a challenging proposal within an organization. The media adopts the terms "customer satisfaction" and "quality" to determine quality in service, but it is necessary to understand that consumer satisfaction is something broader and intangible and to define that quality in service sums up to specifying the dimensions the service.…”