Question

13. Bozeman Health's Competitive Dilemma By Eric Connell proximity Bozeman Health is a not-for-profit health system that operates in southwest Montana. The main hospital in Bozeman has 86 beds, a Level 3 trauma center designation, and a medical staff of over 200. It has patient revenue of approxi- mately $350 million. Bozeman is home to Montana State University (approxi- mately 15,000 students) and is a haven for outdoor recreation because of its to mountains, rivers, and Yellowstone National Park. The population of Bozeman is 40,000. Bozeman Health is the primary healthcare provider for Gallatin County, which has a population of 100,000. The community contin- ues to be one of the fastest growing micropolitan areas in the United States. You are the new CEO of Bozeman Health (BH) and have inherited an organization that has its share of challenges. Following a long-tenured CEO, at BH for over 20 years, the last two CEOs have been unable to stay long. One CEO resigned after nine months, stating differences with the board of directors. Rumor was that the CEO was pushing for productivity increases and staff reductions, upsetting certain doctors, who used their personal relation- ships with the board to force the CEO out. The next executive was fired for ethical issues. He had failed to disclose a criminal conviction during the hiring process. Although the offense occurred over 30 years before his hiring, the board's public explanation was the CEO

Answer 1

PLEASE LIKE THIS ANSWER, IT HELPS ME A LOT. THANK YOU!!!

Given the challenges, how would you structure a strategic planning process?

It will be necessary, by already established tasks force and data collection, to seek to streamline information. We would likely not have enough time to develop your own. The key demographics in the field of service, the main health concerns and community priorities and the needs of the low-income or uninsured population should become our priority.

In your competition with Billings Clinic, who are the key stakeholders?

The Board of Directors will be extremely important, because it is difficult to do anything without its support and will probably lose jobs. Consumers will be extremely important too, at present the community feels indifferent to Bozeman Health but if we do, we can develop a more loyal relationship that will not go to Billings Clinic as easily.

What alliances and partnerships could you consider improving BH's competitive position?

If the board agrees to try it, it can help to have an alliance or partnership with Billings Clinic. Our current facilities are already struggling and increased competition in the area will most likely result in lost revenues. When we continue to be more focused in the area for at least the next five to seven years with the Billings Clinic, it will give us enough time to develop a well-developed strategic plan and enable us to modernize our facilities without losing any gain.

What should your public position be regarding the possible entry of the Billings Clinic into Bozeman? What would   your internal, strategic positioning toward Billings be?

We should publicly support them and say that we want the community to receive the best care possible from our facilities or elsewhere. We would have to see them internally as a huge threat to our facilities. We have never had a genuine competition before, so we do not know how much we could lose.