ABSTRACT
In part II of this series, Janet Scheuerman of Herman Smith Associates and Vaughan A. Smith, president of the American Association of Healthcare Consultants, continue their detailed analysis of how to select a healthcare consultant. Focusing on the request for proposal (RFP), the authors cover such practical considerations as how many copies of the RFP will be required and what contacts should be listed. A comprehensive outline of how to write a statement of purpose and describe the project and scope of work is presented. The article concludes with suggestions for interviewing candidates and checking references.
Subject(s)
Competitive Bidding/standards , Consultants , Hospital Administration/methods , Decision Making , Documentation , United StatesABSTRACT
Janet L. Scheuerman and Vaughan A. Smith outline the factors that determine why and when consulting services are appropriate, presenting an overview of the initial steps in consultant selection. The expertise of a consultant is often needed for specialized problems, problems needing immediate assessment, drastic rescue situations, difficulties that defy standard solutions, and changes in the regulatory and competitive environment. Many organizational and planning issues also require outside consulting expertise. Institutions use consultants for specialized information, an independent perspective, as catalysts for change, and for cost-effective service and education. The consulting process consists of five phases; Part I provides a careful analysis of crucial preliminary selection activities. An organizational commitment to the process must be made, and needs, key issues, and expectations defined before selecting a committee and identifying potential consulting sources. Part II will appear in the next issue of the JQA.
Subject(s)
Consultants , Decision Making, Organizational , Health Facility Administration , Competitive Bidding , Personnel Selection , Problem Solving , Professional Staff CommitteesSubject(s)
Hospital Planning/statistics & numerical data , Orthopedics/organization & administration , Product Line Management/statistics & numerical data , Health Services Needs and Demand/statistics & numerical data , Health Services Needs and Demand/trends , Interdepartmental Relations , Marketing of Health Services/organization & administration , Orthopedics/economics , Orthopedics/statistics & numerical data , Planning Techniques , Referral and Consultation/statistics & numerical data , United StatesABSTRACT
To survive in an increasingly competitive industry, many healthcare organizations are struggling to strengthen their performance and position. However, many providers find they lack the internal ability to systematically collect and analyze market and industry information. By using a competitive analysis process, hospitals can examine current and future market information which includes insights on industry potential, competition among hospitals with similar characteristics, and the individual hospital's performance. By competitively assessing the industry and themselves, hospitals can establish a position for themselves in fresh markets and predict their likely success.
Subject(s)
Economic Competition , Economics , Financial Management, Hospital , Financial Management , Marketing of Health Services , Data Interpretation, Statistical , Planning Techniques , United StatesABSTRACT
As competition increases, the finance and marketing departments must work together to increase market share and improve the bottom line. If financial managers understand the functions of the marketing department, they can create a mutually beneficial and profitable relationship.
