STRATEGI PENGEMBANGAN INSTALASI KLINIK SPESIALIS PUSAT DIAGNOSTIK RUMAH SAKIT IMMANUEL BANDUNG

• Main Author: Julianti Kurniawan, Evy
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/2070
• Institution: Institut Teknologi Bandung

In view of the ever-increasing competition in the present era of globalization, hospitals play a significant role in developing healthy and inteligent human resources working in the curative, preventive as as well as educative areas. Immanuel Hospital was established in 1910 and constitutes the only private hospital working hand in hand with the Medical Faculty of a private University in assisting the Government to develop medical science and educate students to become profesional doctors. Besides, this hospital is characterized by its lofty social mission as is evident from the fact that 58,5% of the hospital beds are allocated to the third class. As one of the revenue centres in Immanuel Hospital, the Specialist Clinic Installation is one of Immanuel Hospital Diagnostik Centres providing services to inpatients as well as outpatients. The outpatient clinic as the Specialist Clinic Instalation of the Diagnostik Centre was opened in 1996 and has developed ever since. In 1998 visits to this clinic amounted to 38.053 patients. For inpatients the Specialist Clinic Installation has 122 beds categorized as second class, first class and VIP. In 1998 bed occupancy rate reached 78,50%. In developing the Specialist Clinic Installation of the Diagnosis Centre, an analysis was made of internal environment, external environment and Porter\'s industrial environment factors, followed by core competence identification, success key identification and product portfolio analysis of Boston Consulting Group and General Electric. Futher, SWOT analysis was made and its strategic alternative was later formulated into the PAKAL matrix. Based on the above analysis, the best strategy to develop the Specialist Clinic Installation of Immanuel Hospital Diagnostic Centre is accurate allocation of funds for market penetration and development while continuing to adhere to Cost Leadership strategy. In order for this strategy to succeed, each of the departments/ installations related to this clinic should make concrete efforts to achieve optimal productivity and synergy.