Miriam Weismann, Sue Ganske and Osmel Delgado
The assignment is to design a plan that aligns patient satisfaction scores with quality care metrics. The instructor’s manual (IM) introduces models for designing and implementing…
Abstract
Theoretical basis
The assignment is to design a plan that aligns patient satisfaction scores with quality care metrics. The instructor’s manual (IM) introduces models for designing and implementing a strategic plan to approach the quality improvement process.
Research methodology
This is a field research case. The author(s) had access to the Chief Operating Officer (COO) and other members of the management team, meeting with them on numerous occasions. Cleveland Clinic Florida (CCF) provided the data included in the appendices. Additionally, relevant hospital data, also included in the appendices, is required to be made public on Centers for Medicare and Medicaid Services (CMS) databases. Accordingly, all data and information are provided by original sources.
Case overview/synopsis
Osmel “Ozzie” Delgado, MBA and COO of CCF was faced with a dilemma. Under the new CMS reimbursement formula, patient satisfaction survey scores directly impacted hospital reimbursement. However, the CCF patient satisfaction surveys revealed some very unhappy patients. Delgado pondered these results that really made no sense to him because CCF received the highest national and state rankings for its clinical quality at the same time. Clearly, patients were receiving the best medical care, but they were still unhappy. Leaning back in his chair, Delgado shook his head and wondered incredulously how one of the most famous hospitals in the world could deliver such great care but receive negative patient feedback on CMS surveys. What was going wrong and how was the hospital going to fix it?
Complexity academic level
This case is designed for graduate Master’s in Business Administration (MBA), Master’s in Health Sciences Administration (MHSA) and/or Public Health (PA) audiences. While a healthcare concentration is useful, the case raises the generic business problems of satisfying the customer to increase brand recognition in the marketplace and displacing competition to increase annual revenues. Indeed, the same analysis can be applied in other heavily regulated industries also suffering from a change in liquidity and growth occasioned by regulatory change.
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Nunzia Auletta and María Helena Jaén
The case study centers on the ways in which a world‐renowned beauty pageant is deployed as a strategic asset by the Organización Cisneros (OC), a major player among Latin American…
Abstract
Purpose
The case study centers on the ways in which a world‐renowned beauty pageant is deployed as a strategic asset by the Organización Cisneros (OC), a major player among Latin American television companies. The Miss Venezuela (MV) beauty contest has iconic status in Venezuela and enjoys an international reputation. Following the election of President Chávez in 1998 the OC gradually scaled‐down its operations in Venezuela. Adriana Cisneros, OC Vice President, turned MV into a key element of the Corporate Social Responsibility strategy at Venevisión, the TV channel founded by her grandfather. She also sought ways to build on the MV brand, in order to strengthen the OC's business strategy.
Design/methodology/approach
The case study employs an inductive methodology, using a comprehensive approach to develop a teaching case study. It focusses on understanding a concrete business situation presented within a detailed contextual analysis.
Findings
Complex business and strategic decision making calls for a thorough analysis of internal business variables and a deep understanding of complex environmental forces.
Originality/value
The comprehensive approach and detailed information presented in this case study constitute a versatile resource that will be useful for teaching topics including strategy, innovation, and business model development.