Taking a tertiary-level hospital in Chongqing as an example, the following is an example of how to correctly use the SPACE analysis method based on the actual situation of the hospital to determine the overall strategic decision-making position of the hospital.
Financial advantages (FS) include: medical income, non-medical income, scientific research funding, various incentive funds; government special investment, and the average utilization rate of funds.
Competitive advantages (CA) include: patient sources, medical, teaching, and research talent teams, talent introduction channels, staff promotion space, medical facilities and equipment, hardware environment, and service awareness. Environmental stability (ES) includes: technological innovation ability, welfare benefits, hospital culture, working conditions, information technology, and personal value expression.
Industrial advantages (IS) include: long growth cycle of talents, relevance of disciplines, risks of employment, specialty characteristics, social attention, personal moral quality, and work dependence.
Analysis of two categories of four factors. The hospital evaluates and analyzes key internal and external factors based on its own conditions. One is to give each variable that makes up the FS and IS axes a score from 1 (worst) to 6 (best); the other is to give a score to the variables that make up the ES and CA axes from -1 (best) to -6 ( worst) rating. See Table 1. Table 1 (analysis of internal and external key factors omitted)
Establish a SPACE matrix axis.
The scoring results are:
(1) The average score of financial advantage (FS) is: 23/6=3.83 points.
(2) The average score of Environmental Stability (ES) is: -14/6=-2.33 points.
(3) The average score of competitive advantage (CA) is: -15/7=-2.14 points.
(4) The average score of industrial advantage (IS) is: 33/7=4.71 points.
(5) Vector coordinate X axis: 3.83 (-2.33) = 1.50 points; Y axis: -2.14 (4.71) = 2.57 points. According to the analysis results, the hospital's overall strategy should be to adopt an aggressive strategy. The action evaluation is:
(1) The hospital should further strengthen talent training, increase investment in education funds, and introduce high-level talents through multiple channels on the basis of fully retaining existing talents;
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(2) It shows that while developing the overall advantages, the hospital should pay more attention to the development of specialty characteristics. The differentiated development strategy is the magic weapon for the hospital to remain invincible forever. The development of new technologies and new businesses is the key to realizing the goal. Effective measures to achieve this goal;
(3) It shows that it is very necessary for hospitals to strengthen communication in all aspects, and to make the organizational structure as flat as possible. The application of information technology and the establishment of digital hospitals are to achieve this. An important means to achieve one goal;
(4) The cultural construction of the hospital itself is particularly important. We must pay attention to the image promotion of the hospital, correctly guide employees to love the hospital and care for patients. Exquisite medical technology relies on high-quality scientific and technological talents. , the overall image of the hospital needs to be created jointly by all employees, and the integration of various factors can show the overall strength of a hospital;
(5) The best defense is offense, and it must be maintained throughout the hospital. To form a cohesive force, around the overall goals of the hospital, we must move forward step by step according to the positioning of the development strategy;
(6) The hospital must establish and improve various rules and regulations, do a good job in fund operations, and strengthen cost accounting work ; Enhance service awareness, take the initiative to get involved in public welfare undertakings, and continuously enhance its competitiveness.