Free Calabash Community Hospital Case Study Solution | Assignment Help

MBA Staff Writer
Written by Gary F. Smith
Publish Date: 2024-12-03

Harvard Case - Calabash Community Hospital

"Calabash Community Hospital" Harvard business case study is written by hael J. Schill. It deals with the challenges in the field of Finance. The case study is 6 page(s) long and it was first published on : Apr 15, 2020

At Fern Fort University, we recommend that Calabash Community Hospital (CCH) pursue a strategic partnership with a larger healthcare system to ensure its long-term viability and enhance its ability to provide high-quality patient care. This partnership should be structured to leverage the strengths of both organizations while mitigating potential risks.

2. Background

Calabash Community Hospital is a small, rural hospital facing significant financial challenges due to declining patient volumes, increasing operating costs, and limited access to capital. The hospital's leadership is considering various options, including a merger, acquisition, or strategic partnership, to address these challenges and secure its future.

The main protagonists in this case study are:

  • John Smith, the CEO of CCH, who is tasked with leading the hospital through this difficult period and finding a sustainable solution.
  • The Board of Directors, who are responsible for overseeing the hospital's strategic direction and making key decisions about its future.
  • The hospital's staff, who are dedicated to providing quality care but are concerned about the hospital's financial stability and potential job security.

3. Analysis of the Case Study

This case study can be analyzed using the Porter's Five Forces framework to understand the competitive landscape and the hospital's bargaining power.

  • Threat of New Entrants: This force is relatively low due to the high capital investment required to establish a new hospital and the regulatory hurdles involved.
  • Bargaining Power of Buyers: This force is moderate as patients have limited choices in rural areas, but they can choose to travel to larger hospitals for specialized care.
  • Bargaining Power of Suppliers: This force is moderate as the hospital relies on a limited number of suppliers for medical equipment, pharmaceuticals, and other supplies.
  • Threat of Substitute Products: This force is moderate as patients can choose alternative healthcare providers, such as clinics or home healthcare services.
  • Competitive Rivalry: This force is moderate as CCH faces competition from larger hospitals in nearby cities and from other healthcare providers in the region.

Financial Analysis:

  • Financial Statement Analysis: CCH's financial statements reveal declining revenue, increasing operating costs, and a deteriorating financial position.
  • Ratio Analysis: Key ratios such as profitability ratios (e.g., operating margin, net profit margin), liquidity ratios (e.g., current ratio, quick ratio), and asset management ratios (e.g., asset turnover, inventory turnover) highlight the hospital's financial distress.
  • Cash Flow Management: CCH faces challenges in managing its cash flow due to declining patient volumes and increasing operating costs.
  • Capital Budgeting: The hospital's limited access to capital restricts its ability to invest in new equipment, technology, and infrastructure, further hindering its ability to compete.

Strategic Analysis:

  • Growth Strategy: CCH needs to develop a sustainable growth strategy to address its declining patient volumes and revenue.
  • Operations Strategy: The hospital needs to improve its operational efficiency and reduce costs to improve its financial performance.
  • Pricing Strategy: CCH needs to develop a pricing strategy that is competitive and sustainable in the local market.
  • Technology and Analytics: The hospital needs to invest in technology and analytics to improve patient care, enhance efficiency, and gain a competitive advantage.

4. Recommendations

CCH should pursue a strategic partnership with a larger healthcare system that offers:

  • Financial Stability: The partner should have a strong financial track record and be able to provide CCH with access to capital.
  • Operational Expertise: The partner should have experience in managing rural hospitals and improving operational efficiency.
  • Clinical Expertise: The partner should have a strong reputation for providing high-quality patient care and access to specialized services.
  • Technology and Innovation: The partner should have a commitment to investing in technology and innovation to enhance patient care and improve efficiency.

The partnership should be structured to:

  • Preserve CCH's Identity: The partnership should maintain CCH's local identity and commitment to serving the community.
  • Share Governance: The partnership should include a shared governance structure that allows CCH to have a voice in decision-making.
  • Financial Transparency: The partnership should be based on financial transparency and accountability.

5. Basis of Recommendations

This recommendation considers the following factors:

  • Core Competencies and Consistency with Mission: CCH's core competency is providing quality patient care to the local community. A partnership with a larger healthcare system can enhance this competency by providing access to resources, expertise, and technology.
  • External Customers and Internal Clients: The partnership will benefit both external customers (patients) and internal clients (staff) by providing access to better care, improved financial stability, and job security.
  • Competitors: A partnership will allow CCH to compete more effectively with larger hospitals in the region and offer a wider range of services.
  • Attractiveness ' Quantitative Measures: The partnership should be evaluated based on quantitative measures such as NPV, ROI, and break-even analysis to ensure its financial viability.
  • Assumptions: This recommendation assumes that a suitable partner can be found and that the partnership can be structured to meet the needs of both organizations.

6. Conclusion

A strategic partnership with a larger healthcare system presents the best option for CCH to address its financial challenges, enhance its ability to provide high-quality patient care, and secure its long-term viability. This partnership should be carefully structured to ensure a win-win outcome for both organizations.

7. Discussion

Other alternatives not selected include:

  • Merger: While a merger could provide access to capital and resources, it could also lead to the loss of CCH's identity and local control.
  • Acquisition: An acquisition could provide financial stability but may not be in the best interest of the community or the hospital's staff.
  • Stand-alone operation: This option is not sustainable given CCH's current financial challenges and the competitive landscape.

Risks and Key Assumptions:

  • Finding a suitable partner: The success of this recommendation depends on finding a partner that shares CCH's values and goals.
  • Negotiating a favorable partnership agreement: The partnership agreement should be carefully negotiated to protect CCH's interests.
  • Maintaining local control: The partnership should ensure that CCH maintains a degree of local control over its operations.

8. Next Steps

The following steps should be taken to implement this recommendation:

  • Identify potential partners: CCH should conduct a thorough search for potential partners that meet its criteria.
  • Negotiate a partnership agreement: CCH should negotiate a partnership agreement that is mutually beneficial and protects its interests.
  • Implement the partnership: Once the partnership agreement is finalized, CCH should implement the partnership and integrate the two organizations.
  • Monitor and evaluate the partnership: CCH should regularly monitor and evaluate the partnership to ensure its success and make necessary adjustments.

This timeline should be flexible and adjusted based on the specific circumstances of the partnership.

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Case Description

This case considers a $10 million investment in an outpatient surgery center by a not-for-profit community hospital in rural South Carolina. A member of the purchasing department, R. D. Scott, is invited to complete a discounted cash flow (DCF) analysis of the investment opportunity to help quantify the financial costs and benefits of the project in this not-for profit context. The analysis maintains substantial uncertainty regarding a number of key parameters.

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