Business level strategies

Some of the business-level strategy at Texas health resource include the following:

1. Expansion of growing patient-base and partnership with Aetna. In a trial to streamline the

patient experiences, Texas health resources have made moves in collaborating with the

insurance giant named Aetna. The goal is to form a profitable company that offers health

insurance plans to employers and customers in North Texas counties, Providing access to

Texas Health's network of doctors and hospitals.

2. Product line-strategy. At Texas health resources, planning and Integration of

organizational marketing schemes are done efficiently where every leader ensures

alignment with the physician line, communication progress, highlighting of return, and

progress. The implementation sector Stays abreast of industry marketing approaches,

ambitious agenda and grading of product lines by competitors, financial implications, and

all other relevant data involved in product line success.

3. Market-Project management strategy. In results-Presentation, The officials at this

department of Texas health resources ensure consistent use of the system for all project

requests and assignments. Advertisement at Texas health resources is intensive and hits a

good percentage of their target clients. Regular updates are made with entity contacts

based on project management reports and seek to keep everybody informed of progress;

the officials work with entity engagement account managers.

4. Transparency strategy. Texas health resources meet the community expectations through

regular leadership discussion on performance expectations, shortfalls, and action needed

to improve the services delivery. Employees, leadership, and contracted physicians to

review tasks and complete annual disclosure forms that are given to clients to improve
 their trust. Legal and Ethical system is applied where mandatory training is done to every

employee. Physician codes of conduct and platforms of aligning complain, and the

allegation is given.

5. .

The business strategy plan at Texas health resources is key to their present and future

success. Human resource consideration by the hospital provides doctors' motivation to work and

attracts more patients to the services offered in conjunction with the insurance company.

Marketing strategies have significantly improved the public view of Texas health resources.

Creating trust in the market improves its market performance. The business strategies, therefore,

are not only excellent but perfect for Texas health resources.

Corporate level strategies.

Some of the corporate level strategies by Texas health resource are

1. Reorganization of leadership strategy. Texas' health resources are combining the

organizational and operational leadership in the trial to be more consumer-centric. The

move will eliminate specific positions and elevate other leaders. The newly created

channels will deliver the hospital’s products within the hospital or to outpatients. From

their reports, Texas health says that they want to reach patients at their location.

According to the reorganization, there will be a general CEO and other critical staff like

chief experience officer.

2. Execution of power strategy. Every worker is responsible for performance and delivery.

In January this year, it was announced that Texas Health would be laying off around 700

people, and there will be leadership positions eliminated as a part of that layoff. Several

positions were eliminated, which has already been accounted for when layoffs were
 finished. In a recent announcement, Berdan, the CEO says that Texas Health has elevated

the needs and preferences of its consumers that focuses on every aspect of the

organization.
3. The strategy of Integration of information technology sector. Texas health resource has

modified IT services in that; data mining, bulk-working of data, clinical and operational

practices are cheap and easily acquired.

4. Implementation of a strategic plan. After the 2016 community health needs assessment

(CHNA), a new 2017-2019 implementation corporate plan is in progress. The

implementation act addresses the Behavioral Health, Chronic Disease, Awareness, Health

Literacy, and Navigation of the expected effect of the schedule. It also includes a

description of the resources segregated to be used in every need and any planned

collaboration with several firms.

5. Assessment and performance improvement strategy. Texas health resource continuously

reviews and benchmarks from best-doing firms and identifies the best practices both in

internal and external best practices. A comparison of progress is used in the generation of

annulling goals and determination of domestic and industrial scope as well.

Texas' health resource is a high-rank, leveled strategic firm. Leadership determines the

operation pace and working environment. Physicians at the hospital work better under proper

management. Data execution frees the health resource from the dangers of fraud and breaches

and gives the basis of plans. The use of previous experiences helps the health center to overcome

the weaknesses and modify weak-points in managerial and delivery. With these strategies, there

is a better corporate future for Texas health resources.

Competitive environment.
 The kind of competition experienced by Texas health resources is based on location services

delivery, managerial differences, and global marketing. The critical competitor is the

JPS Health Network located in North Texas, a similar location to the Texas health center.

Business level comparison.

Based on the practices between the firms these are the difference and similarities in

performance;

Unlike Texas health resources, the JPS health network has got no insurance engagement in

the service provision. Therefore Texas rides a benefit of client attraction through compensation

and cover advantages. In ranking from this, Texas is rated as a 4-star institution, JPS is a 3-star.

The environment exhibited to the employees at Texas health resources is not much deviating

from the JPS exposure. The two Centres compete in the human resource sectors through the

presence of platforms to execute negotiations, complains, and inventions. However, Texas health

resource offers residential facilities to the employees, JPS Centre does not.

The quality of services offered at JPS Centre is better than those at Texas Health Resources-

they have a weakness in delivering behavioral healthcare to patients who need it. The

organization lacks qualified personnel who can offer quality behavioral healthcare. Recent

research shows that the client’s recommendation of Texas health Centre is 79% compared to 81%

of the JPS center. The positive business outlook of Texas center is therefore graded to 61%, and

tat of JPS Centre is 71%. This competition is a massive defeat to Texas health resource Centre.

Cultural l strategies. Texas health resources have got a tradition of timely fulfillment of goals, and

unlike JPS health networks, the employees are paid timely, and no incidences of cons are experienced. At

JPS Centre, cases of late payments have been experienced over the last few years. In contrast to the
right employee's relationship, texas health resources have a lot of part-time workers, actually exceeding

the permanent workers, JPS has the poor count in both permanent and parttime workers. The result of

this is a poor performance by the few workers and negative attitude to a commitment by parttime

workers.

Corporate competition.

The competition is laid on the basis of management between the two health centers.

Strategies within the two institutions fairs in that;

Texas health resource has a better group of physicians who are also more in number. The

leadership at JPS has remained in a still state for the past few years, but changes have been

experienced in Texas health resources. The advantages of JPS in management experience from

its managerial. However, Texas experiences inventory measures from the new management

through globalization and technological strategies.

Just like Texas' health resources, JPS also has a very integrated IT sector. Therefore, the two

Centre competes fairly in attracting clients through safeguarding measure of client’s data and

services. Websites and social media platforms by the two have enabled clients to have self-

services and requests from anywhere within the regions.

Texas health Centre operates from a stationary point, but in incidences, physicians or workers

can deliver services to outside range clients. This is an advantageous competition situation to JPS

health networks, which operates in mobile service delivery. JPS operates in more than 40 schools

within Texas and therefore reaches out to a more significant number of outside customers than

Texas health Centre.

 In management strategies, the CEO, Barclay Berdan of Texas, has a rate of 86% approval of

ideas and plans compared to the rate of 91% of JPS’ Robert Earley-CEO approvals. The approval

rates show that JPS has better management-inventory strategic plans than Texas health resource

Centre.

The competition environment is diversified and adjusting at every level. The competing state

between Texas and JPS health resources is fair; in business-level competing for JPS outdoes

Texas. For the corporate competition, Texas heath is far much better than JPS health networks.

However, Texas health resource has chances of being more successive than JPS. Facts show that

Texas health Centre has got better leadership, financial, and environmental status to overcome

the competition encountered from JPS Centre. The time factor will determine the output from the

progressing business and corporate strategies at Texas health resources.

Would competition differ in slow-cycle and fast-cycle markets?

The market will always experience competition provided competitors are available. For texas

health resources, the slow cycle will have a significant effect on the competition level. If the

institution fails to generate short-time strategies, the present strategy will be overruled by

strategies from the competitor, and the Texas health Centre will perfume poorly in the market

than the JPS health network. Lack of innovation in the short cycle market will lead to the value

of service at texas center degrading and clients finding better services from competitors. The

competition graph will be inverted from the current on the discussion.

For the long cycle market, there will be fewer implications on the competition state as few

innovations will be carried out by competitors within short periods. Therefore texas health

resources will remain a kind of giant competitor in the market; though, with time, innovations
are required to maintain the state. This is not possible, and therefore, the competition graph is

expected to have some changes.

References: