Transitional Infant Care Specialty Hospital (TIC) deals with the question of whether and how to maintain strategic focus in an industry that is increasingly calling for integrated service delivery. Despite providing high-quality, cost-effective care compared to competitors in its market, TIC is in trouble. Full-service hospitals in their market area are adopting some of its innovative practices and begin to provide similar services. Even worse is the local health system in Pittsburgh shapi … Read more »

Transitional Infant Care Specialty Hospital (TIC) deals with the question of whether and how to maintain strategic focus in an industry that is increasingly calling for integrated service delivery. Despite providing high-quality, cost-effective care compared to competitors in its market, TIC is in trouble. Full-service hospitals in their market area are adopting some of its innovative practices and begin to provide similar services. Worse, the local health system in Pittsburgh is developed into two large integrated delivery systems, in which neither of the TIC is a strong player. TIC marketing and strategy issues neglected in favor of “care for babies.” How can they position themselves in an increasingly integrated local health care system, without losing the focus that has been the source of their operational and service excellence?
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from
Jody Hoffer Gittell,
Michelle Toth
Source: Harvard Business School
15 pages.
Release Date: 08 October 1997. Prod #: 898070-PDF-ENG
Transitional Infant Care Specialty Hospital HBR case solution