Sanders Hospital and Health Center: A Case Study

Ken Chadwick, James J. Chrisman and Anthony F. Jurkus

Entrepreneurship Theory and Practice, 1997, vol. 22, issue 1, 75-89

Abstract: This case study examines Sanders Hospital's (fictitious name) decision on a strategy for developing a specialized cardiovascular program. Cardiovascular services had been identified as an opportunity to assist Sanders better compete in the turbulent hospital industry. The hospital was in the process of determining the best alternative for seizing and pursuing this opportunity. Two options were under consideration. First, Sanders could implement the program internally and compete directly in the market. The second option was to jointly develop the cardiovascular program through an alliance with one of the two regional hospitals who were contemplating entering Sanders’ market area.

Date: 1997
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Persistent link: https://EconPapers.repec.org/RePEc:sae:entthe:v:22:y:1997:i:1:p:75-89

DOI: 10.1177/104225879702200105

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