• Cart:
  • Checkout
HC3 (HEALTHCARE CORPORATE CULTURE CONSULTING): A BUSINESS PROPOSAL

HC3 (HEALTHCARE CORPORATE CULTURE CONSULTING): A BUSINESS PROPOSAL

HC3 (HEALTHCARE CORPORATE CULTURE CONSULTING): A BUSINESS PROPOSAL

Uploaded on: 2020-09-06

$(USD)0.00

As healthcare consulting continues to grow, the improvement in healthcare companies’
finances, information technology, marketing, and management continues to increase as well.
Despite this increase, one form of healthcare consulting is lacking. This is where HC3
(Healthcare Corporate Culture Consulting) steps in. HC3 will act as a consulting firm that will
focus on the improvement of a healthcare company’s culture and operations. It will work with
different types of healthcare companies to improve their strategy, marketing, culture, training,
and talent development. The following business proposal aims to provide a comprehensive
analysis of how HC3 or Healthcare Corporate Culture Consulting aspires to change the way
healthcare is operated today. The business proposal has been organized in four chapters: market
analysis, feasibility analysis, legal and regulatory analysis, and financial analysis, so as to detail
exactly how these changes will be carried out.
Introduction
Healthcare consulting is an ever-growing industry throughout the world. In 2016, it was
estimated that “the global healthcare consulting market has grown by 7%, to a value of just over
$6 billion” and the United States, without a doubt, “makes up about two-thirds (62%) of the
[this] $6.33 billion” in consulting (Consultancy.uk, 2015, para. 6). Despite this increase, why is it
healthcare in the United States is not at its best? With America’s early adoption in technology
and innovation, the country still lags far behind in healthcare quality, access, efficiency, equity,
and healthy lives. In fact, according to the Commonwealth Fund (2011), America ranks last
overall compared to 10 other countries, including but not limited to Canada, Germany,
Switzerland, and the United Kingdom, despite spending the most in health expenditure (see
Figure 1.1 below).
FIGURE 1.1. Healthcare overall ranking by country.
2
One hypothesis as to why healthcare in the United States is not at the top is because
healthcare companies are not hiring consulting firms for the appropriate and correct reasons. This
is where HC3 comes in. HC3, or Healthcare Corporate Culture Consulting, intends to revamp the
corporate culture of different healthcare companies, starting with medical groups as our main
focus. HC3’s mission is to increase value for our clients’ patients through sustainable change of
organizations. Our goal is to use organizational and team development to increase employee
satisfaction and build upon existing skills using methods of cross-cultural communication,
motivation, and positive learning. Consequently, companies that work with HC3 will be able to
provide the best care and quality to their patients.
The following first chapter of this business plan will include several components
highlighting key information of HC3. This is included but not limited to a company analysis that
will include information on HC3 and the services it provides, HC3’s marketing efforts, customers,
and its competitors. It will then be followed by a succinct description of the current healthcare
consulting market and its demand. Next, an analysis on HC3’s customers and competitors will be
discussed. Last but not least, the chapter will provide a projection on HC3’s marketing
objectives, goals, and overall strategy.
Company Analysis
Healthcare Corporate Culture Consulting (HC3) is a consulting firm that is headquartered
in Newport Beach, California where the company concentrates all of its efforts into collaborating
with other companies so as to improve their organizational environment and strategic outcomes
and overall productivity. The company will initially be funded through investments of our six
corporate officers and a short-term loan, as detailed in the following chapters. Our standard
operating business hours are 8:00 a.m.-5:00 p.m. Despite this, a consultant’s work is usually
3
more comprehensive, particularly when on-site and engaged with clients. As such, HC3’s
consultants will work at whatever time is most convenient for our clients even if it is outside of
normal business hours. Our devotion is to our clientele. Not only do we assist healthcare
companies with change, HC3 will seek to build team development skills, improve employee
training, and instill a belief of positivity and improvement within its employees believe in the
company. Qualified organizational psychologists are part of HC3’s staff in order to succinctly
identify the problem areas and come up with original, yet cost effective strategies to make a
sustained impact. We want to improve the corporate culture, in order to better drive globalization
and sustainability. According to UNESCO (2017), “Culture is who we are and what shapes our
identity. No development can be sustainable without including culture” (para. 1). HC3 drives this
change through use of motivational strategies and cross-cultural dimensions as studied by Geert
Hofstede (1998).
HC3 tailors our services ensuring that we meet our client’s individual needs. We will do
our very best to be the best consultants we can be. “Clients believe that good consultants are
knowledgeable, dedicated, honest, and able to engage with people on the client side”
(Czerniawska, 2006, p.3). Thus, we will ensure that we can stay relevant in healthcare, devoted
and authentic to our partners, and relatable so that clients may see us as their friends, not their
enemies. Companies may come to us, set up a free consultation, and we will even complete a
free corporate culture audit of the healthcare company’s work environment. Once this is
complete, HC3’s staff will create a SCIP or Sustainable Comprehensive Imaginative Plan,
modified simply for our client. This plan will use the current state of the healthcare company as
the base and will come up with a way to improve problem areas that the healthcare company
identified on its own and opportunities that HC3 was able to recognize. All the ideas will be
4
listed in great detail of what changes can be implemented, how realistic they are, and what goals
these changes achieve.
Market Definition, Potential, and Demand
The demand for healthcare corporate culture change is increasing throughout the United
States of America. This is coupled with the growth of healthcare companies in the United States.
In Newport Beach and its surrounding area alone, HC3 identified at least 25 different medical
groups within a 20-mile radius as shown in figure 1.2 (Google Maps, 2018).
FIGURE 1.2. Google Maps image of Newport Beach medical groups.
HC3 was also able to indirectly identify this opportunity by noticing the exponential rise
in healthcare expenditures coupled with the decreasing rate of survival of healthcare companies
and the social assistance industry more generally. Figure 1.3 below shows that by the year 2020,
healthcare expenditures will account for 20% of the U.S. gross domestic product (Centers for
Medicare and Medicaid [CMS], n.d.). On the other hand, in Figure 1.4, healthcare companies
have seen a trend of failure, and if something is not changed drastically, we will be in a crisis.
5
FIGURE 1.3. National health expenditure as share of GDP, 1960-2021.
FIGURE 1.4. Survival rate by selected industries, 2004-2015.
6
Common assumptions in the workplace are that a higher level of stress and pressure yield
positive results. Unfortunately, this is not true, and in many cases, it can yield to higher costs.
Research suggests that “positive organizational psychology demonstrates that not only is a cutthroat
environment harmful to productivity over time, but that a positive environment will lead to
dramatic benefits for employers, employees, and the bottom line” (HBR, 2015).
A positive environment can only be implemented when there is a change in corporate
culture. First, stress is an important factor when taking into account the way employees feel
about work. “Health care expenditures at high-pressure companies are nearly 50% greater than at
other organizations. The American Psychological Association estimates that more than $500
billion is siphoned off from the U.S. economy because of workplace stress, and 550 million
workdays are lost each year due to stress on the job” (HBR, 2015). HC3 will fully understand the
demand of the company that they are working in partnership with and assist them in making their
company a less stressful environment. We will work with organizations on their employee
relationships as “relationship-based conflict and stress generally lead to negative outcomes for
the employee and organization” (Hon & Chan, 2013). Secondly, disengagement or disconnection
within a company can be very costly. “In organizations with low employee engagement scores,
they experienced 18% lower productivity, 16% lower profitability, 37% lower job growth, and
65% lower share price over time” (HBR, 2015). Instead, colleague support can increase
employee health. “Both of supervisor support and coworker support had positive influences on
physical and mental health” (Wang & Chen, 2014). HC3 will demonstrate how a company can
create a vision for its future and its prospective employees through development programs and
positive motivational strategies.
7
It is ultimately necessary for more and more healthcare companies to focus their attention
on their corporate culture. In the Journal of Nursing Administration, “studies have emphasized
the need to understand the individual work group culture before successfully implementing
innovation and educational programs” (Seago, 1996). It is also important to note that some
corporations also have specific subcultures within individual departments. “Organizations have
cultures, but parts of organizations may have distinct subcultures” (Hofstede, 1998). Also, HC3
will focus on five characteristics that will enable sustainability within our clients: risk
management, image building and reputation, productivity and efficiency, innovation and market
development. “The[se] characteristic activities can build competitive advantages in the context of
sustainability, which allows the company to achieve greater chance of success, not only in the
short term but also medium and long term” (Keller, 2012, para. 1). The result of higher
expenditure, the given success rate of healthcare corporations, and the need for a positive and
sustainable environment clearly indicate a positive culture is vital to an organization, despite the
fact that most organizations are unaware of their need.
Competitor Analysis
Our biggest accomplishment yet was to recognize our competitors. Deloitte (2015), for
example, has been “ranked as the #1 in global consulting for the fifth consecutive year” by
Gartner and Kennedy. Deloitte provides services that assist their clients in audit, tax, and other
financial advisory services. Some of their services provide culture transformation, but Deloitte is
not focused in this area of change.
HC3 does recognize another competitor, the Boston Consulting Group. The Boston
Consulting Group (BCG) works with several healthcare payer organizations. For example,
business models are altered to deliver cost-competitive services, manage funding gaps, and
8
streamline healthcare operations (BCG, 2017). Again, while BCG may offer some services that
touch upon organizational culture change, HC3 is exclusively focused in this arena. HC3 would
be the only consulting firm solely dedicated and devoted to changing the corporate culture of
their clients. In doing so, cost-competitive services may close funding gaps, and positive
organizational change would be implemented simply because the employees of the company
would now be engaged on all levels. Forbes reinforces this by stating that “Organizational
transformation requires empowerment and participation at all levels” (Gleeson, 2017).
Accenture Consulting is another consulting firm based out of California that displays
competition for us. Accenture’s three main strategies to improving healthcare delivery are
consulting in digital health, operational transformation, and health consumerism. Although their
operational transformation closely resembles that of HC3’s model, culture does not play a large
role. Not only does HC3 gain a competitive advantage on culture, but it also understands the
individualistic nature of each healthcare company. Accenture does not work with organizational
psychologists to determine recommended changes in their workplace environment. Healthcare
Corporate Culture Consulting does this and customizes their plan based on each company’s
requirements.
Last but not least, one of HC3’s biggest competitors happens to be Studer Group. “Studer
Group partners with organizations to build a sustainable culture that promotes accountability,
fosters innovation, and consistently delivers a great patient experience and the best quality
outcomes over time” (Studer Group, 2018). As this organization seems to focus mainly on
culture and organizational change, HC3 will be directly competing with Studer Group. The
advantage that HC3 has over Studer Group is that it would solely work within the healthcare
industry.
9
Customer Analysis
HC3’s long-term goal is to drive organizational change and innovation, and consequently,
our customers are healthcare companies, specifically medical groups located in Newport Beach
and surrounding area as shown above. As these companies are directly providing care for
patients, HC3 is devoted to assisting the way these healthcare companies incorporate and accept
change while adopting innovation as part of their culture. We will work with smaller medical
groups first in order to generate momentum and credibility. In order to identify and analyze
HC3’s customers, we have to explain what is encompassed in culture that these customers may
need. Culture can span anything from a company’s fun and engaging activities in the workplace
to their strategy for the future. This includes their business strategy, their customer insight, the
company’s talent, and the skills required for the company to be successful. Whether it is the fun
activities or the future strategy, culture can be funneled down to one key attribute: innovation.
“According to the results of this year’s Global Innovation 1000 study, only about half of all
companies say their corporate culture robustly supports their innovation strategy” (Jaruzelski,
2011, p. 2). This lack of innovation, hence the lack of culture, presents itself as an opportunity to
where HC3 can step in. Soma Somasundaram (2011), executive vice president of the Fluid
Management segment at the Dover Corporation, describes the challenge this way: “Poor
innovation performance is usually not caused by a lack of ideas or lack of aspirations. What
some companies lack is the structure needed to effectively dedicate resources to innovation” (p.
6). As a result of a declining innovational strategy and a poorly implemented corporate culture,
healthcare establishments are unable to meet the needs of their patients and are not surviving. In
2014, over 50% of healthcare companies haven’t survived in the last decade, as evidenced in
Figure 1.4. “Most organisational change and development programmes fail and only a few result
10
in increased competitiveness, improvements and profitability. This emphasises the need for
change interventions to give sufficient attention to leadership, cultures, managing change and
adopting context-based OD [organizational development] interventions” (Parumasur, 2012).
HC3 aims to turn this around by attending to leadership, culture, and change in order to help
companies create a successful, innovation minded culture.
Marketing Objectives and Goals
In order for HC3 to successfully instill a well-defined culture within a healthcare
company, several objectives and goals have been made. HC3’s vision is to instill innovative
cultures within the local healthcare community. While staying focused on the administrative
force of healthcare companies, the company wants to ensure that we are not working against our
clients but with our clients. In the first year, HC3 aims to build partnerships with two to three
medical groups and generate change within them. In the next 3-5 years, HC3 strives to work with
a few more medical groups and change their culture so all of the companies’ respective offices
are accepting and inviting of the implemented changes. The focus towards these healthcare
organizations would include but not be limited to the creation of innovation and strategy,
leadership versus management, training and talent development. Long-term, post-5-year goals
include research and development into the regional and national market and the culture that
different countries enjoy and wish to see within their workplace. By investing into R&D, HC3
will attempt to penetrate the country’s healthcare market and build a successful culture within
corporations around the nation. “The ability to form and use judgment that is informed by
analysis and experience” is what helps guide organizational change (Espedal, 2017). Thus, in
order to lead change, HC3 will use market analysis and past experience to guide them in the right
direction of success.
11
Marketing Strategy
HC3 will employ a marketing strategy different from those of other consulting firms. We
want to act as partners to these other organizations, in order to create a mutually beneficial
environment for them and for us. HC3 will utilize two specific marketing strategies in order to
generate more clients. Our first strategy will be Earned Media (Gallegos, 2017). Earned Media,
or free media, will be generated through our referral and rewards program and word-of-mouth
advertising. As Earned Media is created organically, HC3 wants to deliver the best value for the
best price for our partnering organization. We want positive results, just as much as the company
that hired us. By yielding these positive results, an instant credibility will be granted and other
organizations will be immediately drawn to us. A referral/rewards program will also show our
level of care and concern for our customers. Our second strategy is through the use of
networking. Networking can take place through social media, tradeshows, community service,
and other organizations. We believe that networking will help us generate our clientele because
of the personal, face-to-face, relationships being built. Networking will also allow us to eliminate
any confusion on the services we offer. “Even small amounts of uncertainty can create consumer
confusion that reduces or eliminates the value to firms” (Gorman, 2011). Instead of value being
lost, we want to showcase our company as extremely valuable and indispensable. This will also
allow us to reach an environment that focuses on our target market, without losing sight of our
mission. Healthcare Corporate Culture Consulting wants to market ourselves as a company that
invests in you as much as you invest in us.

Write a review

Note: HTML is not translated!
    Bad           Good

ABSTRACT...................................................................................................................................ii
LIST OF TABLES.........................................................................................................................iv
LIST OF FIGURES........................................................................................................................v
1. MARKET ANALYSIS........................................................................................................1
2. FEASIBILITY AND SWOT ANALYSIS.........................................................................12
3. LEGAL AND REGULATORY ANALYSIS....................................................................22
4. FINANCIAL ANALYSIS.................................................................................................30
APPENDIX: FINANCIAL DATA AND LOGO..........................................................................35
REFERENCES.............................................................................................................................42

LIST OF TABLES
2.1. HC3’s Pricing Model.........................................................................................................13
2.2. SWOT Analysis................................................................................................................21
4.1. Start-Up Costs...................................................................................................................31
4.2. Salary Estimate for HC3....................................................................................................32
4.3. Chart of HC3’

Testimonials

  • Abiona Philip
    21/03/2017

    I want to sell my project, how can i do that..

  • Faleti thomas kayode
    17/03/2017

    i want to sell a project how can i go about it. contact me 08134282683..

  • Abubu Joseph
    20/02/2017

    I have a project also to sell ..

  • Maximus
    18/01/2017

    i have up to five faculty of education project to sell, how do i go about it... 08145988604..

  • Grace
    07/01/2017

    Wow.... This is an Interesting Platform to Showcase Research Projects. Very User Friendly and easy t..

Newsletter