In recent decades, the medical industry is characterized by the transformation of the business-models, which are used by medical centers. In particular, creating a value proposition for the customer acquires the character of the network. This practice involves the intensification of networking a large number of specialized clinics and diagnostic centers. As a result, the practice of using the different types of innovative business - model institutions in the healthcare industry is activated. In this regard, the topic of the development the analytical tools of innovative business models and assessing the quality of service provided by private medical centers is becoming increasingly important. In order to maintain its position, companies need to understand the weaknesses clearly and plan the activities of decreasing them. This paper proposes an adaptation Servqual-analysis tool for assessing the quality of the medical services market, taking into account the priority factors and the complexity of their elimination on the basic business processes of private clinics: treatment, supportive, service, and marketing processes. This technique can be used by private medical centers of different types of innovative business-models to adjust the current plans and strategy development in general.
The article is devoted to the peculiarities of international strategy development. The main goal of the research is to provide the system of the most relevant factors that should be analyzed for the right international strategic choice. The factors are divided into three major groups, industry factors, macroeconomic factors and company’s internal factors. After analyzing these factors the company should be able to take the top priority decision on its international business that is about determining the right degree of adaptation and standardization. The research results can be utilized by companies’ that are planning to start or already conducting international business operations.сможет принять стратегическое решение в отношении своего международного бизнеса, состоящее в определении необходимой степени его адаптации и стандартизации. Результаты исследования могут быть использованы в практической деятельности компаний, планирующих или уже занимающихся международным бизнесом.
In this chapter, we dissect a series of case studies of MNCs who developed innovative business models overcoming geographical, infrastructural and social-cultural challenges and exploiting the opportunity reflected in the social-commercial connectedness of the middle-income customers and the largest and most lucrative retail channel in the LAC emerging market – the traditional one. With our analysis we display how innovators incorporate previously ill-collaborating players, such as financial institutions, technology companies, (none)-governmental and (none)-profitorganizations,in their models producing benefits primarily for the MoPcustomers and retailers as crucial partners.Their models expand company´s value chains to the traditional retailers increasing their productivity gains through the provision of technology and modern retail practices, yielding a powerful impact on them and their communities. They employ and train locals with deep knowledge about the needs and aspirations of local communities, as well as access to rural, lower-income consumersout of reach of modern retailers, contributing tojob creation and MoP member´s income and improved quality of life. Innovative enterprises, thus, master multiple distribution schemes to bring an optimal range of products and services to those communities efficiently achieving distribution and overall business excellence as well as social impact.
The article is dedicated to the research into the peculiarities of strategy development for company’s international business purposes. Sequence of strategic planning process phases during international strategy development doesn’t get any fundamental changes in comparison to traditional approach applied in strategic management, but every phase gains new context. Additional tasks determined by international peculiarity of company’s activities should be taken into consideration during the development of international company’s mission, vision, strategic goals, internal and external environment analysis. Formulation and strategic choice happens not just within pyramid of strategies but includes the development of international strategic alternatives and internationalization strategies. разработке миссии, видения, стратегических целей, анализе внешней и внутренней среды. Формулировка и стратегический выбор происходит не только в рамках пирамиды стратегий, но требует разработки международной стратегической альтернативы и выбора стратегии интернационализации.