Bibliographic citations
Lopez, O., Montoya, A. (2023). Estrategia competitiva de la Clínica Zelada frente al entorno de alta competencia en el segmento de atención pediátrica en los periodos 2020-2021 [Trabajo de Suficiencia Profesional, Universidad Peruana de Ciencias Aplicadas (UPC)]. http://hdl.handle.net/10757/670676
Lopez, O., Montoya, A. Estrategia competitiva de la Clínica Zelada frente al entorno de alta competencia en el segmento de atención pediátrica en los periodos 2020-2021 [Trabajo de Suficiencia Profesional]. PE: Universidad Peruana de Ciencias Aplicadas (UPC); 2023. http://hdl.handle.net/10757/670676
@misc{renati/1296050,
title = "Estrategia competitiva de la Clínica Zelada frente al entorno de alta competencia en el segmento de atención pediátrica en los periodos 2020-2021",
author = "Montoya Grau, Andrea Estefania",
publisher = "Universidad Peruana de Ciencias Aplicadas (UPC)",
year = "2023"
}
Clínica Zelada, located in Pucallpa, Peru, has excelled in the maternal and child healthcare market, experiencing significant growth in its annual revenue. However, it faces challenges due to high competition in the healthcare sector, leading to delays in patient care and patient attrition. To address this issue, three strategic alternatives are proposed: patient care process optimization, investment in infrastructure, and the development of a strategic marketing plan. After a comparative analysis, the option of investing in infrastructure is chosen due to its greater positive impact on sales and the number of patient visits. Significant resources are allocated, including medical professionals, technology, and services from a specialized infrastructure project consultancy and healthcare facility reclassification. The required financing has a projected recovery period of 7 years. The expectation is to triple the number of patients treated and achieve continuous growth in revenue and medical care. Long-term sustainability is also considered through the installation of solar panels as alternative energy sources and the improvement of the quality of maternal and child services. The appendices include an evaluation matrix of external and internal factors, a quantitative strategic planning matrix, the clinic's organizational chart, statistics on medical care provided, among others. Interviews with key clinic personnel are also included, addressing the development of the commercial, financial, and marketing strategy. In conclusion, investing in infrastructure emerges as the most suitable option to enhance the strategy and competitiveness of Clínica Zelada.
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