學門類別
哈佛
- General Management
- Marketing
- Entrepreneurship
- International Business
- Accounting
- Finance
- Operations Management
- Strategy
- Human Resource Management
- Social Enterprise
- Business Ethics
- Organizational Behavior
- Information Technology
- Negotiation
- Business & Government Relations
- Service Management
- Sales
- Economics
- Teaching & the Case Method
最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Liberty Medical Group (A)
內容大綱
In 1999, Richard Townsend, M.D. was the newly appointed executive director (CEO) of the Liberty Medical Foundation (LMF). Townsend was responsible for both the Liberty Medical Group (LMG), a large, 3,000 physician multispecialty medical group that provided health care to two million subscribers, and the Liberty Medical Plan (LMP), a nonprofit insurance company. This was his first official meeting as CEO with the board of directors and a critical one. In it, he would formally present to the board his strategy for the struggling LMF. Townsend believed that Liberty faced a stark strategic choice: either dramatically lower its rates through cost cutting to become a cost leader once again or to differentiate itself by building a reputation for both quality and service. The first option would require them to re-establish a price advantage by reducing the cost structure by 10% to 15%. This tact would almost certainly entail layoffs and salary reductions. The second option would be to raise rates and rely on a service, access, and quality strategy.