個案總覽

PacifiCare's African American Health Solutions (AAHS) focused on improving the health outcomes of African Americans by providing culturally sensitive health education, health improvement opportunities, and access to high-quality health care services. By early 2006, approximately two years after the program's inception, the initiative had made significant headway in its two primary markets of Dallas and Los Angeles. In the new year, however, AAHS would face new challenges. Limited information was captured and tracked regarding the program's potential effect on the level of risk in the company's portfolio, and little was known about the profitability of the target community. Also, was AAHS making a positive contribution to the company? Finally, competition for African Americans' business was intensifying among health insurance providers. In 2006, AAHS had to define its purpose more clearly in the face of growing competition. The initiative also needed to decide on a customer acquisition approach. Was it really a goodwill program designed primarily to educate and inform African Americans? Or, was AAHS a powerful acquisition tool that should be integrated more directly into PacifiCare's mainstream customer acquisition strategy?

Barbara Ladao was the chief executive officer of the Neighborhood Health Clinic (NHC), a nonprofit health center located in an ethnically diverse, underserved, and complicated community. At the time, the interpersonal dynamics within the clinic had started to interfere with the ability of Ladao's staff to work effectively and efficiently together. Worse yet, she was concerned that the dysfunctional behavior (which had created a racial divide among employees) was starting to affect the clinic's patients, and ultimately could impact NHC's ability to continue expanding, raising funds, and meeting the needs of the community on a long-term basis. The "A" case explores the history, demographics, and tensions in the external environment and the impact they have on clinic operations (e.g., hiring, staff management, interpersonal relations). The "B" case evaluates specific challenges within the clinic related to language, work ethic, and discipline. The "C" case describes what course of action Ladao and her team took, the strengths of their approach, and the challenges/opportunities that still required attention at NHC.

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