Strategic competitive priorities for class private hospitals in indonesia amid healthcare service transformation: A quantitative study
DOI:
https://doi.org/10.35816/jiksh.v15i2.385Keywords:
class private hospital, competitiveness strategy, digital transformation, healthcare management, swot analysisAbstract
Introduction: Class C private hospitals in Indonesia face increasing challenges related to healthcare competition, digital transformation, operational efficiency, and changing patient expectations. Strategic adaptation is therefore essential to maintain organizational sustainability and healthcare service competitiveness. This study aimed to identify the internal and external factors influencing the competitiveness of a single Class C private hospital in Jakarta, determine its strategic position, and formulate priority competitive strategies in the context of healthcare service transformation.
Research Methodology: This study employed a quantitative descriptive design with a case study approach. Secondary institutional data were collected from hospital operational reports, service capacity records, human resource data, organizational documents, and external healthcare environment information. Strategic analysis was conducted using Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis, Internal Factor Evaluation (IFE) Matrix, External Factor Evaluation (EFE) Matrix, Internal–External (IE) Matrix, and Quantitative Strategic Planning Matrix (QSPM). Data were analyzed descriptively and quantitatively using weighted scoring and strategic priority ranking.
Results: The hospital demonstrated relatively strong internal conditions, with an IFE score of 2.78, and good external responsiveness, with an EFE score of 2.95. The organization was positioned in Cell V of the IE Matrix, indicating a hold-and-maintain strategy. QSPM analysis identified the development of superior service lines and specialist centers as the highest-priority strategy (TAS=6.42), followed by strengthening referral networks and corporate partnerships (TAS=6.08), and digitalization of patient services and operational systems (TAS=5.91).
Conclusion: The integration of SWOT, IE Matrix, and QSPM provides a useful strategic framework for this single-hospital case. Service differentiation, referral network expansion, and healthcare digitalization are essential strategies to improve hospital competitiveness, operational sustainability, and responsiveness to healthcare system transformation. However, these findings are context-specific and should not be generalized to all Class C private hospitals without further validation in multiple hospital settings.
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Copyright (c) 2026 Masriani Situmorang, Mulyana Mulyana, Suhermi Yenti, A Syamsinar Asmi
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