Core Competitiveness Of China's Comprehensive Three Hospitals

The comprehensive hospital classified in the third grade is characteristic of multiple functions with specialization providing all-purpose high-quality medical sanitation services and academic researches (including not only first but also second academic .disciplines) across different areas. These hospitals are bigger in size and more advanced in medical treatment than other hospitals classified in the first and the second grade, and can accept trans-diagnosis from the latter and deal with complex diseases.As competition in the medicai and health industry becomes more and more intense in China, how the comprehensive hospitals classified in third grade should compete with the other hospitals of private ownership and mixed ownership between Chinese and foreign, how they should maintain their leadership position as they are today and how they should build up core competence remain the issue, which is the focus of this paper.Through systematic analysis of the comprehensive hospitals classified in the third grade in terms of their development stages, internal and external environment, their relationship and functions with stakeholders, ownership format and administrative pattern (compared with other privately owned, state-owned and foreign-invested hospitals), this paper tries to exemplify the degree of intensified competition in the medical and health industry, thereby illustrating the importance and necessity for the comprehensive hospitals classified in the third grade to build up and strengthen their core competences in years to come.The paper is composed of three chapters. The first chapter denotes the development stages and future trends of the comprehensive hospitals classified in the third grade, while the second chapter discusses how to construct core competences of such hospitals. In the third chapter, the author analyses the competitive strategy of the comprehensive hospitals classified in the third grade, and brings forward specific measures for constructing core competences.Through analyzing external opportunities and threats, the current ownership transformation processes, and the future trends, as well as summarizing some successful cases, the author puts forward suggestions as to how to build up core competences and concrete opinions for the turnaround strategy of the comprehensive hospitals classified in the third grade.