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| 1.
MISSION/SOCIAL RESPONSIBILITY OF THE TELEHEALTH/E-COMMERCE INITIATIVE |
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a.
Reason for being in business - basic product or service, primary
market, principle technology
b. Economic goals of the business - survival, growth and profitability
c. Operating philosophy in terms of quality, company, image,
and self-concept
d. Core competencies and competitive advantage
e. Customer that are desired and can be served
f. View on /relationships/responsibilities to stakeholders,
communities, the environment, social issues, and competitors
g. Identifies collaborative mission/vision of partnering organizations
and builds a mission/vision that reflects all stakeholders including
the parent or leadership organization
h. Mission/vision is shared and adopted by all participating
organizations |
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| 2.
TELEHEALTH
AND E-COMMERCE INDUSTRY ANALYSIS |
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a.
Product or Service Specification |
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b.
Market Analysis |
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i.
Target Market
ii. Segmented Market
iii. Market share availability
iv. Brand Name affiliation - Organization or Product |
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| 3.
INTERNAL AND EXTERNAL ANALYSIS OF THE TELEHEALTH ORGANIZATION |
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a.
Remote Environment - local, national, global |
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i.
Economic, social, political, technological, and ecological impact |
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b.
Industry Environment |
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i.
Entry barriers
ii. Supplier power
iii. Buyer power
iv. Substitute availability
v. Competitive rivalry |
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c.
Operating Environment |
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i.
Competitors
ii. Customer Profiles
iii. Labor and Supplies
iv. Asset and Accounts Management
v. Human Resources - Nature of the Labor Market |
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d.
Methodology for Internal Analysis - making meaningful comparisons |
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i.
Resource-based view
ii. SWOT analysis
iii. Value Chain analysis |
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| 4.
STRATEGIC ANALYSIS AND CHOICE FOR TELEHEALTH INITIATIVES |
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a.
Long Term Objectives |
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i.
Profitability
ii. Productivity
iii. Competitive Position
iv. Employee Development and Relations
v. Technological Leadership
vi. Public Responsibility |
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b.
General and Grand Strategies Foundation |
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i.
Concentrated Growth
ii. Market Development
iii. Product Development
iv. Innovation
v. Horizontal and Vertical Integration
vi. Concentric Diversification
vii. Conglomerate Diversification |
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| 5.
SHORT TERM OBJECTIVES |
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a.
Priorities that are measurable and linked to long-term objectives
b. Functional Tactics - time horizon, specificity, participants
who will develop them
c. Policies - empowering operating personnel |
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| 6.
ORGANIZATIONAL STRUCTURE OF PARENT ORGANIZATION AND AFFILIATIONS |
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a.
Match structure to strategy
b. Balance of need for control/differentiation with the need
for coordination/integration
c. Emphasize and support strategically critical activities
d. Define strategic business processes
e. Self-management - force decisions at operations level
f. Virtual vs. web-based organizational structures |
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| 7.
TELEHEALTH ORGANIZATIONAL LEADERSHIP OBJECTIVES |
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a.
Clarifying strategic intent
b. Shaping organizational culture
c. Maintaining relationships
d. Strategic planning for viability and sustainability |
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| 8.
STRATEGIC CONTROL AND PERFORMANCE MANAGEMENT |
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a.
Strategy |
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i.
Premise control - systematically and continuously checks validity
of premises on which strategy is based (environmental and industry
factors)
ii. Strategic surveillance - monitors broad range of events
inside and outside the organization that are likely to affect
the strategy
iii. Special Alert Control - responds to sudden, unexpected
event
iv. Implementation Control - assess the overall strategy in
light of the results associated with incremental actions to
implement the program. |
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b.
Performance Management |
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i.
Balanced Scorecard - measures against goals and objectives
ii. Strategic planning
iii. Performance Measurement - measuring results against short
and long term objectives
iv. Integrated Business planning
v. Organizational Results Reporting |
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