| dc.description.abstract | The health sector in Brazil - vital to the country’s development – has changed drastically over the past few years. Due to new technologies, new and improved medical knowledge and greater buying power of the population, completion has become increasingly fierce. The image diagnosis segment is characterized in Porto Alegre/RS by the competition among private clinics, many times managed by doctors or family enterprises. The struggle for a bigger market share by the private clinics competes directly with large hospital corporations, which contributes to professional management in the sector, and companies look for strategies as sustainable tools to create value among their clients. The objective of this dissertation is to propose the development of a strategic management model for theClínica de Diagnóstico por Imagem Irradial. Initially four steps were taken within the company through survey-action. The first and second steps attempted to identify and demonstrate the scenario in which the company was a part of. After fulfilling such goal, by having seminars and workshops with the directors, it was possible to clarify the vision and analyze the company's strategy. The third step of the survey had the intention to establish the expectations and demands of all company’s stakeholders. Through a focus group with some doctors, clients, employees and directors it was possible to identify the fundamental value co-creation and the company’s strategy was formulated, utilizing the Business Model. Later on, still during the third step, a semi-structured questionnaire was applied to the directors in order to check the possibility of making the formulated strategy viable based on the actual resources of company. The fourth step aimed to define a structured set of goals and indicators interconnected in the cause-effect relation, as well as the perspectives of the balanced scorecard, to contemplate the suggested strategy. Through workshops and seminars with the directors the defined strategy was translated based on goals and indicators in the perspective of the balanced scorecard. From the result in each step, by utilizing a set of traditional tools already known by the companies – which provide and privilege the innovative processes of value – Irradial’s strategic map was proposed, which sets the strategy chosen by the company and is applied to all involved, giving the competitive edge that the company seeks to act in the marketplace. | en |
