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Using the PICOT and SWOT methodologies to analyse clinical studies

Randomized studies, meta analyses or registries can be complex to interpret. By applying PICOT and SWOT, readers are encouraged to take ownership via logical methods to analyse and develop their critical thoughts on essential studies.

In short: PICOT is a tool that focuses on the ESSENTIAL, on the anatomy of a study SWOT is a tool that is based on personal critical thoughts focusing on the evaluation of a study

PICOT: a method to breakdown the design of a study into its essential components

Population of interest:.

What criteria were used to include patients in the study?
What were the exclusion criteria?

Intervention of interest:

What treatment or management strategy is being evaluated?

Comparison of interest:

The intervention of interest is COMPARED TO WHAT? – This usually reflects normal clinical practice OR a treatment considered at equipoise
What unanswered questions (point of ignorance) justified the study ?

Outcome of interest:

What is the PRIMARY END POINT (RCT) or Main OBJECTIVE (meta-analysis)?
What was the expected rate of the primary end point or main objective in the comparator arm and the intervention arm?
What was the smallest benefit that the investigators considered relevant?
What type of trial was carried out: Superiority or Non-inferiority?

Time frame of interest:

At what time point is analysis of the final data planned

PICOT: a method to breakdown the design of a study into its essential components

The PICOT method of analysis

SWOT: a step-wise method to critically appraise the strengths and weakness of a study

Strengths: Your thoughts on what you consider are the strengths of the study.
Weakness: Your thoughts on what you consider are the weakness of the study.
Opportunities: Your thoughts on the opportunities that can be driven by this study
Threats: What are the threats or risks that could arise from this study?

The SWOT method of analysis

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Implementing a Clinical Research Department to Support Pediatric Studies: A SWOT Analysis

Affiliations.

1 Department of Pediatrics and Adolescent Medicine, Medical University of Vienna, 1090 Vienna, Austria.
2 Department of Finance, Karl-Franzens University Graz, 8010 Graz, Austria.
3 Department of Psychoanalysis and Psychotherapy, Medical University of Vienna, 1090 Vienna, Austria.
PMID: 32867050
PMCID: PMC7504077
DOI: 10.3390/ijerph17176211

The safety, tolerability, pharmacokinetics and efficacy of most drugs used in pediatrics have not been studied in different age groups and are administered "off-label use". Clinical pediatric drug trials require specific and stringent compliance with laws, regulations, guidelines, and patient/parent/public involvement, which in turn increases resource use and makes support useful from a medical, qualitative, economic, and system perspective. We examined the strengths, weaknesses, opportunities and threats of implementing a Research Department for the Support of Pediatric Studies (RDPS) in Vienna. We used the SWOT ("strengths", "weaknesses", "opportunities", and "threats") analysis to collect comprehensive data and facts on the internal strengths, weaknesses (company analysis), and external opportunities and threats (environmental analysis). The company analysis revealed a productivity gain, due to a highly specialized team and standardized processes. The environmental analysis outlined a considerable 360-degree potential for a qualitative and quantitative medical- and social-scientific expansion of the service portfolio. The establishment of a RDPS leads to the centralization of pediatric studies by bundling tasks and concentration of specialist knowledge, which enables the exploitation of synergies, the standardization of processes, the promotion of professionalism, flexibility, innovations and the reduction of inefficiencies in the form of duplication of tasks. RDPS offers tailored advice and support for different types of pediatric studies.

Keywords: SWOT analysis; company analysis; environmental analysis; general environment; pediatric studies; task environment.

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Conflict of interest statement

The authors declare no conflict of interest.

RDPS scope of application—study stages.

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RDPS SWOT matrix.

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A SWOT Analysis of Clinical Oncology Today—From the Trenches

Simone, Joseph V. MD

We each have personal views on the health of clinical oncology and often hear from prominent members of the cancer community on the issue. But we seldom see in print the views of those in the trenches.

I have asked some private practice oncologists that I know, and that I judge to be thoughtful and open-minded, to provide their personal views for this column. They represent practices of all sizes from all regions of the country.

I suggested they use the “SWOT” format, though that was not required. While the SWOT analysis (strengths, weaknesses, opportunities, and threats) has almost become a cliché due to its often mechanical application in strategic planning, it nonetheless provides a disciplined outline for assessment.

I specified no particular topics—only the personal views of these oncologists of the current state of clinical oncology in the US today.

Below are all the opinions offered, in no particular order within each category. Every opinion is included, although the wording sometimes is edited lightly to clarify or save space, and duplicates were listed only once.

Opportunities for personal growth and service to the community.
Doctors' general good will and willingness to collaborate and learn.
Enormous national resources (but also a weakness).
There has been (up to now) enough money in the system to provide social services and do clinical research, both of which are money losers.
The most robust medical scientific community in the world.
Explosion of knowledge and technology, promising new drugs; the shift to targeted, relatively non-toxic therapy.
The silent revolution of the introduction of effective adjunctive therapies to improve the quality of life, like anti-emetics, potent bisphosphonates, growth factors, and pain therapy regimens.
A health care system that emphasizes care of the individual patient.
Excellent methods of communication and information exchange among providers.
Streamlined delivery systems and infrastructure make up-to-date care widely available.
Strong national organizations and networks (ASCO, ASH, NCCN, etc.).
Too much money in the system leads to physician excesses and unreasonable expectations of patients, often avoiding or postponing difficult decisions.
The rising costs of cancer therapy are not sustainable, no matter how much they squeeze the docs.
Technological advances have increased the cost of care, further straining the system.
Failure to come to grips with rationing health care (e.g., millions for separating conjoined twins while American children go without routine health care).
Pharma [and the public] conspire to use the flashy new drug with the greatest financial impact, not the greatest medical impact.
Politicians have explicitly protected big Pharma (in the Medicare Modernization Act!!) from competitive pricing, so they and CMS put the oncologist in charge of rationing care as prices skyrocket [it is unclear who the MMA benefits, besides politicians in an election year and big Pharma].
I hate having to monitor the percent of Medicare patients in my practice due to poor reimbursement.
Failure to take responsibility for the rising cost of treating patients with metastatic disease; embracing very expensive agents that provide statistically significant, but clinically marginal benefit and little, if any, in survival benefit.
Limited use of computerized order entry; oncologists give drugs with the narrowest therapeutic/toxic window and should be in the vanguard of office-based COE.
Ugly competitive practices by other oncologists in my town.
Can't get compassionate docs to join my practice.
Lack of any system of care (read the IOM report on the “quality chasm”).
Oncology is quintessentially a multidisciplinary specialty; far too few patients are seen in multidisciplinary clinics where shared decision-making occurs most naturally.
Many patients express grave fears that their multiple doctors are not communicating [efficiently], and, in fact, we are not!
Most care is excellent, but there are major areas of poor-quality care, especially in chemotherapy and cancer surgery.
Treatments known to be ineffective are given far too often.
Too many treatments are not cost effective.
Regulatory hurdles, such as multiple IRBs for clinical research, are becoming suffocating; no evidence that the burdens of regulations like JCAHO, ACOS, CLIA have made care safer.
Most of us are too damn busy; access to me is increasingly difficult as we add nurse practitioners (who do a great job), leading to complaints by some patients.
Public dissatisfaction with the process of care; complex data presented by hurried physicians is difficult to understand and retain.
We oncologists think we are entitled to special treatment (compensation), just because [of our station in life]; if someone starts looking at what we get paid, it won't stand up to the light of day—it just isn't right.
The new generation of oncologists often act like hourly workers and not professionals; it is hard to make a case that you are special if you act like a soda jerk and walk out when your “shift” is over.
The high cost of drugs in the face of a large under- or uninsured population that is aging, leading to an ever larger number of patients.
Mountains of insurance company paperwork.
Large organizations cooperate on politics, compete on care delivery; end-of-life care and cost-effective care must involve both community and academic practices.
Poor data on incidence and outcomes and almost no data on costs.
[Too] close association of cancer associations and research funding by the pharmaceutical industry.
Leaders in our field can be seduced by their privilege and lose sight of what really goes on day-to-day; they see themselves as special or different from “LMD oncologists”

Opportunities

There are enormous opportunities because the “system” is so broken, dysfunctional, and non-existent—e.g., a single electronic medical record that can communicate across all systems and platforms; this is one of many opportunities for the federal government.
Use current technology to see how well we are doing and improve care (e.g., the Quality Oncology Practice Initiative).

Huge opportunity for applying newer treatments (if we can afford to do it and stay in business), to offer them to all who need them and not squander resources carelessly.
Better systems of collaboration between community and academic oncologists; many academic centers are creating more community oncologists but neglect development of focused experts [to whom one can refer rare or difficult problems].
A huge opportunity at improving the quality of care not only in medical oncology, but also surgical and radiation oncology, diagnostic imaging and pathology; each has a major influence on the quality of care.
Improved methods of doctor-patient communication, decision support, and awareness.
Better models for management of patients with advanced cancer.
Move more toward skeptical, evidence-based oncology to take the high road in the quality, science, and delivery of care,
Better collaboration of national organizations with each other and with payers.
The piece-meal approach to fixing systemic problems, e.g., MMA, results in serious unintended (but foreseeable) consequences for patients.
Growing expectations for unreasonably positive outcomes due to hyper-optimism and marketing.
Potential for an adversarial breakdown of relations between hospitals and doctors; with money exiting the system, physician purchases of CT and PET scanners, and radiation therapy equipment directly competes with hospitals.
Drug costs will price medical oncology therapy out of reach.
Ignoring rapidly rising drug costs for all, the inevitable increase in those who cannot afford care and the widening gap between those who can and cannot afford to pay for therapy.
Everyone else will police us and oncologists will no longer be the leaders of cancer care; there is a risk that “big brother” will have a greater interest in the bottom line than the quality of care—oncologists must create and maintain standards of care.
Continuously falling compensation may cause early retirements or curtailment of practices, leaving fewer, overly burdened practices; the public and Congress don't understand that at this rate we will end up with too few resources and providers to give care they expect.

I close with two quotes that don't exactly fit in the categories above, but are illustrative examples of the depth of feeling among responding oncologists:

“These are exciting and frightening times for those of us in clinical oncology. The changes that are occurring have taken us by surprise because they have been so profound and have come so quickly, though none of us should be surprised by the changes.”
“[The current situation is] not a pretty picture for someone who loves to apply exciting new technologies and feel the rewards of…cancer care…. What am I personally going to do in 2005? I am pleading with my partners to let me go to 70% practice time to try some new things for myself, like consulting. I'm 52 and due for a mid-life crisis! The rewards from clinical practice may be eclipsing, and I'm too young to sit back and accept it all.”

I thank the nine medical oncologists in community practice who wrote this column: Al Casazza, Chris Desch, Peter Eisenberg, Dean Gesme, Denis Hammond, Russ Hoverman, Joe Jacobson, Mike Neuss, and Judy Schmidt. Their thoughtful words speak for themselves.

Readers' additions to or disagreements with entries on this list are welcome: Write to [email protected] . Please identify your type of practice, e.g., community or academic, large or small, medical oncology, surgery, radiation oncology, pathology or other subspecialty.

We are particularly interested in hearing from non-medical oncology specialties, but welcome all submissions. We will address some of these issues in a future column.

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From the trenches: a ‘swot’ analysis of the practice of clinical oncology.

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Implementing a clinical research department to support pediatric studies: a swot analysis.

1. Introduction

2. materials and methods, 3.1. company analysis.

Study initiation: In the stage of study initiation, a sponsor approaches potential investigators with the question of whether there is interest in conducting a study.
Study feasibility: The feasibility of the planned clinical study is checked and evaluated in the next stage. The sponsor provides a synopsis of the study and the key facts, such as study title, objectives, study design, inclusion and exclusion criteria for the study patients, treatment, investigational product, study procedures, sample size and duration of study. The feasibility of the study, including the site feasibility, is evaluated using a questionnaire.
Study preparation: The study preparation stage is very time-consuming and resource-intensive. The entire study team is determined on site and the study is reported to the local ethics committee (EC), the national competent authority (NCA) and the hospital management. The clinical trial agreement (CTA) and the patient insurance are concluded. The study team must attend Good Clinical Practice (GCP) [ 27 , 28 ] and randomization training, as well as training in how to handle the investigational medicinal product (IMP), including storage, that is usually provided online by the sponsor. In the study preparation stage, the investigational medicinal products including the necessary study materials, such as files, informed consent forms (ICFs), logs, laboratory materials, are sent to the study center.
Study implementation: The study begins after all preparations are complete. The patient comes to the clinic for the study visits according to the clinical trial protocol and receives all study-related examinations and the investigational product (IP). The implementation stage starts with the initiation visit (IV), which is followed by interim (regular/routine monitoring) visits (RMV) [ 29 ]. Once the first patient has been included in the study, the monitoring visits typically take place within two weeks and then every four to eight weeks. During these visits, the source documents and compliance with the study protocol and the GCP guidelines are checked [ 27 , 28 ].
Study completion: The final stage is the completion of the study with the last monitoring visit, the so-called close out visit (COV) [ 29 ]. The end of the study must be reported to the ethics committee, the responsible national competent authority and the hospital management.
RDPS management: In addition to staff and cost responsibility, RDPS management is also responsible for the promotion of employees and the study development and management.
Secretary: The secretary provides administrative support to management.
Project manager: The project manager (PM) represents the interface between RDPS management and other employees. The main tasks of the project manager comprise communication, advice (initiation and feasibility of studies), support (conduct of studies), review (study documents) and management. Management tasks comprise support of pharmacovigilance and evaluation of resources, budget, study contract, standardized operation procedures and monitoring plans.
Documentation assistants: The documentation assistants are responsible for the entire documentation process of patient records in paper form, the collection of patient data from the archive or from the electronic system of the Vienna General Hospital. The Vienna General Hospital is the public hospital with which the Medical University of Vienna cooperates in performing their clinical research, patient care and teaching tasks. The documentation assistants are in charge of data entry into the study-related (electronic) case report forms (CRFs).
Study coordinators: The study coordinators are responsible for the overall communication and coordination in all stages of a study. They represent the interface between the sponsor and the entire study team. The study coordinators support the completion of feasibility questionnaires, the process of drafting contracts and compliance with regulatory requirements and are responsible for shipping inspection, documentation, archiving, communication with suppliers, to name just a few.
Study nurses: A study nurse plays a key role in conducting clinical trials and represents an important interface between the monitor and the study team. The focus is on the activities with, on and for the patient and everything related to the investigational medicinal product.
Clinical research associates: The clinical research associate (CRA) is responsible for quality assurance and developing a monitoring plan for each clinical trial. The preparation, implementation and follow-up of pre-study visits, initiation visits, routine monitoring visits and close-out visits is the responsibility of a clinical research associate. Other tasks include monitoring of the investigator site file (ISF) and the trial master file (TMF), regulatory affairs, source data verification, data quality verification, patient insurance, laboratory, pharmacy and documenting adverse events. The monitor represents the interface between the sponsor and the study team.
Quality management: With quality management (QM), all activities within the RDPS should be coordinated in such a way that quality can be ensured, checked and if necessary improved and that quality objectives can be met.

3.2. Environmental Analysis

3.2.1. general environment.

Population: Demographic factors, such as the availability of the pediatric study sample, are relevant for the selection as a study center. The population growth, which can also be attributed to migration, affects the spectrum of diseases that otherwise only occur in certain geographic regions. The Vienna General Hospital specializes in high-risk pregnancies. The sophisticated medical methods, such as those in neonatology, are the reason why extremely low birthweight infants and children with rare congenital diseases can survive.
Society: Society’s understanding of the importance, necessity and significance of pediatric studies is constantly increasing. Nevertheless, the general population should be made even more sensitive to the importance of pediatric studies, e.g., in the form of access to research results in an easily understandable form. Medical experts also benefit by gaining experience and insight into how to use a new drug, which is then used in the particular indication and the corresponding patient sample. The transparent evidence-based approach not only promotes trust in pediatric clinical trials but also in subsequent treatment paths.
Technology: Studies not only require working according to the “state of the art”, but rather working “beyond the state of the art”, which leads to scientific added value. Studies accelerate innovations that, through novel drugs, medical devices and therapeutic strategies, represent unique opportunities for improving medical care for future patients. A balance between sponsored clinical trials and competitive third-party funding for academic studies, however, is important. In Austria, the national research ratio, i.e., the research and development expenditures as a percentage of gross domestic product (GDP), amounted to 3.16 percent in the last decade [ 32 ]. This figure is above the European target (3 percent), thereby-comparable to some other European countries, such as Germany and Sweden - illustrating that Austria is an attractive study location.
Politics: Medical universities have a research mission. The successful completion of studies reflects the high performance of clinical research, which in turn promotes Austria as a successful location for medicine and research. The UKKJ at the Medical University of Vienna is internationally recognized as a study center and is selected based on experience, expertise and patient population. When multi-center studies are carried out, cooperation between medical universities and hospitals is promoted at national and international level.
Entire economy: The number of pediatric clinical trials is increasing. A higher number of studies usually goes hand in hand with an increased approval of pharmaceuticals and medical devices. This has immediate impact on the economy: Out of 5000–10,000 tested initial substances, only a single drug gets approved [ 32 ]. Pharmaceutical development takes about 10–12 years, with development costs of up to 2.4 billion Euros. In 2018, 84 new pharmaceuticals were approved in Europe. Between 2014 and 2018, an average of 41 new pharmaceuticals received marketing authorization in Austria [ 32 ]. Since 2007, 238 new drugs for the use on children and 39 child-friendly dosage forms have been approved [ 33 ]. The increase in studies also requires human resources, i.e., research is an important employer for scientists, physicians, study nurses, study coordinators, clinical research associates, clinical research organizations, ethics committees, authorities, foundations, and pharmaceutical companies. Research also supports patient care with new scientific findings by uncovering direct and indirect efficiency potential.

3.2.2. Task Environment

Sponsor: The RDPS works with the sponsor at every stage of a clinical trial. Since the sponsor has many employees with different tasks, which in turn places high demands on communication, the sponsor often commissions clinical research organizations to plan, prepare and conduct a study. These clinical research organizations, also called contract research organizations (CROs), specialize in studies according to the Medicinal Products Act and the Medical Devices Act. The sponsor or clinical research organization has either its own or an external clinical research associate. The clinical research organization and the clinical research associate are therefore part of the close environment of the sponsor and thus of the RDPS. Staff fluctuations at the sponsor or the clinical research organization or a change of the clinical monitor lead to considerable information gaps. This adds to the workload and can affect the smooth running of the study. A RDPS, however, provides support in the event of sponsor-related staff fluctuations.
Study team: There is a very close cooperation between the RDPS and the study team. At the stage of study initiation, there is mainly contact with the principal investigator (PI). After that, contact with the entire study team (sub-investigators, dietologist, psychologist, post-docs, medical technical assistant) is necessary, especially to plan, prepare and coordinate the visits with the study team so that all examinations can be carried out for each study visit. At the stage of study implementation, individual RDPS employees (study nurse, study coordinator, documentation assistant) are optionally members of the study team.
Patient: Pediatric studies affect not only the patients, but also their families. Parents or legal representatives are involved in the entire study process. In addition, siblings and other relatives are part of the child’s environment and thus the RDPS.
Vienna General Hospital/Medical University of Vienna: The Vienna General Hospital and the Medical University of Vienna are also part of the task environment of the RDPS. An important point of contact is the legal department to review the clinical trial agreement (CTA) between sponsor and the Medical University of Vienna. Although sponsors often use sample agreements that are already used for other studies at the Medical University of Vienna, adjustments to the sample agreements are often necessary before both contracting parties agree. The ethics committee, the hospital management, the finance department, the laboratory and the pharmacy are also part of the task environment.
External area: The external area comprises the national competent authority, the different European drug regulating authorities, the European Medicines Agency (EMA), which administers the clinical trials database (EudraCT), other study centers, and external suppliers.

3.3. SWOT Analysis

Strengths: There are several strengths when implementing a RDPS. However, due to the wide range of tasks and the variety of internal and external people involved, we refrain from discussing the strengths (and later on the weaknesses) along the management and service delivery sub-systems, as suggested in the strategic management approach. Since a RDPS team consists of employees, who have many years of experience in pediatric clinical studies and have contacts to experts and potential national and international partners, extensive and well-founded advice and support for studies is ensured. A high level of professionalism among team members can be assured for a team with clearly assigned tasks through relevant and continuous further education and training in connection with clinical studies. Clearly defined processes as well as clear responsibilities and work tasks of the employees not only lead to high efficiency, flexibility and service orientation, but also have a positive effect on the collaboration with cooperation partners such as pharmaceutical companies, study teams, patients and legal representatives. The own area of responsibility and the possibility of working independently promote employee satisfaction and reduce staff fluctuations, so that optimal conditions are created to keep competent employees and their know-how in the company. The many stakeholders involved in the different stages of a study also benefit from a trusted contact person at the study center. Professional study support is not limited to pharmaceutical studies. Hence, other studies with a high workload also benefit from the support of a RDPS. Another strength is that many different indications and studies with large and low sample sizes (e.g., rare diseases) can be carried out. A RDPS ensures that laws, regulations, and national and international guidelines are observed. The easy accessibility of the UKKJ is another advantage, not least because many patients have to undergo routine and control examinations at the UKKJ anyway.
Weaknesses: The weaknesses include the high personnel costs and the hierarchical structure that is required for the organizational and internal processes for the planning and implementing of studies. If too many studies are supported at the same time, quality loss can occur. If resources are insufficient, study requests run the risk of being rejected. The standardization of processes can give employees the impression of assembly line work. Although, a high degree of standardization increases efficiency in the different stages of a study, there is a risk that the individual needs of stakeholders are not adequately addressed.
Opportunities: The RDPS would be the first research department to support pediatric studies at a medical university in Austria. This pioneering role ensures a very high market coverage, since basically all types of studies (drug studies, medical device studies, non-interventional drug studies, registry studies, epidemiological studies, academic or industry sponsored studies) can be supported. Although no funding is currently planned to support basic research, a RDPS can provide support if the need arises. While the focus is on successfully setting up a RDPS in Vienna, this RDPS serves as a role model for setting up additional RDPS at other medical universities in Austria. The integration of the RDPS into the Medical University of Vienna opens up a wider range of opportunities for employees to undergo further training on site with regard to clinical studies. At the Medical University of Vienna, employees are offered numerous seminars free of charge, such as training on medicinal products, medicinal devices, good clinical practice, study design, pharmacovigilance, and analysis and interpretation of clinical trials. Another option for further training is participation in congresses, symposia, external workshops and seminars. There are also comprehensive training and career opportunities for young people, such as medical students, who can be recruited at an early stage of their study as documentation assistants. The time-flexible tasks of a documentation assistant can easily be combined with the six-year medical studies in Austria. When students participate in pediatric trials during their medical studies, they gain insight and experience in the field. The close collaboration with the principal investigators also gives the students the opportunity to get to know potential supervisors of theses. This offers the opportunity to complete the diploma thesis in the field of pediatrics. As graduates, they will already have extensive experience in pediatric studies, which is a competitive advantage when looking for a job, especially at a medical university. With regard to communication and collaboration with the many different stakeholders, the RDPS enables efficient and effective working through clearly structured processes and work instructions. Smooth processes are guaranteed by ensuring that contact persons are always available. This facilitates the work of investigators and sub-investigators in that they can primarily deal with their clinical activities. Existing institutions should not be seen as competitors but as potential cooperation partners. In order to be able to use synergy effects, collaborations with the KKS and the Austrian OKIDS network should be sought. OKIDS offers one study nurse per location. However, OKIDS is third party funded, so the availability of the OKIDS study nurse and OKIDS in general is dependent on ongoing third-party funding. The limited funding also implies that the OKIDS study nurse can only be employed 30 h per week. Given the current workload and the continued increase in drug trials, this is not enough. Additionally, since OKIDS only supports drug studies, support is limited to this type of study. The RDPS can support the OKIDS study nurse. This creates synergy effects between OKIDS and the RDPS so that the aim of increasing pediatric drug trials at the UKKJ can be achieved. Since the Vienna KKS concentrates exclusively on studies with adults, the KKS is not a direct competitor. We expect that the cooperation with this institution will also result in synergies. The Vienna KKS can forward any pediatric study request to the RDPS, while the RDPS can work continuously with the KKS on patient insurance. If electronic care report forms (eCRFs) or queries to pharmacovigilance are required, the KKS Vienna is a very good service provider. Since KKS charges a fee per service, KKS also benefits from a collaboration with the RDPS. A RDPS therefore not only increases the number of studies, it also increases the attractiveness of the UKKJ, the Medical University and the Vienna General Hospital as a place of study. With the establishment of a RDPS, there is also the possibility of flexible structuring of employment contracts. This enables nurses, who are currently working in a strictly clinical routine and who want to change careers to work as study nurses with new and challenging tasks. However, this option should not be limited to permanent staff, but should also be offered to freshly graduated nurses in order to attract highly motivated and qualified staff. In the medium term, the expansion of the RDPS should also be considered. With more staff and adequate training, application preparation, third party funding, budget planning, medical writing and the publication process can also be supported.
Threats: Personnel costs are a high-risk factor from an external perspective as well. The key personnel (RDPS management, project manager, study coordinator, and study nurse) should hold permanent positions that are publicly funded and thus covered by the university’s budget. However, cross financing of other employees such as documentation assistants must also be guaranteed. It should also be borne in mind that it can be difficult to find competent and qualified personnel. The high level of flexibility and commitment required can also be seen as a hurdle in this regard, since the respective area of responsibility is very complex. The availability and cost of the premises are a further risk factor as there must be a sufficient number of rooms for employees, meetings (face-to-face, video and telephone conferences), monitoring visits and for the storage of documents and investigational medicinal products. Study documents, investigator site files and trial master files must be kept locked. In addition, all essential documents must be retained for at least 15 years after the completion of the clinical study [ 34 ]. Although it is quite unlikely, a RDPS could be a risk factor in the form of high overhead if the core tasks of the Medical University change in such a way that research is no longer one of the core competencies. However, there is a greater likelihood of a shortage of doctors and nurses in pediatrics, as the field of pediatrics is less attractive for doctors from a financial point of view than other medical subjects and nurses have to undergo additional training.
SWOT Matrix: The strengths and weaknesses as well as the opportunities and risks of the SWOT analysis must be translated into a SWOT matrix, which then forms the basis for strategy development. However, the development of strategies is the responsibility of the decision-makers at the Medical University of Vienna and was therefore not the aim of the present study. For this reason, one exemplary strategy is provided per field ( Figure 5 ).

4. Discussion

Number of studies: There are several reasons for the increase in studies at the UKKJ in Vienna. In 2013, OKIDS, the Austrian research network for pediatric drug studies, was implemented at the Department of Pediatrics and Adolescent Medicine in Vienna. As a result, more drug trials were carried out and the study teams on site acquired specialist knowledge for the successful implementation of studies. This in turn led to highly satisfied investigators and sponsors, which increased the number study requests. Another reason is the research mandate of the medical universities in Austria. At the Medical University of Vienna, just like at other medical universities, research is a cornerstone in addition to teaching and patient care. This in turn creates the incentive to conduct studies and, as a result, to acquire third party funds in order to deliver a corresponding research output. Young scientists in particular need support in this regard. EU Regulation (EC) No. 1901/2006 supports pediatric drug studies so that children and adolescents receive specially tested and approved drugs [ 3 ], which in itself will lead to an increase in the number of studies. In addition, Vienna has a diverse and large clientele for studies compared to other cities, which is why the UKKJ is considered as an attractive site for the study center.
Ethical and legal norms: Children and adolescents are a particularly vulnerable patient population. Therefore, comprehensive guidelines and regulations must be followed, and additional monitoring carried out, which increases the need for support. We assume that the increase in ethical and legal norms observed in the past will continue in the next few years in order to expand the protection of the vulnerable patient collective. Pediatric studies are complex and resource-intensive. Investigators and study teams do not always know what needs to be considered in clinical studies. A RDPS is therefore not only available as a service provider, but also as a control body to ensure that all ethical and legal standards are observed. For clinical studies, the sponsor is obliged to conduct monitoring visits at the study center. The Medical University of Vienna is the sponsor for academic studies. However, monitoring is costly. Clinical research organizations or the Vienna KKS can be commissioned for this, but they are cost-intensive. Since the budget for academic studies is generally limited and a RDPS also offers monitoring, the Medical University of Vienna incurs not only additional costs when implementing a RDPS, but also savings because the monitoring can be offered by the RDPS at significantly lower costs. However, monitoring services depend on the RDPS resources, the priority, the study type, the study protocol and the sample size. For example, monitoring is not required by law for non-clinical studies, such as registry or epidemiological studies, but is recommended. If sufficient resources are available, a RDPS can also support these study types as a monitoring body.
Financing: In times of limited resources, special attention is paid to the financing of a RDPS. The key staff consists of the RDPS management and at least one project manager, a study coordinator, a study nurse and a clinical research associate. Publicly funded positions should be created for key personnel, and the following options are available for financing other employees: A start-up fee can be negotiated for industry-sponsored studies. The start-up fee covers the services provided by the RDPS for the entire support right up to the initiation of the study. Charging a fee per patient is another financing option. Another source of funding is the monitoring. The sponsor can save the entire travel expenses for monitoring visits by commissioning a RDPS monitor. This is a great financial advantage for the sponsor, as well as for the RDPS, which means that funds are re-acquired and some of it can be passed on to the RDPS. However, services provided by a study nurse, a study coordinator or a documentation assistant are available exclusively for a single study and have to be budgeted accordingly.
Limitations: As a typical strategic management tool, SWOT analysis was originally designed for private profit-oriented organizations. However, in view of the growing challenges in healthcare, including the aging of the population, the rapid technological change, and the increase in healthcare expenditure while financial resources are increasingly limited, strategic planning has also been used by healthcare organizations. For a discussion of the pros and cons of strategic planning in healthcare organizations see Rodríguez Perera and Peiró [ 35 ]. As indicated by Chermack and Kasshanna, if adequately used, SWOT analysis provides support in deriving appropriate strategies to meet overall goals by exploiting the organization’s strengths and the environmental opportunities and mitigating the organization’s weaknesses and environmental threats [ 36 ]. However, as with any other tool, pitfalls have also been identified in the use of SWOT analysis, not least because the user has a considerable leeway in performing a SWOT analysis. The authors argued that a “critical flaw in the development of SWOT analysis as a solid and reliable strategic tool is a lack of research” [ 36 ], thereby criticizing that theory building for SWOT analysis is based on empirical applications only. They also offered protocols to address various pitfalls in the uses of SWOT analysis. Pitfalls include, among others, the use of SWOT analysis as justification for decisions already made; the negligence of the close relationship between the results of the SWOT analysis and the subsequently derived strategy; the failure to link the results of the company analysis with those of the environmental analysis; and deriving strategies before all strategic options have been identified. For the comprehensive list of pitfalls see, e.g., Koch [ 37 ] and Kearns [ 38 ].

5. Conclusions

Author contributions, acknowledgments, conflicts of interest.

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Thajer, A.; Sommersguter-Reichmann, M.; Löffler-Stastka, H. Implementing a Clinical Research Department to Support Pediatric Studies: A SWOT Analysis. Int. J. Environ. Res. Public Health 2020 , 17 , 6211. https://doi.org/10.3390/ijerph17176211

Thajer A, Sommersguter-Reichmann M, Löffler-Stastka H. Implementing a Clinical Research Department to Support Pediatric Studies: A SWOT Analysis. International Journal of Environmental Research and Public Health . 2020; 17(17):6211. https://doi.org/10.3390/ijerph17176211

Thajer, Alexandra, Margit Sommersguter-Reichmann, and Henriette Löffler-Stastka. 2020. "Implementing a Clinical Research Department to Support Pediatric Studies: A SWOT Analysis" International Journal of Environmental Research and Public Health 17, no. 17: 6211. https://doi.org/10.3390/ijerph17176211

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A Step-By-Step Guide To SWOT Analysis In Healthcare [2024]

Sliman M. Baghouri

In this article, I’ll share with you what is SWOT Analysis, how you can perform it, AND how you can track your success using this tool.

This guide also introduces a brand new tool called SWOT Strategy Canvas™ that supercharges your SWOT analysis for better performance and measurability.

Topics that I’ll cover are:

What is SWOT Analysis in healthcare

Benefits of SWOT Analysis in healthcare

The 4 SWOT Analysis process
How to conduct a SWOT analysis of your medical business
What is the SWOT Strategy Canvas™ tool, and how to use it to track your medical business success?
Examples of SWOT Analysis across the healthcare sector
Practical SWOT action plan that you can quickly implement.

Without wasting too much time, let’s dig in.

What is SWOT analysis in healthcare?

While it might sound like you’re calling on a hostage-rescue law enforcement team, S.W.O.T is a strategic planning technique.

It is used to define your healthcare organization’s (or practice’s) Strengths , Weaknesses , Opportunities, and Threats in the competitive landscape.

SWOT Analysis arms you with a clear overview of critical metrics that are key for your performance and the overall success of your medical business.

There are countless benefits of conducting a SWOT analysis for your medical business. we’ll start by exploring a number of them.

1) SWOT Analysis arms you against future obstacles

Healthcare is a rapid and constantly changing industry. If you’re not ready for the forthcoming changes, you’ll have a hard time navigating the trenches.

Fortunately, SWOT is a proactive approach by design. When you sit down with your team and discuss future threats that could hinder your progress and profitability in the next year or two, you can prepare and develop strategies against any possible changes or uncertainty.

2) It uncovers the untapped opportunities for you to take advantage of.

No matter what kind of medical business you run, there’s always room for progress. But often, your business’s progress reaches a certain point and your growth will plateaus. This is a sign that you need to find new ideas to catapult your medical practice to the next level.

And here is where SWOT comes into play. It enables you to find new angles and possibilities that other competitors are not yet aware of. This supercharges your organization with competitive advantages when it comes to profitability and long-term success.

3) It gets your medical business out of the tunnel vision trap

We’re all biased towards our businesses. We think that our strengths far outweigh our weaknesses and in doing so, we disregard potential pitfalls that could break our whole organization. Being short-sighted when it comes to future decisions is the fast lane to a crumbling medical practice.

SWOT Analysis is one of the tools that we can use to combat our peripheral vision and be objective about our processes. The good news is, by performing SWOT, you drill down on your weaknesses and highlight all of your shortcomings so you can reverse them to strengths.

4) You can use SWOT Analysis to reverse engineer your competitors

Another great benefit of this technique is that you can use it to get a bird’s eye’s view of your competitive landscape. Just like you conduct a SWOT analysis of your organization, you can also perform it on your competition.

This will give you the unmatched advantage of being informed of competitors' strengths and weaknesses so you can act accordingly. If you’re in a competitive environment where the same care facilities are competing for the same patient at the same price, SWOT is irreplaceable.

The 4 SWOT Analysis Process

We know that SWOT stands for Strengths, Weaknesses, Opportunities, and Threats – but what does each of these elements mean? Let’s take a look at each element individually.

1) Strengths

This element is focused on the strong attribute of your business. Be it a great service line portfolio, unique medical skills, or a convenient location. It is worth noting that your strengths can be intangibles like brand loyalty or an established brand name in the market.

2) Weaknesses

From our work with our clients, we noticed a common pattern when dealing with CEOs and medical business owners. Medical business owners are somewhat aware of the weak parts of their business lack, but the problem is that the assessment of how weak those parts are is most often inaccurate .

An example would be when we ask founders about their brand, they think that just because they have a logo or a design identity, they have a brand. But they lack critical parts of what makes up a profitable brand like unique positioning, brand culture, and communication frameworks. (if you’d like to learn more, check our healthcare branding guide ).

3) Opportunities

In this part of the process, we dig deep to find the unmet needs of your patients. Needs that if you manage to fulfill, you gain their trust and skyrocket your patient retention. Looking for market gaps in your respective field is a gold mine for business success.

You’d be surprised by how beneficial yet-easy-turn-a-blind-eye on opportunities you can take advantage of.

Threats are everything that poses a risk to either your brand itself or its likelihood of success or growth. This could include things like emerging competitors, changes in healthcare regulations, financial pressures, and all else that could jeopardize the future of your medical business.

Assessing threats is the proactive part of the process and it’s a great way to step out of the “reactive” mode business owners always get caught up in.

How to conduct SWOT analysis in healthcare

Now we’ve got all elements of SWOT analysis covered, it’s time to start conducting this technique on your business.

Draw Four Quadrants of SWOT Analysis

Each quadrant represents each element of the SWOT Analysis. This provides you with a visual grid as to where to write down your findings.

A simple example of a SWOT grid should be like this:

You can use our free healthcare SWOT Analysis Template

Gather the information

After that, you start by tackling each element of the analysis and asking questions that can provide you with great insights.

#~1) Let’s start with Strengths:

This should be the easiest part of the process since it’s your business’s strong suit. But if you’d like some supportive questions to get you running, here are some examples:

What do your patients love about your brand or services?
What does your practice or hospital do better than others in your industry?
What are your most positive brand attributes?
What’s your unique selling proposition?
What resources do you have at your disposal that your competitors do not?

This should give you a rough outline of your fortes and competitive advantages.

#~2) Highlight your weaknesses:

Being objective about your weaknesses is critical. You should gather with your team to discuss some of the possible difficulties and flaws inside your organization.

You can use the same principle to determine your brand’s weaknesses:

What do your patients dislike about your brand?
What problems or complaints are often mentioned in your negative reviews?
Why do your patients cancel or churn?
What could your brand do better?
What are your most negative brand attributes?
What are the biggest obstacles/challenges in terms of revenue?
What resources do your competitors have that you do not? (even if it is intangible like better brand awareness)

This could be a little hard to get through but it’s worth the collective effort. You and your team should be able to uncover hidden inefficiencies in your practice.

#~3) Snipe the opportunities and mitigate threats:

You may find that determining the strengths and weaknesses of your organization is easier or takes less time than figuring out the opportunities and threats. This is because strengths and weaknesses are internal factors.

External factors (Opportunities and Threats), on the other hand, tend to require more effort and rely upon more research, as these are often beyond your sphere of influence.

That’s not to say that opportunities and threats cannot be internal, however; you may discover opportunities and threats based on the strengths and weaknesses of your company.

Some possible questions you could ask to identify potential opportunities might include:

How can we improve our patient experience/support processes?
What kind of messaging resonates with our patients?
How can we further engage our most vocal brand advocates?
Are we allocating departmental resources effectively?
Is there a budget, tools, or other resources that we’re not leveraging to full capacity?
Which branding channels exceeded our expectations – and why?

Introducing the SWOT Strategy Canvas™, a visual representation to measure your success

SWOT Analysis is insufficient alone to measure the success of your efforts or represent them visually.

That’s why our team at unnus developed the SWOT Strategy Canvas™ (SSC), a visual representation graph of the impact SWOT has on your healthcare brand. The SSC could be conducted every 6 months to track the efficiency and the effort of SWOT.

SSC graph tracks the Impact Rate of each element of the SWOT (strengths, weaknesses, opportunities, and threats). The goal is to witness a low Impact Rate of weakness and threats and a high Impact Rate of Strengths and Opportunities .

How to develop a SWOT Strategy Canvas™

#~First , When drawing the SSC graph, you need to split the SWOT elements into two separate lines.

The first line being Weaknesses-Strengths and will take the color blue, the second line on the graph is Opportunities-Threats and will take the color red.

You do that so you can better visualize their impact, more on this in a minute.

After that, you start drawing the x-axis and putting all of the data gathered from S.W.O.T in the following order:

1) Opportunities ➜ 2) Weaknesses ➜ 3) Strengths ➜ 4) Threats .

The x-axis will look like this:

#~Second , on the y-axis, is the Impact Rate. it ranges from zero to one, 0.5 being medium impact, 1 being high impact and 0 is none.

Here’s a good objective you should focus on:

For the Weaknesses and Threats, you should aim for 0.2 rates or below.
For the Opportunities, you should aim for 0.5 or above.
For the Strengths, you should aim for 0.8 or above.

After you finish drawing your graph, your SSC graph should look like this:

#~Third , let’s assume that you just finished conducting SWOT Analysis and you want to plot the current state of your company on SSC.

Before you use the SSC, you need to understand why we split elements into two lines (Weaknesses-Strengths and Opportunities-Threats) and why we gave each line a different color.

The reason for that order is simple : we want to see a divergence between the two lines (Weaknesses-Strengths line and Opportunities-Threats line). When the two lines diverge, it means that you managed to lower the impact of your business’s weaknesses and further improved your strengths.

It also means that the impact of the threats dwindled and got mitigated while opportunities have risen way up. (I’ll give example in a second)

This divergence is what you need to achieve. At first, the lines won’t diverge because you just got started. But after a year or two, you should start seeing a divergence between the two lines, signifying the success of your SWOT efforts.

#~Fourth, after filling the SSC graph with the data, you start by plotting and projecting the current impact of each S.W.O.T element of your business.

For each element ask yourself:

If it’s a weakness : How much impact this weakness is having on hindering our medical business growth?
If it’s an opportunity : What impact could this opportunity have on our business if we manage to take advantage of it?
If it’s a Strength : How can we further improve on this competitive edge and what impact would we gain after this improvement?
If it’s a threat : what’s the potential impact this threat would have on our business should we ignore it?

You don’t need an exact number, just rough estimates to help you gauge the current situation of your medical business.

Here’s an example of the SCC graph just after conducting a SWOT Analysis.

As you can see, Weaknesses and Strengths have a high impact by default since they are the current state of your business.

Opportunities-Threats are there but the impact of the threats should be lowered and the opportunities impact (or the potential impact in the case) should be higher.

And here’s an example of the SCC graph after acting out on the SWOT analysis (1 year after):

You can see that the lines are diverged signifying lower weaknesses and higher strengths, at the same time, reduced threats, and higher opportunities.

This is the power of the SSC, it gives a clear overview of the current SWOT effort and helps you see whether or not you’re on the right track.

Examples of SWOT analysis in healthcare

Now I’m going to share with you some of the best SWOT analyses across the healthcare industry so you can take some inspiration.

For the privacy’s sake of our clients, we won’t be sharing the names of their brands.

Hospital SWOT Analysis example

An example of a SWOT analysis for a hospital will look like this:

Another example from one of our client:

SWOT analysis for nurses example

The following S.W.O.T Analysis was conducted for a nurse-led clinic, an outpatient clinic that is managed by registered nurses.

Your Practical SWOT Action Plan (+example)

Having grasped the importance of SWOT analysis and observed its real-world application, it’s now time to dive into action with your own Practical SWOT Plan. The following is a simple action plan that you can get inspiration from when acting upon your swot strategy.

You can download our free SWOT Task Tracker and print it out.

1) Leveraging Strengths

Empowering Staff: Perform targeted training for the staff, elevating their expertise and skills.
Build trust: Showcasing positive patient testimonials and glowing reviews.
Reinforce marketing: Let your unique services and specialties shine brightly in your strategic marketing efforts.
Enhance Referral Program: Open the floodgates to new patients with a new well-designed referral program.

2) Addressing Weaknesses down junction sign

Bridge skill gaps: through tailor-made training programs for your staff.
Streamline workflows: with smart process improvements, optimizing every step.
Uncover valuable insights: Seek feedback from both patients and staff.
Learn from the best: Collaborate with other healthcare organizations to thrive together.

3) Seizing Opportunities

Stay ahead of the curve: by expanding your services to meet emerging healthcare trends.
Embrace technology: By revolutionizing patient engagement and elevating telemedicine capabilities.
Forge powerful alliances and affiliations to access new patient populations.
Cast your net wide: with precisely targeted marketing strategies for specific patient demographics.

4) Mitigating Threats

Safeguard precious patient data with fortified cybersecurity protocols.
Diversify your revenue streams, shattering reliance on a single source.
Navigate the currents of healthcare policies and regulations, staying informed and vigilant.
Arm yourself against adversity with rock-solid disaster preparedness plans.

5) Patient-Centric Actions .st0{fill:#ffc10d;} .st1{fill:#ffc10d;}

Forge empathetic connections by communicating openly and addressing patient concerns.
Empower patients through thoughtful education programs, championing their health autonomy.
Listen and respond to patient feedback, embracing their suggestions for growth.
Cultivate a nurturing community through patient support groups, fostering camaraderie and strength.

6) Monitoring and Evaluation

Set sail with measurable goals and key performance indicators (KPIs) guiding your every move.
Implement SWOT Strategy Canvas™ tool
Embark on periodic reviews, charting progress and charting a course toward improvement.
Steer your ship with invaluable insights from staff, patients, and stakeholders.
Navigate with precision, harnessing data analytics to navigate the impact of your actions.

7) Adaptability and Continuous Improvement

Cultivate an oasis of innovation, encouraging staff to share their brightest ideas and best practices.
Ignite creative brilliance through regular brainstorming sessions, exploring new horizons together.
Fuel the spirit of progress by recognizing and rewarding employees for their valuable contributions.
Embrace the winds of change, setting sail toward new possibilities by staying attuned to industry trends and advancements.

These practical steps will provide a clear roadmap for success in implementing your SWOT Strategy. This will lift some of the hazy clouds surrounding how to implement this technique and leaves you with a step by step action plan for you to tackle.

The ‘secret’ to a battle-proven healthcare SWOT analysis

Effective SWOT Analysis must be carried with great execution. The tool might be easy to understand conceptually, but the devil lies in the details.

Risk assessment and marketing research is not something you can do half-assedly. It takes an experienced team and professional facilitators to pull off a result-oriented healthcare SWOT analysis.

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The swot of a medical clinic (with examples).

Get a watermark-free, fully customizable SWOT analysis in our business plan for a medical clinic

We've drafted tons of business plans for medical clinics and, far too often, business owners neglect to dedicate time and thought to crafting a strategic vision for their new project.

It's mainly because they lack the right tools and frameworks. The SWOT analysis is one of them.

What is it? Should you make a SWOT for your medical clinic?

A SWOT analysis is an invaluable tool for strategic planning in various sectors, including the healthcare industry. It enables medical clinics to assess their strengths, weaknesses, opportunities, and threats.

Originally designed to give organizations a comprehensive overview of their internal capabilities and external environment, a SWOT analysis is especially critical in healthcare, where the landscape is constantly evolving with technological advancements and changing patient needs.

When managing a medical clinic or contemplating the launch of one, carrying out a SWOT analysis can prove extremely helpful. It assists you in identifying what your clinic excels at (strengths), areas that may need improvement (weaknesses), potential avenues for growth (opportunities), and external factors that might present challenges (threats).

For example, your clinic's strengths could be specialized medical services or advanced medical equipment. Weaknesses might include a lack of sufficient staff or limited insurance options for patients. Opportunities could emerge from an increasing demand for certain medical services, while threats might involve regulatory changes or competitive pressures.

Medical professionals typically undertake a SWOT analysis when they're planning to open a new clinic, considering major changes, or seeking to address particular challenges. It offers a structured way to examine the broader picture of their practice.

Understanding these four aspects enables you to make more informed choices, set priorities, and formulate strategies that leverage your strengths and mitigate your weaknesses.

If you're on the verge of starting a new medical clinic , conducting a SWOT analysis is not just beneficial; it’s essential. It helps you pinpoint what makes your clinic unique, areas where you might need additional resources or development, and the external factors you need to be prepared for.

While this analysis doesn’t ensure success, it significantly boosts your chances by providing a clear and focused direction.

How do you write a SWOT analysis for your medical clinic?

Filling out a SWOT analysis for a medical clinic can seem daunting, especially when you're navigating the complexities of healthcare and trying to anticipate future strengths, weaknesses, opportunities, and threats.

It's crucial to conduct comprehensive research, including analyzing healthcare trends, patient demographics, and the regulatory environment. This research provides valuable insights into patient needs, market demands, and potential regulatory changes.

Engaging with healthcare professionals, clinic managers, and industry experts is also beneficial. They can provide practical insights and experiences that you may not uncover through research alone.

Remember, the purpose of a SWOT analysis is to prepare you strategically for the future, not to predict it with absolute certainty.

Consider the unique aspects your clinic can offer. This might include specialized medical services that are scarce in your area, a prime location that's easily accessible, or a strong reputation in a particular field of medicine.

Other strengths could be a highly qualified medical team, innovative healthcare technology you might be using, or exceptional patient care practices.

These internal factors can set your clinic apart in the healthcare industry.

Identifying weaknesses requires honest self-reflection. Perhaps your clinic faces limitations due to budget constraints, which can affect the range of services offered or the quality of medical equipment.

Other potential weaknesses could include a lack of diversified medical specialties, inexperienced staff, or challenges in patient management systems.

These are areas where you may need to focus your strategy and possibly seek additional resources or training.

Opportunities

Opportunities are external factors that can be leveraged to benefit your clinic. For example, a growing local population or an increase in health awareness in your community can create a higher demand for healthcare services.

Opportunities might also arise from forming partnerships with other healthcare providers, engaging in community health programs, or adopting new medical technologies that enhance patient care.

Identifying gaps in the healthcare market can also present opportunities for your clinic.

Threats are external factors that could challenge your clinic. These might include changes in healthcare regulations, shifts in insurance policies, or increasing competition in the healthcare sector.

Economic factors that affect patients' ability to afford care, or changes in public health policies, can also pose threats.

Being aware of these potential challenges helps you to prepare and strategize accordingly.

Examples of Strengths, Weaknesses, Opportunities and Threats for the SWOT of a medical clinic

These strengths and opportunities can be leveraged to improve the profitability of your medical clinic .

Strengths	Weaknesses	Opportunities	Threats
Experienced medical staff	High staff turnover	Increasing demand for healthcare services	Competition from other clinics
Advanced medical equipment	Limited parking facilities	Expansion into new medical specialties	Changing healthcare regulations
Strong patient trust and loyalty	Inefficient administrative processes	Partnerships with local hospitals	Economic downturn affecting patient affordability
Convenient location	Inadequate online presence	Telemedicine and virtual healthcare services	Shortage of qualified medical professionals
Wide range of medical services	Limited marketing and advertising	Medical tourism opportunities	Technological disruptions affecting healthcare delivery
Good reputation in the community	Difficulty in attracting top talent	Government grants and funding for healthcare initiatives	Malpractice lawsuits
Effective patient education programs	Outdated medical record keeping systems	Growing aging population requiring healthcare services	Supply chain disruptions affecting medical supplies
Strong financial stability	High operational costs	Increased focus on preventive healthcare	Healthcare insurance reimbursement cuts
Efficient appointment scheduling	Limited access to specialist services	Technological advancements in healthcare delivery	Natural disasters or emergencies
Good patient feedback and reviews	Inadequate staff training and development	Medical research collaboration opportunities	Data security and patient privacy breaches

More SWOT analysis examples for a medical clinic

If you're creating your own SWOT analysis, these examples should be useful. For more in-depth information, you can access and download our business plan for a medical clinic .

A SWOT Analysis for a General Family Medical Clinic

A general family medical clinic offers comprehensive care for all ages, creating a one-stop solution for most health needs. Its strength lies in its team of diverse, experienced medical professionals who can address a wide range of health issues. The clinic's ability to provide continuous care for families builds strong patient-doctor relationships. Accessible location and flexible scheduling make it convenient for patients.

The clinic might struggle with long wait times due to high demand. Limited specialization means patients may need to be referred to other facilities for more complex health issues. Managing a large patient base can lead to challenges in personalizing care. The clinic may also face difficulties in keeping up with the latest medical technologies and treatments due to budget constraints.

Expanding services to include telemedicine can improve access to care and convenience. Collaborating with specialists for onsite consultations can broaden the range of services offered. The clinic could also benefit from implementing patient education programs on preventive health. Engaging with the community through health fairs and wellness programs can enhance its visibility and reputation.

Competition from urgent care centers and specialized clinics could impact patient inflow. Changes in healthcare regulations and insurance policies may affect profitability and operations. The ongoing challenge of maintaining patient privacy and data security is crucial. Economic fluctuations can influence patients' ability to afford healthcare services.

A SWOT Analysis for an Urban Specialty Medical Clinic

This clinic's main strength is its focus on a specific medical specialty, offering advanced care and treatments in that area. The presence of expert specialists and state-of-the-art medical equipment sets it apart. Its urban location ensures high visibility and accessibility. The clinic's reputation for specialized care can attract patients from wider areas.

Being specialized, it might not cater to general health needs, requiring patients to visit other facilities for additional services. High operating costs due to advanced medical equipment and specialist staff can result in higher charges for patients. The clinic might also face challenges in managing high patient volumes during peak times.

Forming partnerships with research institutions could lead to advancements in treatments and technologies. The clinic could also expand its services to include educational seminars and workshops in its area of specialty. Engaging in community outreach programs can build stronger relationships with the local population and enhance its reputation.

The clinic faces competition from other specialty clinics and hospitals. Rapid advancements in medical technology require constant updates and training, leading to additional expenses. Dependence on a specific patient demographic or health condition can be risky if market dynamics change. The clinic must also navigate the complexities of healthcare regulations and insurance reimbursements.

A SWOT Analysis for a Rural Primary Healthcare Clinic

This clinic's strength lies in its vital role in providing primary healthcare services to a rural community. It often forms the first point of contact for a wide range of health issues, offering basic healthcare, emergency services, and chronic disease management. The close-knit nature of rural communities can lead to strong patient-doctor relationships. The clinic's familiarity with local health concerns is an advantage.

One of the main challenges is limited resources and staff, which can impact the range and quality of services provided. The clinic may also face difficulties in accessing advanced medical equipment and specialists. Geographic isolation can make it hard for patients to reach the clinic, especially in emergencies.

There is an opportunity to integrate telehealth services to overcome geographic barriers and improve patient access. Partnering with larger healthcare providers can bring in additional resources and expertise. The clinic can also focus on community health programs tailored to the specific needs of the rural population.

The clinic could be impacted by funding cuts and changes in rural healthcare policies. A limited patient base may affect its financial sustainability. Difficulty in recruiting and retaining qualified medical professionals in rural areas is an ongoing concern. Additionally, natural disasters or poor infrastructure can significantly disrupt healthcare delivery.

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A SWOT Analysis for Healthcare Using Machine Learning

Conference paper
First Online: 08 March 2023
Cite this conference paper

Zineb Sabouri 13 ,
Noreddine Gherabi 13 ,
Hakim El Massari 13 ,
Sajida Mhamedi 13 &
Mohamed Amnai 14

Part of the book series: Lecture Notes in Networks and Systems ((LNNS,volume 635))

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The International Conference on Artificial Intelligence and Smart Environment

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Machine learning (ML) applications are used in variety of real-world situations, and they are proving a big impact on the healthcare sector. It has become a reality in clinical practice. ML algorithms are applied to examine disease predictions and medical records. The healthcare data can be utilized to find the best trial sample, acquire additional data points, evaluate ongoing data from study participants, and avoid data-based errors. Many recent efforts have aided the adoption of machine learning techniques in the medical sector to allow healthcare providers to focus on patient care rather than searching information. Most of the existing ML techniques have external and internal drawbacks that prevent their ultimate implementation in the clinical domain and various concepts related to ML need to be implemented in the medical studies so that health care practitioners can effectively interpret and guide research in this field. For this reasons, this paper analyzes the present state of ML, as applied to healthcare in a strengths, weaknesses, opportunities and threats (SWOT) analysis.

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A systematic review and applications of how AI evolved in healthcare

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Zineb Sabouri, Noreddine Gherabi, Hakim El Massari & Sajida Mhamedi

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Sabouri, Z., Gherabi, N., Massari, H.E., Mhamedi, S., Amnai, M. (2023). A SWOT Analysis for Healthcare Using Machine Learning. In: Farhaoui, Y., Rocha, A., Brahmia, Z., Bhushab, B. (eds) Artificial Intelligence and Smart Environment. ICAISE 2022. Lecture Notes in Networks and Systems, vol 635. Springer, Cham. https://doi.org/10.1007/978-3-031-26254-8_19

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Croat Med J
v.52(4); 2011 Aug

Clinical laboratory as an economic model for business performance analysis

Vikica buljanović.

1 Specialized Medical Biochemistry Laboratory, Našice General Hospital, Našice, Croatia

Hrvoje Patajac

2 Adris group d.d., Rovinj, Croatia

Mladen Petrovečki

3 Rijeka University School of Medicine, Rijeka, Croatia

4 Dubrava University Hospital, Zagreb, Croatia

To perform SWOT (strengths, weaknesses, opportunities, and threats) analysis of a clinical laboratory as an economic model that may be used to improve business performance of laboratories by removing weaknesses, minimizing threats, and using external opportunities and internal strengths.

Impact of possible threats to and weaknesses of the Clinical Laboratory at Našice General County Hospital business performance and use of strengths and opportunities to improve operating profit were simulated using models created on the basis of SWOT analysis results. The operating profit as a measure of profitability of the clinical laboratory was defined as total revenue minus total expenses and presented using a profit and loss account. Changes in the input parameters in the profit and loss account for 2008 were determined using opportunities and potential threats, and economic sensitivity analysis was made by using changes in the key parameters. The profit and loss account and economic sensitivity analysis were tools for quantifying the impact of changes in the revenues and expenses on the business operations of clinical laboratory.

Results of simulation models showed that operational profit of €470 723 in 2008 could be reduced to only €21 542 if all possible threats became a reality and current weaknesses remained the same. Also, operational gain could be increased to €535 804 if laboratory strengths and opportunities were utilized. If both the opportunities and threats became a reality, the operational profit would decrease by €384 465.

The operational profit of the clinical laboratory could be significantly reduced if all threats became a reality and the current weaknesses remained the same. The operational profit could be increased by utilizing strengths and opportunities as much as possible. This type of modeling may be used to monitor business operations of any clinical laboratory and improve its financial situation by implementing changes in the next fiscal period.

Increasing health care expenses and implementation of rationalization have brought about the need for a detailed computer modeling of economic business operations on which is based the analysis of health care management ( 1 ) and monitoring of spending, timing, and sources of largest or new expenses, and possible savings without changing the quality of the work performed ( 2 ).

Although a hospital-based clinical laboratory is an integral part of a health care system, it may be observed as a separate unit. Quality management and good work organization aimed at achieving a continuous improvement in pre-analytical, analytical, and post-analytical phases are part of a good laboratory practice ( 3 - 5 ). Successful quality management in a clinical laboratory setting reduces both the need to repeat tests and raw material consumption, leading to increased business effectiveness.

Analysis of business expenses of a clinical laboratory and calculation of the cost of laboratory tests under different work conditions are part of the laboratory manager’s job ( 6 ). For an overall picture of business performance, the manager has to have a detailed knowledge about revenues and expenses ( 7 ), which are used in the assessment of the financial profitability of the laboratory in general and individual laboratory tests in particular ( 8 ).

Increased productivity of clinical laboratories is directly associated with the technological development of laboratory diagnosis ( 9 ) through automation, infomatization, computer networking, consolidation, and integration. Automation is a process in which laboratory analyzers carry out a large number of tests with a minimal participation of laboratory staff ( 10 ). Consolidation is a merger of laboratory and different specialties into new, separate units (eg, cytology, pathology, clinical chemistry, transfusiology, nuclear medicine, or microbiology). Integration is association of laboratories at different levels of health care system into an integrated laboratory.

Implementation of laboratory information system may improve work organization, time saving, and control of the work process ( 11 , 12 ). In the beginning, a new technology incurs expenses because it requires financial investment to be made. Financial effectiveness of investments may be predicted by using an economic model, ie, a model of laboratory as an economic unit, and by calculating expected expenses and revenues resulting from the changes in the work of laboratory, which allows making of justifiable decisions based on the measured parameters.

To develop the laboratory model as an economic unit, revenues and expenses have to be compared over a defined period of time, usually, over one year. The difference between total revenues and total expenses clearly shows whether or not the laboratory is profitable and presents a starting point for choosing the right measures to improve laboratory business operations.

The aim of the study was to analyze business operations of a clinical laboratory as an economic unit. For that purpose, we used a SWOT analysis, ie, the analysis of strengths, weaknesses, opportunities, and threats, to identify the possibilities of improving laboratory business operations. Based on the SWOT analysis, it is necessary to identify and present possible calculated models of economic operations for the clinical laboratory. An economic sensitivity analysis of these business models revealed the factors influencing the profitability of clinical laboratory's business operations. We hypothesized that comparison of these models enables decision-making for the economic benefit of a clinical laboratory.

Material and methods

Swot analysis.

Business conditions and possibilities to improve business operations of a clinical laboratory were investigated by using the SWOT analysis, which reveals strengths, weaknesses, opportunities, and threats that can have an effect on an organization unit (in the order as presented in Table 1 ), ie, clinical laboratory ( 13 , 14 ). Strengths and weaknesses refer to internal characteristics of a clinical laboratory, whereas opportunities and threats are external factors. Strengths describe advantages of the laboratory in comparison with other similar laboratories in the same geographical region of 50 km in diameter, covering a population of approximately 100 000. Opportunities refer to conditions in the laboratory that may lead to the improvement in business operations. Weaknesses refer to shortcomings in the work of laboratory and removing the weaknesses would create new opportunities that could improve the quality of work and, consequently, increase profitability. Threats represent conditions that may lead to difficulties in business operations ( 15 ).

SWOT analysis of the Clinical Laboratory at Našice General County Hospital

STRENGHTS	WEAKNESSES
Available to patients 24 h a day	No information system
Wide range of different laboratory tests	Incomplete automation
Profitable performance	High direct labor expenses (gross salaries)
	No system of measuring labor efficiency

OPPORTUNITIES	THREATS
Automation	Reduced tests for outpatient services
Informatization	Reduced tests for primary health care
Reduction in direct labor expenses	New laboratory opening
Additional services currently provided by other laboratories in the region

The SWOT analysis reveals possibilities for optimization of laboratory work if work-related weaknesses and external threats are reduced or completely removed, strengths of the laboratory increased, and most or all opportunities utilized.

Data for the SWOT analysis were collected from (a) publications (by type and number) affiliated to the laboratory over a single calendar year; (b) expenses of laboratory material (data obtained from the hospital pharmacy); (c) gross salaries for laboratory staff (data obtained from the administrative office); and (d) overhead and common hospital expenses (eg, education of residents, building maintenance, etc.), which make 7% of the total hospital expenses (percentage of the expenses equals the percentage of hospital employees working in the laboratory) and are covered by the laboratory.

Opportunities were analyzed (additional tests performed in the laboratory) by listing all the tests performed within a systematic physical examination, tests required for physician's certificate, and tests that are directly paid and provided by other clinical laboratories in the region in the same time period.

Profit and loss account

We analyzed business operations of the laboratory in one-year period, using a profit and loss account to express the laboratory's profitability. The basic elements in the profit and loss account included revenues, expenses, and their difference, which expressed final profit or loss and showed the laboratory's profitability. Revenues come from fees charged for the tests performed, and expenses refer to all expenses needed to earn revenues.

To use this method for analysis of laboratory's business performance, for the purpose of profit and loss account, revenues and expenses were additionally divided into different categories. Revenues were divided according to the patient's referral (hospital, outpatient services, primary care) and other sources, such as financial donations or direct financial remuneration for provided laboratory services (profit and loss account, Table 2 ). Expenses were divided into direct material expenses, other production expenses (direct labor and overhead expenses), and general expenses (indirect and others).

The profit and loss account for the Clinical Laboratory at Našice General County Hospital in 2008 and models created by economic sensitivity analysis (in €)

Profit and loss account	Real system	Models
Profit and loss account	Real system	automation	informatization	three employees less	additional tests	reduced tests for outpatient services	reduced tests for primary health care

(1.1) hospital	534 241	534 241	534 241	534 241	534 241	534 241	534 241
(1.2) outpatient services	311 049	311 049	311 049	311 049	311 049	91 991	311 049
(1.3) primary health care	340 740	340 740	340 740	340 740	340 740	340 740	0
(1.4) other	10 899	10 899	10 899	10 899	75 342	10 899	10 899


(2.1) directs materials expenses	211 895	231 983	211 895	231 983	228 879	173 721	139 152
(2.2) other production expenses	366 699	366 699	366 699	310 783	366 699	366 699	366 699
(2.2.1) direct labor	352 128	352 128	352 128	296 212	352 128	352 128	352,128
(2.2.2) production overhead expenses	14 571	14 571	14 571	14 571	14 571	14 571	14 571
(2.3) general expenses	147 912	147 912	166 783	166 783	147 912	147 912	147 912
(2.3.1) indirect	125 925	125 925	126 889	126 889	125 925	125 925	125 925
(2.3.2) other	21 987	21 987	39 894	39 894	21 987	21 987	21 987

A profit and loss account provides a profit breakdown expressed through a contribution margin, gross profit, and operating profit. A contribution margin is the total revenue (charged laboratory tests and other income) minus direct material expenses. Gross profit is the difference between the total revenue and total production expenses (direct material expenses and other production expenses). Operating profit with a positive number sign indicates profitable business operations, whereas negative number sign indicates unprofitable business operations.

Economic sensitivity analysis

Economic sensitivity analysis was used to show how business operations may be changed by changing one or more parameters in the profit and loss account ( 16 ). This type of analysis showed the influence of changes in the revenues or expenses on business operations, ie, profitability of the clinical laboratory expressed as operating profit. By changing input parameters, revenues or expenses, we created six models for changing operating profit in comparison with the basic model of clinical laboratory business operations. In other words, economic sensitivity analysis was based on the data obtained by SWOT analysis.

Data for the following models are shown ( Table 2 ): automation, informatization, three employees less, additional tests, reduced tests for outpatients, and reduced test for primary health care.

Data on income in Croatian Kuna (HRK) were converted at the exchange rate of €1 to HRK 7.26 (June 2010 exchange rate list).

Institution

The Clinical Laboratory at Našice General County Hospital was chosen as a case laboratory for this study. The SWOT analysis and profit and loss account were performed for the fiscal year of 2008, which corresponds to a calendar year. The Clinical Laboratory is a typical provider of clinical laboratory services for all hospital in-patients, hospital outpatients, and patients referred from primary care offices in the region. The Našice General County Hospital is a non-profitable health institution supported by the state budget through the Croatian Institute of Health Insurance.

Table 1 shows the SWOT analysis results. Strengths include availability to patients 24 hours a day, which is a unique service offered by no other laboratories receiving patients referred from primary practice in the region; wide range of different tests; and profitable business operations in 2008 ( Table 2 ). Weaknesses consist of the lack of information system, incomplete automation, high costs of direct labor, and a lack of system for measuring labor efficiency of the laboratory staff.

Opportunities include automation, informatization, reduction in direct labor expenses along with the implementation of automation and informatization, and increase in additional tests that are currently performed by other laboratories in the region. Threats include possible cessation of tests for outpatient services and patients referred from primary care.

Clinical laboratory model

The basic model of clinical laboratory as an economic unit shows the actual business operations in 2008 ( Table 2 , real system). In 2008 fiscal year, the clinical laboratory operated profitably and realized a positive operating profit of €470 423 ( Table 2 ).

Economic modeling of a clinical laboratory

Economic sensitivity analysis was used to develop six calculated models to change the operating profit with regard to the basic model. The models include automation model, informatization model, “three employees less” model, additional tests model, reduced laboratory tests for outpatient services model, and reduced laboratory tests for primary care model.

The automation model ( Table 2 ) showed that the operating profit decreased to €450 335 in comparison with operating profit produced by the basic model, but increased the expenses related to laboratory reagents (direct material expenses) by €20 088 to cover for the cost of laboratory automation. The informatization model ( Table 2 ) increased other expenses by €18 871, which led to a decreased operating profit of €451 552 in comparison with that produced by the basic model.

By simultaneous informatization and automation, it is possible to reduce direct labor expenses by reducing the number of staff (gross salaries) by three, as shown by the “three employees less” model ( Table 2 ). According to this model, operating profit was €487 380 (three gross salaries amount to €55 916), ie, it increased by €16 957 in comparison with the operating profit of the basic model.

The additional tests model ( Table 2 ) assumed increased number of tests performed as part of systematic physical examination, for the purpose of physician's certificate, and upon personal request by the patient (direct payment), which is a service currently offered by other laboratories in the region. According to this model, the operating profit would increase by €47 459 and amount to €517,882. Other revenue would increase by €64 443 (€75 342-10 899, Table 2 ) and expenses would increase by €16 984 (€228 879-211 895, Table 2 ), equaling the cost of laboratory reagents used for additional tests.

The reduced laboratory test for outpatient services model ( Table 2 ) reduced the number of specialized laboratory tests and consequently the revenue in this category. According to this model, the operating profit was reduced by €180 884, totaling €289 539. In the model of reduced laboratory testing for primary care ( Table 2 ), there were no tests performed for primary care patients and, consequently, there was no revenue in this category. The total revenue was, therefore, reduced by the revenue in this category and led to a decrease in the operating profit of €267 997 in comparison with that produced by the basic model, totaling €202 426.

In this study, the SWOT analysis showed strengths, weaknesses, opportunities, and threats for the Clinical Laboratory at Našice General County Hospital. The important strength of the laboratory was its 24-hour availability every day of the year, because the laboratory works around the clock in three shifts. None of the laboratories receiving patients referred from primary care and located within 50 km from the Našice General County Hospital are constantly available, but operate in two shifts on work days only. The next strength was the wider range of tests offered in comparison with the range of tests performed by other laboratories for the primary care, followed by the profitable business operations. The profitable business operations were shown by the profit and loss account, where operating profit in 2008 was €470 423. The strengths of the laboratory should be further developed by including new tests whose profitability should be evaluated beforehand, as required by good financial management ( 17 ). New tests should be introduced according to the market demands, which should be investigated through interviews with physicians in the geographic region and health insurance companies.

The weaknesses of the laboratory include lack of informatization and incomplete automation, high expenses of direct labor, ie, gross salaries, which account for 4% of total expenses, and lack of the system for measuring labor efficiency. It is not possible to financially stimulate the laboratory staff to work more efficiently, because the laboratory is an organizational unit within the hospital financed from the state budget and each employee receives a salary determined by the number of points for their professional qualification level and conditions of work. This salary system is used statewide in Croatia and cannot be changed by the laboratory manager. This weakness may be reduced by finding other possible ways to motivate the staff and value their work in a non-financial way, for example, by internal reorganization of the laboratory where one employee would be entrusted with managing 2-3 other laboratory employees and thus earn respect and feel more satisfied. In the following year, automation and informatization could be implemented. Irrespective of the cost, the benefits of informatization and automation are unquestionable as they substantially increase the quality of services ( 18 ). Consequently, according to our estimate, informatization and automation would reduce by three the number of employees required to perform the same number of laboratory tests as in the analyzed year, which would then reduce the direct labor expenses, ie, gross salaries expense. Reduction in direct labor expenses would be permanent. The cost of possible automation of €20 088 would be covered by increased price of laboratory reagents over a specified period of time, usually a five-year period. After the automation was paid off, the price of reagents would be reduced back to original one. Informatization that would cost €18 871 could be fully paid off at once.

It should be noted that the investment in informatization is treated as a one-time expense, meaning that the informatization purchase value is expressed as an expense in the year when the purchase was made. This rule applies to all institutions financed by the government budget. If the laboratory was privately owned, the purchase value of the informatization equipment of €18 871 would be divided over four years, increasing the annual expenses over the four-year period by €4 717.75. By automation, informatization, and reduced number of employees, the weakness of having high labor expenses would be transformed into an opportunity to increase laboratory test volume and reduce labor expenses. In this way, interdependence of calculated models is demonstrated because the expenses of automation (€20 088) and informatization (€18 871) are lost by reducing the expenses of the gross salaries of the three employees (€55 916).

New opportunity for every clinical laboratory would be to take on additional laboratory tests. Studies into market expansion show that profitability is increased with an increase in the number of users, which is the usual practice in the United States and other market-oriented countries ( 19 ). Additional work for the Clinical Laboratory at Našice General County Hospital would include laboratory tests that are currently not performed at the clinical laboratory but are performed at other laboratories in the close region and include tests for the purpose of issuing physician's certificates, tests performed within systematic physical examinations, and tests paid directly by the patients. By performing additional tests, the operating profit would increase by €47 459. If possibilities and opportunities were realized, the operating profit would increase to €535 804, which unifies simultaneous application of the first four models: automation, informatization, three employees less, and additional tests. Together they would represent the best model to improve business operations.

The threat to the clinical laboratory is the establishment of a new clinical laboratory that would take over part of the patients and thus lead to the reduction in the number of tests performed, as shown by the models of economic operations: models of reduced tests for outpatient services and reduced tests for primary care. If this threat became a reality, the operating profit would be reduced to €202 426 (€267 997 less). Patients can request specialized tests in other laboratories if they are willing to pay travel expenses to a remote laboratory. Reduced tests for outpatient services would lead to a reduction in the operating profit by €180 884, ie, the operating profit would amount to €289 539. If a new laboratory was established, it would substantially reduce the operating profit of the clinical laboratory, because the laboratory could take over patients referred from the primary care and perform specialist tests for outpatient services. In that case, the operating profit would be reduced by €448 881 and amount to only €21 541, which combines both models of reducing the tests. If the threat of reduction in the number of tests performed was removed, continuous development and market surveillance are needed. Reducing expenses in all categories, which are greater in the developed European countries than in the United States ( 19 ), by carefully monitoring the labor process may lead to improved business performance of the clinical laboratory irrespective of the way in which it is financed. There is a possibility to realize various combinations of mentioned models, and their individual presentation enables computer modeling of economic operations.

According to the SWOT, profit and loss account, and economic sensitivity analyses, it is possible to quantify the effects of each described change. If all threats became a reality, their sum would amount to €448 881, and the sum of total opportunities only to €65.381. Therefore, total risk resulting from the threats is seven times greater than the possible growth based on the opportunities. In other words, the results showed that there is a possibility to reduce the operating profit from €470 723 to only €21 542, which is a 95% decrease, and the possibility to increase the operating profit to €535 804, which is a 14% increase. A new laboratory seems to be the greatest threat.

The financial situation in the health care system in the Republic of Croatia is unfavorable, but this type of analysis could lead to a positive financial shift despite the fact that making profit is not the primary function of the health system. Every health department manager should have basic knowledge of economic principles and their application. By using the knowledge of economy and analysis presented in this article, the Clinical Laboratory of Našice General County Hospital may increase its profitability and become a role model for other laboratories in business performance analysis.

Acknowledgments

Funding None.

Ethical approval Not required.

Declaration of authorship VB had substantial contributions to conception and design of the study, acquisition of data, and data analysis and interpretation, drafting the article and revising it critically for the whole content, and gave the final approval of the study. HP had substantial contributions to analysis and interpretation of data, revising the article critically for the intellectual content, and gave the final approval of the study. MP had substantial contributions to analysis and interpretation of data. revising the article critically for the intellectual content, and gave the final approval of study.

Competing interests MP is the statistical editor of the Croatian Medical Journal . To ensure that any possible conflict of interest relevant to the journal has been addressed, this article was reviewed according to best practice guidelines of international editorial organizations. All other authors have completed the Unified Competing Interest form at www.icmje.org/coi_disclosure.pdf (available on request from the corresponding author) and declare: no support from any organization for the submitted work; no financial relationships with any organizations that might have an interest in the submitted work in the previous 3 years; no other relationships or activities that could appear to have influenced the submitted work.

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Using the PICOT and SWOT methodologies to analyse clinical studies

PICOT: a method to breakdown the design of a study into its essential components

Intervention of interest:

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Outcome of interest:

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SWOT: a step-wise method to critically appraise the strengths and weakness of a study

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A Step-By-Step Guide To SWOT Analysis In Healthcare [2024]

Sliman M. Baghouri

Benefits of SWOT Analysis in healthcare

What is SWOT analysis in healthcare?

1) SWOT Analysis arms you against future obstacles

2) It uncovers the untapped opportunities for you to take advantage of.

3) It gets your medical business out of the tunnel vision trap

4) You can use SWOT Analysis to reverse engineer your competitors

The 4 SWOT Analysis Process

1) Strengths

2) Weaknesses

3) Opportunities

How to conduct SWOT analysis in healthcare

Draw Four Quadrants of SWOT Analysis

Gather the information

Introducing the SWOT Strategy Canvas™, a visual representation to measure your success

How to develop a SWOT Strategy Canvas™

Examples of SWOT analysis in healthcare

Hospital SWOT Analysis example

SWOT analysis for nurses example

Your Practical SWOT Action Plan (+example)

1) Leveraging Strengths

2) Addressing Weaknesses down junction sign

3) Seizing Opportunities

4) Mitigating Threats

5) Patient-Centric Actions .st0{fill:#ffc10d;} .st1{fill:#ffc10d;}

6) Monitoring and Evaluation

7) Adaptability and Continuous Improvement

The ‘secret’ to a battle-proven healthcare SWOT analysis

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