Business Strategic

Case Name : “ NHS

England “
Research and Written by :
• Alpin k180284
• Becca K161620
• Marlucia K170467
• Tanty K180561
 Background ( Company
profile, structure,
Introduction. Number of employee, Corporate Strategy.
turnover, branches,
vision and mission ).

Functional Strategy (

Objective
Marketing, Financial, Corporate Social
Swot Analysis. Human Resource, and Responsibility of the
Information System company.
Strategy ).

Conclusion &
Issue and Challenges. recommendation
s.
 NHS England is one of the part of health community
which is provides healthcare to the population in
England free at the point access. Where NHS
provides healthcare free at the point of
consumption.

Introduction
NHS England has a legal duty to promote research
and the use of research evidence in the NHS. We do
this so that the NHS supports and harnesses the
best research and innovations to improve patient
outcomes, transform services and ensure value for
money. Patients benefit from access to clinical
trials including cutting edge treatments and the
NHS benefits from new medicines, technologies
and process.
Background of NHS
England
 NHS England has 50 branches around England
 NHS is funded through taxation
 NHS is one among the industrialized world’s
best health care system
 NHS England provides healthcare to population
in England free at the point of access
 South Warwickshire is one of the hospitals that
are directly controlled by NHS England.
 SWFT (South Warwickshire Foundation Trust)
operated within HNS and hence provides
healthcare free at the point of consumption.
Turn over

 The NHS is funded through taxation, and therefore the metric linear unit
Treasury in 2014-2015 fiscal year provided £98.3bn for the NHS England.
 - Eighty per cent of all contact with NHS is in medical aid and £12bn of total
Budget is spent on primary care services that give access to the overall
practitioners (GPs) within the native family practices.
 - The bulk of the cash concerning sixty per cent is given to 209 clinical
empowerment groups (CCGs). CCGs, every of which usually serves an area
population around 250,000.
 - The money is spent by CCGs on a large vary of suppliers, as well as hospitals,
GPs, dentists, opticians, personal and third-party suppliers.
Structure
Source: Procurement.wales.nhs.uk. (2019). [online] Available at:
http://www.procurement.wales.nhs.uk/resource/37432.62653.file.eng.Picture1.629.228.png [Accessed 17 May 2019].
 Number of
employees
Has over 6,500 staff and mostly the staff
have a previous work experience worked
for the decommissioned primary care
trusts and strategic health authorities.
Vision
“Together with others we will use all of our expertise and resources to support and
improve the wellbeing of our communities.”

Provide high Service Integrate services People Provide a

quality care development development sustainable future
Key Quality

SAFE EFFECTIVE

COMPASSIONATE TRUSTED
 SWOT ANALYSIS:
Strengths:
 There is no real competitor for the NHS although
it doesn’t have monopoly in the market.
 Accident and Emergency service is unique to the
NHS though private hospitals are available
throughout the UK.
 The NHS has continued to grow and expand upon
its services since it was established in 1948.
 NHS maintains good relationship with health
community partners.
Weaknesses:
 Due to increasing population NHS is unable to
cope with the demand.
 High waiting time for the patients.
 Bad behaviors and attitudes of some staff.
Opportunities:
 Uses of marketing strategies to raise the profile of
the NHS.
 Partnerships and joint ventures with private and
voluntary sector.
Threats:
 Work of contractors affects image of NHS.
 High turnover of staff.
 Shift of services to primary care.
SOURCE: UKEssays.com. (2019). Analysis and evaluation of the NHS. [online] Available at:
https://www.ukessays.com/essays/health/analysis-and-evaluation-of-the-nhs-health-essay.php [Accessed 17
May 2019].
 Functional level of strategy
Definition: Functional strategy is the approach a functional area takes to
achieve corporate and business unit objectives and strategies by
maximizing resource productivity.

Objectives: Profitability—producing at a net profit in business

Market share—gaining and holding a specific share of a product market
Human talent—recruiting and maintaining a high quality workforce.
Innovation—developing new product and processes.
Social responsibility—making positive contribution to society.
 Markerting strategy of NHS England
 What we do: We deploy national marketing to
deliver change at scale
 • creating national campaigns with local impact
 • taking an audience-centred, always on, life
course approach

 Why we do it: We support effective local public
health delivery
 • meeting local health needs and supporting
local authorities, NHS and other public services
 • giving cohesion to local services through
recognised brands
How we deliver: We work in partnership to build
coalitions for change
• deploying increasingly sophisticated relationship
marketing approaches
• developing transformational digital partnerships
How we lead: We innovate to move with our
audience
• exploiting new digital communication channels, new
technology and new digital data-driven opportunities
Where we start: We build on the evidence base
• delivering world-class, innovative data-driven
evaluation
Who we target: We target our work where it will be
most effective • using marketing where it will have
greatest leverage • addressing health inequalities
 It focuses on the alignment of financial
management within an organization to gain
strategic advantage. –evaluation, financial mix,
budgeting etc
Where the money goes

10%
Acute hospital
10%
community
Where does the money come from?
47.50% Primary care
10%
Prescribing
10% Mental health
How is the budget for the NHS calculated?
Learning disabilities
12.50%
What is the money spent on?

Financial strategy for NHS England

Information system strategy of NHS
England
 Information has been described
as the lifeblood of the NHS. As
such, it is a vital asset for the
clinical management of
individual patients and the
efficient management of
services throughout the NHS.
Information standards are
essential in order to get the right
health data, to the right people,
at the right time, wherever this
is needed.
 Human resource management strategy
of
NHS England:

The HR in the NHS Plan consists of four 'pillars'

that are intended to attract more workers to the
NHS and facilitate different ways of working:
• making the NHS a model employer;
• providing a model career through the concept
of the 'skills escalator';
• improving staff morale; and
• building people management skills.
 Corporate Social responsibility

 Recycle more and more every year

and carbon reduction
 Help people aged 16-25 who are
unemployed get hands-on work
experience
 Improve the lives of people with
autism through the Autism Project
 Promote public health awareness
including initiatives, for example
anti-smoking campaigns.

https://www.youtube.com/watch?v=V8l
g2QuYjF4
Source: http://www.wiltshireccg.nhs.uk/wp-content/uploads/2016/07/Challenges-1.png [Accessed 17 May 2019].
Source: https://www.sthelensccg.nhs.uk/media/2280/nhs-timeline.jpg?width=599&height=387 [Accessed 17 May 2019].
Conclusion and Recommendation

 Conclusion:
The basic idea of NHS is helping people that fear of being unable to afford
medical treatment for themselves and their families. NHS remains unwavering in
that commitment to universal healthcare, irrespective of age, health, race,
social status or ability to pay. To high quality care for all.

 Recommendation:
Increasing the number of employee, reduce the patient waiting time, provide
more training to increase staff performance level service.