Strategic Positioning and Competitiveness of Lembang Regional General Hospital: A Qualitative Case Study Using SWOT–IFAS/EFAS Analysis

Muhammad Hidayat; Taufik Zulfikar; Rahadian Malik; Kosasih Kosasih; Abdul Gani Sidqi; Farida Yuliati

doi:10.47650/pjphsr.v6i3.2865

Muhammad Hidayat Program Studi Magister Manajemen, Universitas Sangga Buana Bandung, Bandung, Indonesia
Taufik Zulfikar Program Studi Magister Manajemen, Universitas Sangga Buana Bandung, Bandung, Indonesia
Rahadian Malik Program Studi Magister Manajemen, Universitas Sangga Buana Bandung, Bandung, Indonesia
Kosasih Kosasih Program Studi Magister Manajemen, Universitas Sangga Buana Bandung, Bandung, Indonesia
Abdul Gani Sidqi Program Studi Magister Manajemen, Universitas Sangga Buana Bandung, Bandung, Indonesia
Farida Yuliati Program Studi Magister Manajemen, Universitas Sangga Buana Bandung, Bandung, Indonesia

DOI: https://doi.org/10.47650/pjphsr.v6i3.2865

Keywords: Bed Occupancy Rate, Regional Public Service Agencies, Business Strategy, Public Hospital, SWOT

Abstract

Indonesian public hospitals face intense market pressure to balance social mandates with operational efficiency. This study aims to analyze current business strategies, evaluate competitiveness, and formulate strategic priorities for Lembang Regional General Hospital. Employing a qualitative single case study from March to August 2026, data were gathered via triangulation using observations, document analysis, and interviews with five purposive informants. Framework thematic analysis supported by NVivo 12 Plus managed the data, while strategic positioning was mapped onto a SWOT Cartesian diagram using weighted IFAS/EFAS matrices. The empirical results reveal an operational paradox where a doubling of outpatient traffic fails to optimize inpatient care, leaving the bed occupancy rate at a suboptimal 45%. Matrix calculations yield an internal variance of +0.05 and a robust external variance of +0.96, placing the hospital firmly in Quadrant I (Growth). This precarious positioning indicates that growth is heavily subsidized by lucrative external market locations rather than internal capabilities, which are severely constrained by a small footprint. Consequently, RSUD Lembang must leverage its flexible funding to optimize service layouts and establish dedicated marketing units while planning long-term institutional relocation to a representative site.

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