Internal and External Environmental Analysis of Hospital Organizations: A Strategic Management Study at Hospital X

Abstract

This study aims to analyze the internal and external environmental factors of Hospital X, a private hospital located in a district in Eastern Indonesia, as a basis for strategic formulation for 2026. The research employs a descriptive-analytical approach using the SWOT framework, Internal Factor Evaluation (IFE) matrix, External Factor Evaluation (EFE) matrix, Internal-External (IE) matrix, and the Quantitative Strategic Planning Matrix (QSPM). Data were collected through secondary data analysis, in-depth interviews, and direct observation. The IFE matrix yielded a total weighted score of 2.55, indicating a medium-level internal position in which weaknesses slightly dominate strengths. The EFE matrix produced a score of 2.42, reflecting a below-average responsiveness to external opportunities and threats. Positioning on the IE matrix places Hospital X in Quadrant V, suggesting a hold-and-maintain strategy centered on market penetration and product development. PESTLE analysis reveals significant regulatory influence from BPJS Kesehatan policies, low community purchasing power, digital technology opportunities, and geographic advantages. Porter’s Five Forces analysis shows low competitive rivalry but high supplier bargaining power. The SWOT cross-analysis generated 33 strategic alternatives, subsequently prioritized through QSPM. The top-ranked strategies include cash flow management and cost control (TAS = 3.76), building a referral network ecosystem (TAS = 3.61), and applying quality standards from the parent institution, Parent Hospital (TAS = 3.59). Findings suggest that Hospital X should pursue focused strategies in financial management, human resource development, service quality improvement, and digital ecosystem development to enhance competitiveness and sustainability.