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Under the Directive 2011/24/EU, medical tourism and cross-border health are interrelated terms regarding the freedom to move to get the most accessible medical treatment…
Under the Directive 2011/24/EU, medical tourism and cross-border health are interrelated terms regarding the freedom to move to get the most accessible medical treatment into EU Member State within the defined procedures for reimbursement. Little known empirically regarding the efficiency of the cross-border health/medical tourism industry. This study aims to measure its efficiency in Europe for the years 2010-2014, by using Data Envelopment Analysis (DEA).
Data obtained from OECD and the European Core Health Indicators (ECHI), which is collecting the data through Eurostat. Eurostat collects data on health-care activities and provides data on hospital discharges, including the hospital discharges of non-residents and these include hospital discharges of in-patients and day care patients. The analysis uses “DEA.P, 2.1 for windows” by Coelli (1996).
The results show that the Members States health systems were very efficient in handling non-residents in-patients; however, when managing day cases/outpatients, the efficiency scores dropped.
The findings would have significant associations affecting intentions to revisit clinics and the destination country. In addition, will be useful to those seeking a better understanding of the cross-border health and medical tourism industry efficiency.
Extending the findings of the European Commission report (2015c) by examining how well medical tourists are informed about the decision they are making, would be of perceived value. These are important indicators at European level by helping each Member State to measure its medical tourism services.
The purpose of this paper is to investigate the importance of specific local development policies and partnerships for SME enterprises in Thessaloniki one of the…
The purpose of this paper is to investigate the importance of specific local development policies and partnerships for SME enterprises in Thessaloniki one of the metropolis of south Europe. The two main research questions are: first, what are the most important development policies for firms’ development? and second, in what level these policies receive different significance from firms belonging in different production sectors?
In order to achieve the aims of the paper and answer the research questions, the study uses an extensive use of bibliography, and field research that has been implemented by administering questionnaires on a representative sample of 227 enterprises. The study comes up to valuable conclusions for the firms and the city through the use of exploratory factor analysis, reliability analysis and clustering.
The present research brings on important issues and questions about local economic development because it presents directly the estimations and views of a large number of local enterprises that reflect the image of local economy. Finally, this research gives a satisfactory overview of the inner growth of Thessaloniki and further the results could lead to an evaluation, planning, implementation, rejection or reconstruction of specific actions and policies locally.
The analysis is constrained by weakness since the sample of enterprises is rather small and the results concern only the enterprises located in Thessaloniki. Based on this fact, general conclusions can be drawed for other regions as well as for the whole Greece. This is subjected to more analysis.
The added value of this research is essential since there are only few similar researches in South-East Europe and in Greece. Especially, the relationship between local development policies and firms’ development competitiveness has not been studied enough in the area under consideration.
Enterprises understand and designate the importance of specific policies that affect their development while at the same time through their evaluations they outline the character and dynamics of these policies in a unique dynamic, geographical and productive city like this of Thessaloniki.
The analysis showed that enterprises recognize as positive factor the effort of the local authorities to set the area as a business pole in favour of enterprises and the broader area but policy problems of organization and planning arise that concern mainly the operation and support of local enterprises and specific those from the tourist and service sector. This image raises issues of competence on planning and organization of development polices by the local authorities focusing on specific productive sectors so as the effect of these policies to be effective with positive results for enterprises.
The second part of a case study of the marketing strategy of International Distillers & Vintners (UK) Limited, the first part of which was published in Vol. 3 No. 1 of this journal. A wide‐ranging and detailed description is given of the company's success factors, strategic direction, brand strategies, new brand developments, acquisitions and disposals. An assessment of the lessons and achievements of the company's strategy and an action checklist for strategic planning is provided. The conclusion is that one of the smallest top management teams in the business has quadrupled the company's profits within seven years by creating a strategic blueprint for the rest of the industry to follow, with its emphasis on concentrating management time and attention on premium brands.
A case study is given of International Distillers & Vintners (UK) Limited (IDV (UK)) and an assessment made of the viability of translating theory into practice in the real world – the importance of having a strategy, of strategic planning, and having a success factor as a key component of an organisation′s competitive advantage. Following the appointment of a new managing director at IDV (UK) in 1982, three goals were established: (1) to more than double profits within five years; (2) to increase return on capital employed by almost 50 per cent within five years; and (3) to be the outstanding wine and spirit company in the UK. A sound strategy was required to achieve these goals. The historic background of the organisation is given and the strategic position of IDV (UK) in relation to its competitors and market share is described. A review of the state of the market is given and possible areas for expansion discussed. The quality and pedigree of certain brands and the quality and strength of leadership are proposed as the success factors upon which IDV (UK) could build. Details are given of how the organisation built upon these factors to achieve strategic success; the lessons learned; and the level of achievement and success in the marketplace.