ABSTRAK Kata kunci: Strategi Pemasaran Fokus dan

ABSTRAK
Latar Belakang : Rumah Sakit Pertamedika Tarakan melihat kondisi lingkungan
yang dinamis dalam menjalankan misinya menjadi pemberi pelayanan kesehatan
yang berkualitas dan kompetitif. Peluang tampak pada masih adanya kapasitas sisa di
Poliklinik Rawat Jalan, pasar yang memiliki daya beli yang baik, serta nama baik
rumah sakit yang cukup di masyarakat. Ancaman datang dari persaingan di dalam
industri yang sama dan perubahan kebijakan pelayanan kesehatan dari pemerintah.
Rumah Sakit Pertamedika Tarakan belum mempunyai strategi yang komprehensif
untuk berhasil mencapai tujuan usaha dan menjalankan misinya. Untuk itu dipandang
perlu untuk membuat strategi pemasaran yang tepat bagi Rumah Sakit Pertamedika
Tarakan
Tujuan: Mendapatkan strategi pemasaran yang sesuai untuk meningkatkan
kunjungan poliklinik rawat jalan di Rumah Sakit Pertamedika Tarakan.
Metode : Rancangan penelitian ini adalah studi kasus deskriptif. Data diperoleh dari
penelusuran dokumen, kuesioner, dan diskusi kelompok terarah. Responden adalah
para wakil direktur dan para kepala bagian di Rumah Sakit Pertamedika Tarakan,
serta pasien poliklinik rawat jalan. Data dianalisis secara kualitatif dan kuantitatif
deskriptif.
Hasil dan Pembahasan: Pernyataan misi perlu lebih spesifik ada sasaran terukur dan
nilai-nilai kemandirian, serta perlu perbaikan strategi yang dimiliki. Variabel
kekuatan, kelemahan, peluang dan ancaman diidentifikasi dan dibandingkan dengan
persepsi pelanggan. Dilakukan kajian dengan analisis SWOT terhadap variabel yang
teridentifikasi dan dipetakan ke skema rencana strategi generik dari Porter.
Kesimpulan dan rekomendasi : Persepsi pelanggan mendukung identifikasi
variabel. Terdapat kelemahan penting dalam pemenuhan perijinan dan ancaman
perubahan peta penjaminan pasien yang sulit diantisipasi karena keterbatasan fisik
rumahsakit. Posisi rumahsakit dalam diagram kartesius analisis SWOT ada di
kuadran III – kelemahan dan peluang dominan. Perlu dilakukan strategi generik
diferensiasi yang menyeluruh menghadapi perubahan peta penjaminan pasien. Perlu
dukungan dari luar rumahsakit untuk mengatasi persyaratan perijinan rumahsakit ke
depan.
Kata kunci: Strategi Pemasaran Fokus dan Diferensiasi, kunjungan rawat jalan,
rumah sakit
ABSTRACT
Background : Pertamedika Hospital Tarakan faces a dynamic environment changes
while carrying out its missions to be a competitive and excellent health provider.
There are opportunities in optimizing capacity of out-patient clinics, availability of
markets with sufficient buying power, and good reputation of the hospital. Threat
comes from the competition within the health industry and changing government
policy to regulate health sector. The hospital has not stated a comprehensive strategy
to direct itself achieving its goals and carrying out its missions. Therefore the
hospital needs to create a suitable and effective marketing strategy that fits its
condition.
Objective: Defining the right marketing strategy to increase out-patient visit in
Policlinics of Pertamedika Hospital Tarakan.
Method: Design of this study was a descriptive case study. Data collected by
conducting document investigation, questioners, and focus group discussion.
Respondent were among deputy directors and heads of units of Pertamedika Hospital
Tarakan. Analysis were performed by descriptive qualitative and quantitative
methods.
Results and Discussion: The mission statement should consist more specific
objectives, and should state theindependency value. The existing strategy should be
developed. Strength, weakness, opportunity and threat variables were identified and
compared to customer perception. SWOT analysis was conducted to the identified
variables and the variables were mapped to generic strategy theory of Porter.
Conclusion: Customer perception were in line to the identified variables. There was
a significant weakness of fulfilling requirements of government hospital regulations
in the future. There was also threat from on-going alteration of market segmentation
to government-insurred managed care which the hospital hard to anticipate because
of its physical restriction. The hospital position in SWOT analysis diagram was in the
third quadrant which showed the dominance of weakness over strength and
opportunity over threat. It is required to implement generic strategy of differentiation
in hospital-wide action to cope the on-going market segmentation alteration to
managed care. It is needed to seek support from externals of the hospital to gain the
ability to fullfil the health sector regulations in the future.
Keywords: marketing strategy, focus and differentiation, out-patient visit, hospital