1.

0 INTRODUCTION

Strategic or institutional management is the conduct of drafting, implementing and

evaluating cross-functional decisions that will enable an organization to achieve its long-term
objectives. It is the process of specifying the organization's mission, vision and objectives,
developing policies and plans, often in terms of projects and programs, which are designed to
achieve these objectives, and then allocating resources to implement the policies and plans,
projects and programs. A balanced scorecard is often used to evaluate the overall performance of
the business and its progress towards objectives.
In most (large) corporations there are several levels of management. Strategic
management is the highest of these levels in the sense that it is the broadest - applying to all parts
of the firm - while also incorporating the longest time horizon. It gives direction to corporate
values, corporate culture, corporate goals, and corporate missions. Under this broad corporate
strategy there are typically business-level competitive strategies and functional unit strategies.
Corporate strategy refers to the overarching strategy of the diversified firm. Such a
corporate strategy answers the questions of "in which businesses should we be in?" and "how
does being in these businesses create synergy and/or add to the competitive advantage of the
corporation as a whole?"
Business strategy refers to the aggregated strategies of single business firm or a strategic
business unit (SBU) in a diversified corporation. According to Michael Porter, a firm must
formulate a business strategy that incorporates either cost leadership, differentiation or focus in
order to achieve a sustainable competitive advantage and long-term success in its chosen arenas
or industries.
Many companies feel that a functional organizational structure is not an efficient way to
organize activities so they have reengineered according to processes or SBUs. A strategic
business unit is a semi-autonomous unit that is usually responsible for its own budgeting, new
product decisions, hiring decisions, and price setting. An SBU is treated as an internal profit
centre by corporate headquarters. A technology strategy, for example, although it is focused on
technology as a means of achieving an organization's overall objective(s), may include
dimensions that are beyond the scope of a single business unit, engineering organization or IT
department.
2.0 HOSPITAL BACKGROUND
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 Sabah Medical Centre (SMC) was established in 1986 as a private hospital with
comprehensive modern facilities. Being one of the most advanced hospitals in Sabah, East
Malaysia and BIMP-EAGA region, SMC's specialist team of highly trained doctors provide you
with medical attention using the latest state-of-the-art medical equipment and operating theatres
of the most advanced technology, including Magnetic Resonance Imaging (MRI), Tomography,
Ultrasound Scanning, Bone Densitometry and Mammography.
SMC is well equipped and committed to give you the best in medical care. In doing so,
SMC works with other Professional Health Care personnel for technical collaboration, for
example the National Heart Institute in Kuala Lumpur. Supported by the in-house Intensive Care
Unit, SMC is the only hospital in Sabah able to perform Open Heart Surgery and Cardiothoracic
Surgery. In addition, SMC provides the only Cardiac Catheterization Laboratory and Oncology
facility in Sabah.
SMC are dedicated to provide consistent healthcare services of international standard, to
improve the quality of life in the community by dealing speedily and efficiently with problems
that affect the health of its members, to rehabilitate patients and to promote healthcare services.
Now, SMC is knows as KPJ Sabah Specialist Hospital.

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 Now it’s known as KPJ Sabah Specialist Hospital

3.0 ORGANIZATION ADVERTISEMENT

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3.1 What is laparoscopy?
Laparoscopy, also known as diagnostic laparoscopy, is a surgical diagnostic procedure
used to examine the organs inside the abdomen. It’s a low-risk, minimally invasive procedure that
requires only small incisions.

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 Laparoscopy uses an instrument called a laparoscope to look at the abdominal organs. A
laparoscope is a long, thin tube with a high-intensity light and a high-resolution camera at the
front. The instrument is inserted through an incision in the abdominal wall. As it moves along, the
camera sends images to a video monitor.
Laparoscopy allows your doctor to see inside your body in real time, without open
surgery. Your doctor also can obtain biopsy samples during this procedure.

3.2 Why is laparoscopy performed?

Laparoscopy is often used to identify and diagnose the source of pelvic or abdominal
pain. It’s usually performed when noninvasive methods are unable to help with diagnosis.
In many cases, abdominal problems can also be diagnosed with imaging techniques such
as:
 ultrasound, which uses high-frequency sound waves to create images of the body.
 CT scan, which is a series of special X-rays that take cross-sectional images of the body.
 MRI scan, which uses magnets and radio waves to produce images of the body.
Laparoscopy is performed when these tests don’t provide enough information or insight
for a diagnosis. The procedure may also be used to take a biopsy, or sample of tissue, from a
particular organ in the abdomen.
Your doctor may recommend laparoscopy to examine the following organs:
 appendix
 gallbladder
 liver
 pancreas
 small intestine and large intestine (colon)
 spleen
 stomach
 pelvic or reproductive organs
By observing these areas with a laparoscope, your doctor can detect:
 an abdominal mass or tumor.
 fluid in the abdominal cavity.
 liver disease.
 the effectiveness of certain treatments.
 the degree to which a particular cancer has progressed.
As well, your doctor may be able to perform an intervention to treat your condition
immediately after diagnosis.

3.3 How is laparoscopy performed?

Laparoscopy is usually done as an outpatient procedure. This means that you’ll be able to
go home the same day as your surgery. It may be performed in a hospital or an outpatient surgical
center.
You’ll likely be given general anesthesia for this type of surgery. This means that you’ll
sleep through the procedure and won’t feel any pain. To achieve general anesthesia, an
intravenous (IV) line is inserted in one of your veins. Through the IV, your anesthesiologist can
give you special medications and well as provide hydration with fluids.
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 In some cases, local anesthesia is used instead. A local anesthetic numbs the area, so even
though you’ll be awake during the surgery, you won’t feel any pain.
During laparoscopy, the surgeon makes an incision below your belly button, and then
inserts a small tube called a cannula. The cannula is used to inflate your abdomen with carbon
dioxide gas. This gas allows your doctor to see your abdominal organs more clearly.
Once your abdomen is inflated, the surgeon inserts the laparoscope through the incision.
The camera attached to the laparoscope displays the images on a screen, allowing your organs to
be viewed in real time.
The number and size of incisions depends upon what specific diseases your surgeon is
attempting to confirm or rule out. Generally, you get from one to four incisions that are each
between 1 and 2 centimeters in length. These incisions allow other instruments to be inserted. For
example, your surgeon may need to use another surgical tool to perform a biopsy. During a
biopsy, they take a small sample of tissue from an organ to be evaluated.
After the procedure is done, the instruments are removed. Your incisions are then closed
with stitches or surgical tape. Bandages may be placed over the incisions.

3.4 The Psychological Principles

Have you ever seen a commercial or an ad and been instantaneously motivated to go out
and purchase that product or service that is being advertised? Ever wondered why? I’m sure it’s
crossed over a few minds! There is in fact an explanation for the reasoning behind what it is in
advertisements that consumers find appealing.
Some may snort when being told that advertisements really work. These sceptical
minds seem to have resistance to advertisements themselves, and think that everyone’s
mind would operate in the same way. Unfortunately, people who can resist the effect by
advertisements are rare.
Scott (1908) reported an interesting experience: actually if an advertisement
portrayed a piece of soap as being relaxing, one would actually feel relaxed when using
it. Advertisements do not only lure you to buy their products or using the services, they
may even alter your perception on the product or services if you ever buy or use them.
People have a limited amount of space in their short-term memory. In fact, most
people can only remember seven pieces of information (plus or minus two pieces in any given
situation) at a time. To cope, most people tend to cluster similar pieces of information together
such as the advertisement of using 3D Laparoscopy System at KPJ Sabah Specialist Hospital.
So when they're creating content, they always keep clustering in mind. How can they
design and lay out their content to increase memory retention? One way to do it is by grouping
similar topics together -- either under numbered bullet points or with different header sizes.

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Besides being much easier to scan, their writing will be much easier to remember and recall
down the road -- especially if they’re creating long lists of content.
When an advertisement is designed to create brand awareness, the ad itself may portray a
message using repetition of the brand name and words and pictures related to the brand in question.
However, being repetitive does not necessarily get the point across.
The most important marketing psychology principles:
1) PRIMING
Priming refers to the way that one stimulus affects the way someone responds to
another. If visitors are primed with words that make them think about purchasing things
or using the services like the 3D Laparoscopy System at KPJ Sabah Specialist Hospital,
they’ll be easier to convert into customers. Priming leads and then leaving them with
a call-to-action could help you convert them into sales more easily.

2) ACTION PARALYSIS
Action paralysis is another principle that could be utilized by a simple call-to-
action. The theory of action paralysis suggests that people tend to over-analyze their
thoughts and second guess themselves. By including a call-to-action that tells
people why they should act on it, you could interrupt them in the process of second-
guessing. Insist that your product or service is effective and will make a difference so
they’ll have a reason to follow through with it and not second-guess.

3) RECIPROCITY
Reciprocity refers to the idea that if someone does something for you, you feel
obligated to do something for them in return. Now imagine if you gave away some
branded merchandise to a bunch of people. They’d definitely feel more obligated to give
you their business than they would if you hadn’t given them anything.

4) SOCIAL PROOF
Social proof suggests that people will tend to take on similar beliefs to those they
can relate to and trust. There are a bunch of ways to utilize social proof in your marketing
strategy. For example, including testimonials from satisfied customers using the 3D
Laparoscopy System at KPJ Sabah Specialist Hospital will show potential customers
that your business is a good one and encourage them to try it out for themselves. Another
example lies in influencer marketing. An influencer is someone that has a large social
media following and a trusted opinion. If an influencer endorses your product, many of
their followers will look into it as well.

5) SCARCITY

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 The principle of scarcity indicates that people are more likely to see a rare
opportunity, event or product as valuable. When people think that something that was
once abundant has become scarce, they’ll be more likely to try and obtain it. If so many
people bought a product and now there are now only three left, consumers will think that
everyone else bought it because it was so good! However, don’t use fake scarcity and
claim you only have three products left if you actually have many. This is simply
unethical and consumers will likely see right through it. You don’t need a Ph.D to
successfully incorporate psychology into your marketing scheme. You could absolutely
strengthen your marketing strategy just by using some of the marketing psychology
principles.

4.0 SOLUTION
Many healthcare organizations have used their hot-for-profit status and the importance of
their missions as excuses to avoid making difficult strategic trade-offs. Indeed, some of them
have even been highly critical of organizations that have made such trade-offs. For-profit
hospitals that are selective in the patients they serve, or entities such as cosmetic surgery centers,
boutique physician practices, freestanding dialysis clinics, and the like, all have been looked on
with disdain. Yet the essence of strategy rests in these sorts of trade-offs.
Strategic trade-offs do not need to be mercenary, however. Nor do they imply lower-
quality care or compromising the not-for-profit mission. Rather, they address the reality that no
organization can be all things to all people. In short, by thinking more creatively in the future

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than they have in the past, healthcare organizations can begin to make the sorts of trade-offs that
will allow them to choose a strategic position. They then can design an activity set to support that
position--one that will allow them to be financially viable while simultaneously achieving and
sustaining superior programmatic performance.

5.0 CONCLUSION
Although a sense of direction is important, it can also stifle creativity, especially if it is
rigidly enforced. In an uncertain and ambiguous world, fluidity can be more important than a
finely tuned strategic compass. When a strategy becomes internalized into a corporate culture, it
can lead to group think. It can also cause an organization to define itself too narrowly. An
example of this is marketing myopia.
Many theories of strategic management tend to undergo only brief periods of popularity.
A summary of these theories thus inevitably exhibits survivorship bias (itself an area of research
in strategic management). Many theories tend either to be too narrow in focus to build a
complete corporate strategy on, or too general and abstract to be applicable to specific situations.
Populism or faddishness can have an impact on a particular theory's life cycle and may see
application in inappropriate circumstances. See business philosophies and popular management
theories for a more critical view of management theories.
In 2000, Gary Hamel coined the term strategic convergence to explain the limited scope
of the strategies being used by rivals in greatly differing circumstances. He lamented that
strategies converge more than they should, because the more successful ones are imitated by

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firms that do not understand that the strategic process involves designing a custom strategy for
the specifics of each situation.
Ram Charan, aligning with a popular marketing tagline, believes that strategic planning
must not dominate action. "Just do it!", while not quite what he meant, is a phrase that
nevertheless comes to mind when combatting analysis paralysis.

REFERENCES

Ansoff, Igor Corporate Strategy McGraw Hill, New York, 1965.

David, F Strategic Management, Columbus:Merrill Publishing Company, 1989.

Drucker, Peter The Practice of Management, Harper and Row, New York, 1954.

Elcock, Howard, "Strategic Management," in Farnham, D. and S. Horton (eds.), Managing the
New Public Services, 2nd Edition, New York: Macmillan, 1996, p. 56.

Hamel, G. & Prahalad, C.K. “The Core Competence of the Corporation”, Harvard Business
Review, May–June 1990.

Markides, Constantinos “A dynamic view of strategy” Sloan Management Review, vol 40, spring
1999, pp55–63.

Moore, Mark H., Creating Public Value: Strategic Management in Government, Cambridge:
Harvard University Press, 1995.

Ohmae, K. The Mind of the Strategist McGraw Hill, New York, 1982.

Sweet, Franklyn H. Strategic Planning... A Conceptual Study, Bureau of Business Research, The
University of Texas, 1964.

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Tichy, Noel Managing Strategic Change: Technical, political, and cultural dynamics, John
Wiley, New York, 1983.

http://www.sabah.org.my/smc

www.sabahmedicalcentre.com

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