Abstract:In the present day, in the context of the toughening of global competition in the field of health care and the efforts that different countries of the world spend on improving the efficiency of the public sector of economy, the problems associated with determining the factors of competitiveness of healthcare organizations come to the forefront. The research conducted by the authors showed that assessing the competitiveness and development potential of medical companies with the Keigan-Vogel positioning map often gives incorrect results. The study showed that a significant part of errors (22-28%) is due to an incorrect evaluation of the quality and effectiveness of medical services, which necessitates a clear delineation of these concepts. The work shows how these indicators effect the competitiveness of organizations in the health sector and what happens if we do not distinguish between these two concepts.
JEL
IntroductionToday, the health sector plays a crucial role in the state's economic and social policies. In modern conditions, increasingly more stringent requirements are imposed on healthcare institutions, both on the part of the society interested in improving the quality of life, on the part of the state that finances health development programs, and the work of budget institutions within the framework of the current economic policy. (Altunyan & Kotcofana, 2016) In this way, healthcare institutions find themselves in a highly competitive environment, and even in global competition, because modern consumer of health services can choose not only between private and public institutions, but also between domestic and foreign ones. (Rybakov et al., 2013) One of the key issues in this area is the correlation of the quality and effectiveness of medical services, which often are mixed by many researchers. To date, there is no single methodology for assessing the quality of medical services -as a rule, quality is replaced by compliance with standards, and the standards themselves are developed either arbitrarily or based on the amounts allocated to the health care system. Therefore, if we ignore the problems of medical services' quality in modern studies, research gaps arise. In modern works a concept is used that is expressed in the classical work of Lanska and Hartz (1998). However, to analyze the competitiveness of organizations in the healthcare sector this, as the authors' research has shown, is clearly not enough. Methodology To analyse the competitive position of companies providing medical services, the breakthrough positioning model proposed in 2000 by Jonathan Keigan and Craig Vogel was chosen (Cagan & Vogel, 2013) With this model, we can determine the competitive position of the organization, the priority directions of building the company's strategy, and the matching of available resources and capabilities. All companies providing medical services can be divided into 4 types depending on the level of technology, design, and ability to "close" the SET break (generic, kitsch, high-tech, break...
