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Publishers: Wiley THE STRATEGIC MANAGEMENT OF HEALTH CARE ORGANIZATIONSThe book 'The Strategic Management of Health Care Organizations' aims to provide a structured strategic management approach is what's needed to tackle the revolutionary change the healthcare system has been experiencing. Today, healthcare organizations have almost universally embraced the strategic perspective first developed in the business sector and now have developed strategic management processes that are uniquely their own. Healthcare leaders have found that strategic thinking, planning and managing strategic momentum are essential for coping with the dynamics of the healthcare industry. Strategic management has become the single clearest manifestation of effective leadership of healthcare organizations. It is a multiauthored and multidisciplinary integrated book on the subject.The 7th edition of this leading text has been revised and updated to include a greater focus on the global analysis of industry and competition and analysis of the internal environment.The book deliberates on all aspects of strategic planning, analysis of the health services environment (both internal and external) and lessons on implementation. It also looks at organizational capability, sustainability, CSR and the sources of organizational inertia and competency traps. There is a greater focus on the global analysis of industry and competition and analysis of the internal environment. In consultation with feedback from their adopters, the authors have concentrated on the fundamentals of strategy analysis and the underlying sources of profit. This reflects waning interest among senior executives in the pursuit of short-term shareholder value.The book will be a ready-reckoner for administrators, clinicians and practitioners in healthcare facilities for policy making, formulation of standard operative procedures, implementing techniques and processes for strategic planning in healthcare.As ever, students are provided with the guidance they need to strategic planning, analysis of the health services environment (internal and external) and lessons on implementation, with additional discussion on organizational capability, deeper treatment of sustainability and corporate social responsibility and more coverage of the sources of organizational inertia and competency traps.

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Little is known about the sales effects of different aged models on older (65 years and over) and younger (less than 65 years) consumers. This is an important issue because marketers have expressed some fear about using older models in the promotion of products directed at multiple age groups. This article presents the results of a study of 3,390 consumers' sales response to older, younger, and a combination of older and younger models in point‐of‐purchase advertising for an age‐free product. The results indicate that model age does not have a significantly different effect on consumers of different ages. Managerial implications are provided.