Tows analysis

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TOWS Analysis Worksheet


What trends could harm you?

What threats do your weaknesses expose you to?

[Write threats facing your health care organization here.]


What good opportunities are open to you?

What trends could you take advantage of?

How can you turn your strengths into opportunities?

[Write opportunities facing your health care organization here.]


What could you improve?

Where do you have fewer resources than others?

What are others likely to see as weaknesses?

[Write about your health care organization’s weaknesses here.]


What do you do well?

What unique resources can you draw on?

What do others see as your strengths?

[Write about your health care organization’s strengths here.]




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Common Strategies and Goals Health Care Organizations Develop and Monitor

Please use this as guidance as you begin to begin to analyze the TOWS results for your selected health care organization.

Strategy: Enhance health information technology processes within the organization.

Corresponding goals to support strategy:

Identify potential EHR systems to integrate into the facility.

Install and train staff on selected EHR system.

Identify novel practices and systems for installation or conversion.

Strategy: Improve the patient (customer service) experience.

Corresponding goals to support strategy:

Decrease patient wait times for inpatient and outpatient visits, procedures, et cetera.

Integrate a customer experience survey.

Initiate and develop proactive patient contact.

Strategy: Maximize patient safety while minimizing employee workplace injuries and illnesses.
Corresponding goals to support strategy:

Reduce medication errors.

Increase employee safety training.

Reduce mistakes made during surgical procedures.

Strategy: Strengthen the organization’s value to the community by reducing health disparities.
Corresponding goals to support strategy:

Enhance service delivery to the community.

Meet community defined needs.

Perform community health assessments to better examine community health diseases.


Prepare a TOWS matrix (1-2 page grid) that summarizes a health care organization’s threats, opportunities, weaknesses, and strengths. Write an analysis paper (4-5 pages) highlighting key findings from the TOWS matrix. Create a draft strategic plan (1-2) pages that describes four strategies for the organization to pursue based on findings from the first two course assessments.

Note: Each assessment in this course builds upon the work you have completed in previous assessments. Therefore, you must complete the assessments in the order in which they are presented.

An essential element in evaluating a health care organization’s overall strategy entails examining the company’s resources and competitive capabilities. Are they sufficient to allow the organization to pursue the best market opportunities, while minimizing external threats?

The most widely used tool in conducting this evaluation is a TOWS matrix. A well-executed TOWS analysis provides the basis for crafting the organization’s strategic plan. A key difference needs to be addressed here. SWOT (strengths, weaknesses, opportunities, and threats) analysis has been a popular way to display pertinent external issues and internal strengths and weaknesses. This type of analysis involves listing the organization’s strengths and weaknesses and perceived external opportunities and threats. SWOT, however, does not provide much insight into what strategy decisions might result from the list of strengths and weaknesses and opportunities and threats. As a result, the TOWS matrix (threats, opportunities, weaknesses, and strengths) was developed to provide a better way to develop and evaluate specific adaptive strategic alternatives.

This assessment provides an opportunity for you to complete a TOWS matrix and corresponding analysis, as well as draft a high-level strategic plan based on your TOWS matrix.

By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:

Use the following to complete the assessment.

TOWS Analysis Worksheet [DOCX].

Common Strategies and Goals Health Care Organizations Develop and Monitor [DOCX].

To prepare for the assessment, you are encouraged to create a practice TOWS matrix, using the TOWS Analysis Worksheet. The practice matrix enables you to jot down your initial thoughts and then come back to it later to see whether anything could be expanded on in the matrix that you submit as part of your next assessment.

Consider your selected organization’s threats, opportunities, strengths, and weaknesses. In addition, keep the following key points in mind:

Assumptions: What assumptions do people in the organization’s internal and external environment have? What alternative assumptions might be useful in these situations?

Information: What information do your organization’s internal and external stakeholders have? What information are they missing?

Evaluation Criteria: What criteria would you use to evaluate the quality of the information and the effectiveness of existing or suggested strategies?

In addition, you may wish to review the assessment instructions and scoring guide to ensure that you understand the work you will be asked to complete.

Note: As you revise your writing, check out the resources listed on the Writing Center’s
Writing Support page.


Your manager congratulates you on a fantastic job on the environmental analysis. She now needs your help with the next step in developing a strategic plan for the CEO—completing a TOWS matrix and accompanying analysis. After completing the TOWS matrix and analysis, your manager also wants you to prepare a high-level, draft strategic plan for the organization.

You know that a TOWS matrix is a decision-making tool for developing strategic alternatives. You also know that you will be better able to develop a more effective strategic plan based on an in-depth analysis and understanding of the current environment.


Complete this assessment in two parts:

Part 1: TOWS Matrix and Analysis

Complete a TOWS matrix and accompanying analysis. Download the TOWS Analysis Worksheet and complete it for your selected health care organization. Incorporate your findings from the current environmental analysis you completed in Assessment 1. Be sure to include a minimum of 3–5 items in each quadrant of your matrix, which will give you a total of 12–20 identified and categorized items.

After completing your matrix, summarize the findings from your analysis of each of the four quadrants and develop a high-level, draft strategic plan containing alternative strategies.

Part 2: Draft Strategic Plan

Prepare a high-level, draft strategic plan for your selected organization.

The focus of this assessment is to apply the insights you have gained from your TOWS matrix and the environmental analysis you completed in Assessment 1 to the strategic plan. The information from the matrix quadrants will serve as the foundational criteria for developing your draft plan.

You must be able to look at your TOWS matrix results and then formulate four overarching strategies with at least one operational goal to support each strategy. Whether your strategies are to enhance the strengths you have identified or to improve weaknesses, your draft strategic plan must align with your organization’s mission, vision, and values.

As you prepare your plan, it may be helpful to review common strategies and goals that many health care organizations develop and monitor. Use the following document to guide your analysis of the TOWS results for your selected health care organization: Common Strategies and Goals Health Care Organizations Develop and Monitor.

Include with each of your strategies the core assumptions regarding environmental opportunities and threats, organizational strengths and weaknesses, and organizational behavioral dynamics that are foundational to the strategy. For example, consider:

Service/product life cycle.

Product development.

Organizational culture.

Available funding to execute strategies.

Strategic Plan Requirements

The requirements, outlined below, correspond to the grading criteria in the TOWS Matrix Analysis and Strategic Plan Scoring Guide, so be sure to address each point. Read the performance-level descriptions for each criterion to see how your work will be assessed.

Incorporate methodologies from the knowledge-economy management approach in a strategic plan appropriate for your organization.

Integrate recent strategy management research findings into your strategic plan.

Synthesize operational and financial components into your strategic planning process.

Include your determination of the organizational structure (functional, divisional, or matrix) that best facilitates your strategies.

Create a clear, concise, well-organized, and professional TOWS matrix analysis and strategic plan draft.

Apply proper APA formatting and style guidelines to citations and references.

Additional Requirements

Formatting: Prepare your TOWS matrix analysis and draft strategic plan using a familiar and appropriate document format used by health care organizations, such as a memo, business report, or white paper.

Length: 1–2 pages for TOWS matrix.

4–5 pages for TOWS matrix analysis (roughly one page per quadrant).

1–2 pages for the draft strategic plan.

Submit all three documents for this assessment: 1) TOWS matrix, 2) TOWS matrix analysis, and 3) Draft strategic plan. Remember, you do not need to submit your practice matrix.
Proofread each document to minimize errors that could distract readers and make it more difficult for them to focus on the substance of your work.
Portfolio Prompt: You may choose to save your TOWS matrix analysis to your ePortfolio.
Supporting Evidence
Health care is an evidence-based field. Consequently, readers of these documents will want to know the sources of your information, so be sure to include applicable APA-formatted source citations and references.

Telehealth organization

Miatta Teasley

Capella University

MHA-FPX5010 Strategic Health Care Planning

Professor Chad Moretz

December 1, ,2022


Telehealth uses digital information and communication technology to provide healthcare remotely. Technologies include computers, tablets, and smartphones technology at home. A nurse or other medical professional may provide Telehealth in outlying areas out of a clinic or mobile van (Qian et al., 2021). Telehealth is a tool that doctors may use to supplement or improve care. Telehealth organizations utilize telecommunications and digital communication technology to provide medicinal care, worker and patient schooling, health evidence facilities, and self-care. Animate film conferencing, smartphone apps, “save and forward” electronic broadcast, and RPM are all used in Telehealth. Digital involvement and follow-up may enhance patient quality of life and treatment outcomes. Telehealth may reduce the risk of infection and enhance patient evaluation. Healthcare expenses could be immediately reduced by Telehealth (Qian et al., 2021). Cut back on patient travel and transportation expenses. A telemedicine consultation could replace a hospital visit or stay. Numerous procedures and programs might be economical. Technology may make it easier for more people to access healthcare. Telehealth could enhance coordination, efficiency, and home care.

Telemedicine PESTEL Analysis

PESTEL, which emphasizes the market’s Political, Economic, Social, Technological, Environmental, and Legal environment, would be used to assess the external setting of the telehealth organization. In contrast, Porter’s Five Pressures would be used to assess the market’s competitiveness (DeSilva & Vaidya, 2021). PESTEL is an acronym for the market’s Political, Economic, Social, Technological, Environmental, and Legal environment. industry dynamics like the negotiating power of buyers and distributors, the risk posed by new participants, and replacements are highlighted to gain a better understanding of competition.

a) Political factors

The growth of the telehealth industry has been significantly influenced by several political factors, including the creation of institutions dedicated to innovation, the advancement of technological capabilities, and the cultivation of human resource capacity (DeSilva & Vaidya, 2021). In 1990, the government initiated a strategy with a duration of five years to promote submicron innovation. One component of this strategy was the development of submicron research labs.

b) Economic factors

The only significant financial challenge in the telehealth industry is not caused by demand and supply imbalances. The below-average prices and the market’s excess supply have created a concern for the providers’ cash flow. Economic turmoil may bring the industry’s production down to a lower standard (DeSilva & Vaidya, 2021). Increased output due to performance improvements may cause an economic downturn due to excess supply and weak demand, leading to the closure of businesses due to low profitability. Such may be the case if the supply exceeds the demand. Between 1991 and 2007, the market for telehealth services went through three economic crises due to an excessive supply and a lack of revenues (DeSilva & Vaidya, 2021). This hints that there is a high possibility of another one in the future.

c) Social factors

The government has primarily emphasized enhancing human funding through implementing training that increases resource knowledge (DeSilva & Vaidya, 2021). The fact that it is the only industry in the world to develop labour divisions fully is evidence that social measures have been taken to improve the market’s reputation and overall quality.

d) Technological factors

Because telehealth producers do not possess their technology, they are forced to rely on foreign technical partners, which results in the market still having technological challenges. The participation of the government in telehealth services is being undertaken to reduce this reliance (DeSilva & Vaidya, 2021). The fact that other countries governments cannot innovate is one of the limitations of this system.

e) Environmental factors

The rapid capacity expansion in the telehealth sector is evidence that the United States is an especially advantageous location for manufacturing related to Telehealth (DeSilva & Vaidya, 2021). This monitoring is made even more important by the area’s potential for industrial use.

f) Legal factors

The legal framework of the telehealth industry includes intellectual property rights and legal agreements, which carry with it both opportunities and challenges. If a company’s copyright (also known as intellectual property), handling, and inventions are all legally protected, then the company may be more reliable (DeSilva & Vaidya, 2021). The potential lack of interest in telemedicine on the part of Micron due to a legal contract is evidence of how highly valued legal contracts are in the telehealth industry.

Vision, purpose, and values represent the Telehealth organization’s directional initiatives.

The mission, vision, values, and objectives are all included in the directives. Using a network of volunteer medical professionals and innovative technology, Telehealth can deliver high-quality medical care to some of the world’s poorest and most medically underserved communities (Donner et al., 2021). Such helps to increase the local community’s capacity and provide essential health services. Because of the expansion of the Telehealth group, all residents of South Carolina will have access to medical care. Still, those who live in underserved and rural areas will benefit the most. It will advance trustworthy medical care centered on the patient and delivered promptly, in addition to research and education (Donner et al., 2021). The company will earn a good reputation for providing telehealth services that are collaborative, practical, and cost-effective.

Increasing the number of telehealth healthcare initiatives is one of the ways that service development works to expand access to medical care. Expanding access to Telehealth and mental health initiatives and services is one of the company’s primary focuses. The group also informs and educates members of the general public and healthcare professionals to boost Telehealth’s adoption (Donner et al., 2021). Cooperation between organizations that provide health care, education, and research helps make collaboration possible and strengthens existing relationships. The organization illustrates Telehealth’s advantages by presenting its work results. Through promotion and long-term sustainability, the organization demonstrates Telehealth’s positive effects on access, quality, and cost.

Competition Forces

One of the many components that go into the definition of Telehealth is providing medical care through the Internet. Professionals in the healthcare industry are researching different healthcare delivery models, seeking second opinions, and gathering evidence-based consumer information online (Rashvand & Hsiao, 2018). Patients use the Internet to educate themselves about healthy lifestyle choices, as evidenced by the frequency with which they visit their physicians. In light of the proliferation and variety of healthcare initiatives, it is essential to investigate the factors that contribute to the success of Telehealth and the forces that shape them.

The first step is to understand the traditional competitive forces present in all industries and how the Internet as a disruptive technology has affected these forces to understand the competitive forces present in any e-health endeavor. Accessibility, quality, and value are the three pillars on which modern telehealth companies are built (Rashvand & Hsiao, 2018). It is necessary to have a solid understanding of this value proposition for healthcare. Strategic management aims to achieve a “fit” between an organization and its environment, resulting in the highest possible level of performance. The organizational strategy and goals have to have technical support or enhancement (Rashvand & Hsiao, 2018). Such is especially true for companies actively operating in the twenty-first century, as the core operations and activities rely heavily on technology, information, and knowledge.

Telehealth organizations perform an in-depth market analysis before they formulate a plan. The Porter Five Forces model is useful. Microeconomic principles make up five of the fundamental drivers Porter has modelled as being responsible for explaining competitive laws and industry attractiveness (Rashvand & Hsiao, 2018). When a new competitor enters the market, it initially threatens the market share held by established companies. Second, a replacement could take customers away from a company’s goods or services. Third, compared to businesses, buyers’ or buyer groups’ power lies in their ability to negotiate better prices. Fourth, the ability of suppliers to bargain is determined by the strength of their position compared to other companies in the industry.

Lastly, the current competition considers the relative positions of the major competitors and their market shares. By affecting prices, costs, and capital investment, the potency of these five forces determines Telehealth’s attractiveness and potential for superior financial performance (Rashvand & Hsiao, 2018). After conducting a comprehensive analysis of the market, the company may conclude that one generic strategy makes the most sense for the company and allows it to utilize the majority of its core competencies in the context in which it currently operates.


DeSilva, S., & Vaidya, S. S. (2021). The application of telemedicine to paediatric obesity: Lessons from the past decade.
Telemedicine and e-Health,
27(2), 159–166.

Donner, C. F., ZuWallack, R., & Nici, L. (2021). The role of telemedicine in extending and enhancing medical management of the patient with chronic obstructive pulmonary disease.
57(7), 726.

Qian, L., Sy, L. S., Hong, V., Glenn, S. C., Ryan, D. S., Morrissette, K., Jacobsen, S. J., & Xu, S. (2021). Disparities in outpatient and telehealth visits during the COVID-19 pandemic in a large integrated health care organization: Retrospective Cohort Study (preprint).

Rashvand, H. F., & Hsiao, K.-F. (2018). Integrating telemedicine and telehealth—Advancing Health at a distance.
Telemedicine and Electronic Medicine, 3–32.

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