|
|
 | | | |
- close
- close
- close
- close
| |||||||||
These excerpts taken from the CYH 10-K filed Feb 27, 2009. Competition
The hospital industry is highly competitive. An important part
of our business strategy is to continue to acquire hospitals in
non-urban markets and select urban markets. However, other
for-profit hospital companies and not-for-profit hospital
systems generally attempt to acquire the same type of hospitals
as we do. In addition, some hospitals are sold through an
auction process, which may result in higher purchase prices than
we believe are reasonable.
In addition to the competition we face for acquisitions, we must
also compete with other hospitals and healthcare providers for
patients. The competition among hospitals and other healthcare
providers for patients has intensified in recent years. Our
hospitals are located in non-urban and selected urban service
areas. Those hospitals in non-urban service areas face no direct
competition because there are no other hospitals in their
primary service areas. However, these hospitals do face
competition from hospitals outside of their primary service
area, including hospitals in urban areas that provide more
complex services. Patients in those service areas may travel to
these other hospitals for a variety of reasons, including the
need for services we do not offer or physician referrals.
Patients who are required to seek services from these other
hospitals may subsequently shift their preferences to those
hospitals for services we do provide. Those hospitals in
selected urban service areas may face competition from hospitals
that are more established than our hospitals. Certain of these
competing facilities offer services, including extensive medical
research and medical education programs, which are not offered
by our facilities. In addition, in certain markets where we
operate, there are large teaching hospitals that provide highly
specialized facilities, equipment and services that may not be
available at our hospitals.
Some of our hospitals operate in primary service areas where
they compete with another hospital. Some of these competing
hospitals use equipment and services more specialized than those
available at our hospitals and some of the hospitals that
compete with us are owned by tax-supported governmental agencies
or not-for-profit entities supported by endowments and
charitable contributions. These hospitals can make capital
expenditures without paying sales, property and income taxes. We
also face competition from other specialized care providers,
including outpatient surgery, orthopedic, oncology, and
diagnostic centers.
The number and quality of the physicians on a hospital’s
staff is an important factor in a hospital’s competitive
advantage. Physicians decide whether a patient is admitted to
the hospital and the procedures to be performed. Admitting
physicians may be on the medical staffs of other hospitals in
addition to those of our hospitals. We attempt to attract our
physicians’ patients to our hospitals by offering quality
services and facilities, convenient locations, and
state-of-the-art equipment.
Table of Contents
Competition
The hospital industry is highly competitive. An important part
of our business strategy is to continue to acquire hospitals in
non-urban markets and select urban markets. However, other
for-profit hospital companies and not-for-profit hospital
systems generally attempt to acquire the same type of hospitals
as we do. In addition, some hospitals are sold through an
auction process, which may result in higher purchase prices than
we believe are reasonable.
In addition to the competition we face for acquisitions, we must
also compete with other hospitals and healthcare providers for
patients. The competition among hospitals and other healthcare
providers for patients has intensified in recent years. Our
hospitals are located in non-urban and selected urban service
areas. Those hospitals in non-urban service areas face no direct
competition because there are no other hospitals in their
primary service areas. However, these hospitals do face
competition from hospitals outside of their primary service
area, including hospitals in urban areas that provide more
complex services. Patients in those service areas may travel to
these other hospitals for a variety of reasons, including the
need for services we do not offer or physician referrals.
Patients who are required to seek services from these other
hospitals may subsequently shift their preferences to those
hospitals for services we do provide. Those hospitals in
selected urban service areas may face competition from hospitals
that are more established than our hospitals. Certain of these
competing facilities offer services, including extensive medical
research and medical education programs, which are not offered
by our facilities. In addition, in certain markets where we
operate, there are large teaching hospitals that provide highly
specialized facilities, equipment and services that may not be
available at our hospitals.
Some of our hospitals operate in primary service areas where
they compete with another hospital. Some of these competing
hospitals use equipment and services more specialized than those
available at our hospitals and some of the hospitals that
compete with us are owned by tax-supported governmental agencies
or not-for-profit entities supported by endowments and
charitable contributions. These hospitals can make capital
expenditures without paying sales, property and income taxes. We
also face competition from other specialized care providers,
including outpatient surgery, orthopedic, oncology, and
diagnostic centers.
The number and quality of the physicians on a hospital’s
staff is an important factor in a hospital’s competitive
advantage. Physicians decide whether a patient is admitted to
the hospital and the procedures to be performed. Admitting
physicians may be on the medical staffs of other hospitals in
addition to those of our hospitals. We attempt to attract our
physicians’ patients to our hospitals by offering quality
services and facilities, convenient locations, and
state-of-the-art equipment.
Table of Contents
Competition The hospital industry is highly competitive. An important part of our business strategy is to continue to acquire hospitals in non-urban markets and select urban markets. However, other for-profit hospital companies and not-for-profit hospital systems generally attempt to acquire the same type of hospitals as we do. In addition, some hospitals are sold through an auction process, which may result in higher purchase prices than we believe are reasonable. In addition to the competition we face for acquisitions, we must also compete with other hospitals and healthcare providers for patients. The competition among hospitals and other healthcare providers for patients has intensified in recent years. Our hospitals are located in non-urban and selected urban service areas. Those hospitals in non-urban service areas face no direct competition because there are no other hospitals in their primary service areas. However, these hospitals do face competition from hospitals outside of their primary service area, including hospitals in urban areas that provide more complex services. Patients in those service areas may travel to these other hospitals for a variety of reasons, including the need for services we do not offer or physician referrals. Patients who are required to seek services from these other hospitals may subsequently shift their preferences to those hospitals for services we do provide. Those hospitals in selected urban service areas may face competition from hospitals that are more established than our hospitals. Certain of these competing facilities offer services, including extensive medical research and medical education programs, which are not offered by our facilities. In addition, in certain markets where we operate, there are large teaching hospitals that provide highly specialized facilities, equipment and services that may not be available at our hospitals. Some of our hospitals operate in primary service areas where they compete with another hospital. Some of these competing hospitals use equipment and services more specialized than those available at our hospitals and some of the hospitals that compete with us are owned by tax-supported governmental agencies or not-for-profit entities supported by endowments and charitable contributions. These hospitals can make capital expenditures without paying sales, property and income taxes. We also face competition from other specialized care providers, including outpatient surgery, orthopedic, oncology, and diagnostic centers. The number and quality of the physicians on a hospital’s staff is an important factor in a hospital’s competitive advantage. Physicians decide whether a patient is admitted to the hospital and the procedures to be performed. Admitting physicians may be on the medical staffs of other hospitals in addition to those of our hospitals. We attempt to attract our physicians’ patients to our hospitals by offering quality services and facilities, convenient locations, and state-of-the-art equipment.
Table of ContentsCompetition The hospital industry is highly competitive. An important part of our business strategy is to continue to acquire hospitals in non-urban markets and select urban markets. However, other for-profit hospital companies and not-for-profit hospital systems generally attempt to acquire the same type of hospitals as we do. In addition, some hospitals are sold through an auction process, which may result in higher purchase prices than we believe are reasonable. In addition to the competition we face for acquisitions, we must also compete with other hospitals and healthcare providers for patients. The competition among hospitals and other healthcare providers for patients has intensified in recent years. Our hospitals are located in non-urban and selected urban service areas. Those hospitals in non-urban service areas face no direct competition because there are no other hospitals in their primary service areas. However, these hospitals do face competition from hospitals outside of their primary service area, including hospitals in urban areas that provide more complex services. Patients in those service areas may travel to these other hospitals for a variety of reasons, including the need for services we do not offer or physician referrals. Patients who are required to seek services from these other hospitals may subsequently shift their preferences to those hospitals for services we do provide. Those hospitals in selected urban service areas may face competition from hospitals that are more established than our hospitals. Certain of these competing facilities offer services, including extensive medical research and medical education programs, which are not offered by our facilities. In addition, in certain markets where we operate, there are large teaching hospitals that provide highly specialized facilities, equipment and services that may not be available at our hospitals. Some of our hospitals operate in primary service areas where they compete with another hospital. Some of these competing hospitals use equipment and services more specialized than those available at our hospitals and some of the hospitals that compete with us are owned by tax-supported governmental agencies or not-for-profit entities supported by endowments and charitable contributions. These hospitals can make capital expenditures without paying sales, property and income taxes. We also face competition from other specialized care providers, including outpatient surgery, orthopedic, oncology, and diagnostic centers. The number and quality of the physicians on a hospital’s staff is an important factor in a hospital’s competitive advantage. Physicians decide whether a patient is admitted to the hospital and the procedures to be performed. Admitting physicians may be on the medical staffs of other hospitals in addition to those of our hospitals. We attempt to attract our physicians’ patients to our hospitals by offering quality services and facilities, convenient locations, and state-of-the-art equipment.
Table of ContentsThese excerpts taken from the CYH 10-K filed Feb 29, 2008. Competition
The hospital industry is highly competitive. An important part
of our business strategy is to continue to acquire hospitals in
non-urban markets and select urban markets. However, other
for-profit hospital companies and not-for-profit hospital
systems generally attempt to acquire the same type of hospitals
as we do. In
Table of Contents
addition, some hospitals are sold through an auction process,
which may result in higher purchase prices than we believe are
reasonable.
In addition to the competition we face for acquisitions, we must
also compete with other hospitals and healthcare providers for
patients. The competition among hospitals and other healthcare
providers for patients has intensified in recent years. Our
hospitals are located in non-urban and selected urban service
areas. Those hospitals in non-urban service areas face no direct
competition because there are no other hospitals in their
primary service areas. However, these hospitals do face
competition from hospitals outside of their primary service
area, including hospitals in urban areas that provide more
complex services. Patients in those service areas may travel to
these other hospitals for a variety of reasons, including the
need for services we do not offer or physician referrals.
Patients who are required to seek services from these other
hospitals may subsequently shift their preferences to those
hospitals for services we do provide. Those hospitals in
selected urban service areas may face competition from hospitals
that are more established than our hospitals. Certain of these
competing facilities offer services, including extensive medical
research and medical education programs, which are not offered
by our facilities. In addition, in certain markets where we
operate, there are large teaching hospitals that provide highly
specialized facilities, equipment and services that may not be
available at our hospitals.
Some of our hospitals operate in primary service areas where
they compete with another hospital. Some of these competing
hospitals use equipment and services more specialized than those
available at our hospitals and some of the hospitals that
compete with us are owned by tax-supported governmental agencies
or
not-for-profit
entities supported by endowments and charitable contributions.
These hospitals can make capital expenditures without paying
sales, property and income taxes. We also face competition from
other specialized care providers, including outpatient surgery,
orthopedic, oncology, and diagnostic centers.
The number and quality of the physicians on a hospital’s
staff is an important factor in a hospital’s competitive
advantage. Physicians decide whether a patient is admitted to
the hospital and the procedures to be performed. Admitting
physicians may be on the medical staffs of other hospitals in
addition to those of our hospitals. We attempt to attract our
physicians’ patients to our hospitals by offering quality
services and facilities, convenient locations, and
state-of-the-art equipment.
Competition The hospital industry is highly competitive. An important part of our business strategy is to continue to acquire hospitals in non-urban markets and select urban markets. However, other for-profit hospital companies and not-for-profit hospital systems generally attempt to acquire the same type of hospitals as we do. In
Table of Contentsaddition, some hospitals are sold through an auction process, which may result in higher purchase prices than we believe are reasonable. In addition to the competition we face for acquisitions, we must also compete with other hospitals and healthcare providers for patients. The competition among hospitals and other healthcare providers for patients has intensified in recent years. Our hospitals are located in non-urban and selected urban service areas. Those hospitals in non-urban service areas face no direct competition because there are no other hospitals in their primary service areas. However, these hospitals do face competition from hospitals outside of their primary service area, including hospitals in urban areas that provide more complex services. Patients in those service areas may travel to these other hospitals for a variety of reasons, including the need for services we do not offer or physician referrals. Patients who are required to seek services from these other hospitals may subsequently shift their preferences to those hospitals for services we do provide. Those hospitals in selected urban service areas may face competition from hospitals that are more established than our hospitals. Certain of these competing facilities offer services, including extensive medical research and medical education programs, which are not offered by our facilities. In addition, in certain markets where we operate, there are large teaching hospitals that provide highly specialized facilities, equipment and services that may not be available at our hospitals. Some of our hospitals operate in primary service areas where they compete with another hospital. Some of these competing hospitals use equipment and services more specialized than those available at our hospitals and some of the hospitals that compete with us are owned by tax-supported governmental agencies or not-for-profit entities supported by endowments and charitable contributions. These hospitals can make capital expenditures without paying sales, property and income taxes. We also face competition from other specialized care providers, including outpatient surgery, orthopedic, oncology, and diagnostic centers. The number and quality of the physicians on a hospital’s staff is an important factor in a hospital’s competitive advantage. Physicians decide whether a patient is admitted to the hospital and the procedures to be performed. Admitting physicians may be on the medical staffs of other hospitals in addition to those of our hospitals. We attempt to attract our physicians’ patients to our hospitals by offering quality services and facilities, convenient locations, and state-of-the-art equipment. This excerpt taken from the CYH 10-K filed Feb 20, 2007. Competition
The hospital industry is highly competitive. An important part
of our business strategy is to continue to acquire hospitals in
non-urban markets. However, other for-profit hospital companies
and
not-for-profit
hospital systems generally attempt to acquire the same type of
hospitals as we do. In addition, some hospitals are sold through
an auction process, which may result in higher purchase prices
than we believe are reasonable.
In addition to the competition we face for acquisitions, we must
also compete with other hospitals and healthcare providers for
patients. The competition among hospitals and other healthcare
providers for patients has intensified in recent years. Our
hospitals are primarily located in non-urban service areas. Most
of our hospitals face no direct competition because there are no
other hospitals in their primary service areas. However, these
hospitals do face competition from hospitals outside of their
primary service area, including hospitals in urban areas that
provide more complex services. Patients in our primary service
areas may travel to these other hospitals for a variety of
reasons, including the need for services we do not offer or
physician referrals. Patients who are required to seek services
from these other hospitals may subsequently shift their
preferences to those hospitals for services we do provide.
Some of our hospitals operate in primary service areas where
they compete with another hospital. Some of these competing
hospitals use equipment and services more specialized than those
available at our hospitals and some of the hospitals that
compete with us are owned by tax-supported governmental agencies
or
not-for-profit
entities supported by endowments and charitable contributions.
These hospitals can make capital expenditures without paying
sales, property and income taxes. We also face competition from
other specialized care providers, including outpatient surgery,
orthopedic, oncology, and diagnostic centers.
The number and quality of the physicians on a hospital’s
staff is an important factor in a hospital’s competitive
advantage. Physicians decide whether a patient is admitted to
the hospital and the procedures to be performed. Admitting
physicians may be on the medical staffs of other hospitals in
addition to those of our hospitals. We attempt to attract our
physicians’ patients to our hospitals by offering quality
services and facilities, convenient locations, and
state-of-the-art
equipment.
This excerpt taken from the CYH 10-K filed Mar 11, 2005. Competition The hospital industry is highly competitive. An important part of our business strategy is to continue to acquire hospitals in non-urban markets. However, other for-profit hospital companies and not-for-profit hospital systems generally attempt to acquire the same type of hospitals as we do. In addition, some hospitals are sold through an auction process, which may result in higher purchase prices than we believe are reasonable. In addition to the competition we face for acquisitions, we must also compete with other hospitals and healthcare providers for patients. The competition among hospitals and other healthcare providers for patients has intensified in recent years. Our hospitals are located in non-urban service areas. Most of our hospitals face no direct competition because there are no other hospitals in their primary service areas. However, these hospitals do face competition from hospitals outside of their primary service area, including hospitals in urban areas that provide more complex services. These facilities are generally located in excess of 25 miles from our facilities. Patients in our primary service areas may travel to these other hospitals for a variety of reasons, including the need for services we do not offer or physician referrals. Patients who are required to seek services from these other hospitals may subsequently shift their preferences to those hospitals for services we do provide. Some of our hospitals operate in primary service areas where they compete with one other hospital. One of our hospitals competes with more than one other hospital in its primary service area. Some of these competing hospitals use equipment and services more specialized than those available at our hospitals. In addition, some of the hospitals that compete with us are owned by tax-supported governmental agencies or not-for-profit entities supported by endowments and charitable contributions. These hospitals can make capital expenditures without paying sales, property and income taxes. We also face competition from other specialized care providers, including outpatient surgery, orthopedic, oncology, and diagnostic centers. The number and quality of the physicians on a hospital's staff is an important factor in a hospital's competitive advantage. Physicians decide whether a patient is admitted to the hospital and the procedures to be performed. Admitting physicians may be on the medical staffs of other hospitals in addition to those of our hospitals. We attempt to attract our physicians' patients to our hospitals by offering quality services and facilities, convenient locations, and state-of-the-art equipment. | EXCERPTS ON THIS PAGE:
RELATED TOPICS for CYH: |
| |||||||
