Research Paper on:
Managerial Case Study / HealthSouth Rehabilitation Corporation

Unformatted Sample Text from the Research Paper:
so forth), (4) the building of additional market share and (5) the question of concentrating on just one business or branching out into other areas.  The necessity of answering these question is one inherently derived from the companys success up to its current level. According to relevant research, HealthSouth has been markedly successful in  its business endeavors and expansion campaigns. As the level of speed with which it continues to progress augments sporadically, however, Richard M. Scrushman, the companys Chairman has begun to  wonder whether or not its future will be as successful as its past. With that in mind, this case studys primary thematic objective shall be to illustrate the  potential for HealthSouths success and to warn against its potential failures if and when they are applicable. II. CASE SUMMARY HealthSouth Rehabilitation Corporation,  herein referred to as HRC, began to do business early in 1984. By 1989, it was operating twenty-nine outpatient facilities located in seventeen states. As the corporation progressed  into the 1990s it continued to open both inpatient and outpatient facilities with a notable stress on the latter entity. HRCs competition, which exists  within its thirty-six markets (24 states) is reportedly similar HRC themselves. Differences are judged primarily on the quality of services, projected patient outcomes, responsiveness to the needs of the  patients, community and physicians, respective abilities to tailor programs and services to meet specific needs and charges for the services. Reimbursement for those services which  are provided by HRC is divided into the following two categories: Private pay and Medicare. Breakdown statistics for these are as follows: Private Pay: 90% of all