Volume 9, Issue 1 (2024)
Manage Strat Health Syst 2024, 9(1): 17-31 |
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Ethics code: IR.IAU.NAJAFABAD.REC.1402.218
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Abbasian-Naghneh S. Identifying and Prioritizing Economic Opportunities for Medical Tourism Management: An Analytic Hierarchy process. Manage Strat Health Syst 2024; 9 (1) :17-31
URL: http://mshsj.ssu.ac.ir/article-1-736-en.html
URL: http://mshsj.ssu.ac.ir/article-1-736-en.html
Assistant Professor, Department of Mathematic, Najafabad Branch, Islamic Azad University, Najafabad, Iran , Salman_abasian@yahoo.com
Abstract: (229 Views)
Background: As a growing industry, medical tourism includes many economic opportunities. This industry is the largest and most diverse industry in the world, with a foreign currency income which is equal to the automotive and military weapons industries. The aim of the current research is to identify and prioritize economic opportunities related to medical tourism management, using the Analytical Hierarchy Process (AHP) as a multi-criteria decision-making tool.
Methods: This was a descriptive-survey research with an applied and cross-sectional approach. A survey method was used to collect data, so this study can be classified as field research. The statistical population of the research included 25 people with experience and expertise selected through purposive sampling in the fields of management, tourism, and medicine. The method of collecting data was in the form of library and field studies. The tool for collecting data was a questionnaire of paired comparisons and a check sheet. Data analysis was done with AHP method and Expert Choice 11 software. After collecting the paired comparison questionnaire and calculating the geometric mean, the inconsistency rate of the questionnaires was less than 0.1, which showed that the data had the required validity.
Results: First, using library studies, economic opportunities related to medical tourism were identified. These opportunities included cash generation, technological advancements, job creation, diversification of tourism industry, development of health care infrastructure, knowledge transfer and cooperation, services and ancillary industries, and regional development and diversification of economic activity. Opportunities were prioritized using the AHP method. Cash generation with relative importance of 0.191 was ranked first, job creation with relative importance of 0.162 was second, and technological advances was ranked third with relative importance of 0.131. Diversification to economic activities with a relative importance of 0.45 was ranked ninth which was the lowest.
Conclusion: Strategic marketing, delivering quality healthcare services, competitive pricing, specialized medical care, patient-centered experience, collaboration and partnership, continuous improvement, and strengthening medical tourism infrastructure are the pillars through which medical tourism management can not only generate sustainable revenue but also provide invaluable healthcare services to patients from across the globe.
Methods: This was a descriptive-survey research with an applied and cross-sectional approach. A survey method was used to collect data, so this study can be classified as field research. The statistical population of the research included 25 people with experience and expertise selected through purposive sampling in the fields of management, tourism, and medicine. The method of collecting data was in the form of library and field studies. The tool for collecting data was a questionnaire of paired comparisons and a check sheet. Data analysis was done with AHP method and Expert Choice 11 software. After collecting the paired comparison questionnaire and calculating the geometric mean, the inconsistency rate of the questionnaires was less than 0.1, which showed that the data had the required validity.
Results: First, using library studies, economic opportunities related to medical tourism were identified. These opportunities included cash generation, technological advancements, job creation, diversification of tourism industry, development of health care infrastructure, knowledge transfer and cooperation, services and ancillary industries, and regional development and diversification of economic activity. Opportunities were prioritized using the AHP method. Cash generation with relative importance of 0.191 was ranked first, job creation with relative importance of 0.162 was second, and technological advances was ranked third with relative importance of 0.131. Diversification to economic activities with a relative importance of 0.45 was ranked ninth which was the lowest.
Conclusion: Strategic marketing, delivering quality healthcare services, competitive pricing, specialized medical care, patient-centered experience, collaboration and partnership, continuous improvement, and strengthening medical tourism infrastructure are the pillars through which medical tourism management can not only generate sustainable revenue but also provide invaluable healthcare services to patients from across the globe.
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