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Chapter 8 - The Competitive Market
Chapter 8 - The Competitive Market
MANAGEMENT
DHM 2133
HEALTH ECONOMICS
CHAPTER 8: The
Competitive
Market
Definition of competition
Components of quality
1. Clinical outcomes
2. Access and equality
3. Costs and efficiency
4. Satisfaction
5. Professionalism
6. System structure
When applied to healthcare industries, many of the assumptions
of microeconomic analysis and characteristics of perfect
competition often do not fit well. The THREE (3) examples that
supports this statement.
2. Market characteristics
4. Appropriate management
The potential for competition also exists because nothing prevents new
firms from entering the industry.
For example, a single supplier of alcohol swabs may be reluctant to
increase price if the resulting higher profits induce new firms offering
alcohol swabs to enter the market.
As noted above, firms may enter the industry as changes in profits in various markets
occur. For example, because there are no barriers to entry in a perfectly competitive
market, excess profits create an encouragement for new firms to enter an industry as
they strive to make higher-than-normal rates of return.
On the other hand, economic losses create reason for firms to leave an industry to
avoid an unusually low rate of return on their investment.
When long run normal profits exist in a perfectly competitive industry, the market is in
long run equilibrium, with firms having no reason to enter or exit the industry.
Normal profits result when the revenue generated just covers the opportunity costs of
every input, including the normal return to asset.
.
Because of entry and exit in the market, it is expected that the typical perfectly
competitive firm earns a normal profit in the long run.
The importance of entry and exit in a market can be seen as follows. Entry of
new firms leads to greater allocation of resources.
Free entry and exit of firms can occur only in perfectly competitive.
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