A unique problem confronted the Virginia Mason Medical Center in Seattle, Washington. How should it position itself as an organization to provide health care to the Pacific Basin countries--namely, China, Japan, Korea, and others? The problem originated with the increased emphasis in the US and especially the Pacific Northwest on trade with China, a growing sense of competition in the area of international medicine, and the large number of foreign businesses that have expanded their operations to the area. Also, the medical center felt the need to diversify its services and differentiate itself from the local competition. The various alternatives and corrective measures taken are outlined, as well as an explanation of the results.
