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Strategier och styrsystem för seniorboendemarknaden
Linköping University, Department of Management and Engineering, Economic Information Systems. Linköping University, The Institute of Technology.
2008 (Swedish)Doctoral thesis, monograph (Other academic)
Abstract [sv]

Den demografiska utvecklingen i Sverige går mot en befolkningssammansättning med allt högre medelålder. Prognosen tyder på att nästan var fjärde svensk år 2025 kommer vara 65 år eller äldre. Många av dessa individer har en aktiv, frisk och relativt lång ålderdom framför sig. Studier har visat att morgondagens seniorer är en relativt välbeställd grupp med höga krav och stora förväntningar på ålderdomen och det framtida boendet. Allt detta innebär en utmaning för samhället där nödvändiga prioriteringar kan leda till att individen måste ta ett större ansvar och eget initiativ för boende och omvårdnadstjänster gentemot tidigare. I avhandlingen (”studien”) har seniorboendekonceptet med integrerade service-, vård- och omsorgstjänster studerats särskilt. Seniorboenden är ett marknadssegment med kraftig tillväxt under 2000-talet. Antalet seniorbostäder i Sverige har ökat från ca 10 000 år 2000 till ca 28 000 år 2007. Det som karaktäriserar konceptet är att boendet och de anslutande tjänsterna har anpassats och särskilt utformats för ett liv i åldrande.

Studien rapporteras i form av en monografi bestående av två olika delstudier. Forskningsfrågan som varit vägledande för den första delstudien är ”Vad skapar en stark marknadsposition för en aktör på seniorbostadsmarknaden med integrerad service, vård och omsorg?”. Forskningsfrågan i den andra delstudien är ”Vilka produktionsstrategier och styrsystem går att identifiera hos några av de mest framgångsrika konceptbyggarna?”. Den andra delstudien utgår från den första delstudiens resultat. Forskningen, som har bedrivits som en explorativ fältstudie, har pågått under perioden 2002-2008. Mätinstrumentet har bestått av fasta intervjufrågor med öppna svarsalternativ. De underliggande intervjuerna har tillsammans med sekundärdata presenterats i ett antal fallbeskrivningar. I studien har ett antal framgångsrika, såväl svenska som nordamerikanska, aktörer medverkat. Den första delstudien har analyserats utifrån en föreställningsram som byggts upp kring begreppen omgivning, strategi, resurs, tjänstekoncept och konkurrenskraft. Resultaten har formulerats i ett antal strategiska vägval vilka sammanfattats i begreppen differentiering, fokus, integration, samverkan, kontroll, verksamhetsutveckling, kärnkompetens och resurser. Det har kunnat påvisas att framgångsrika aktörer följer den differentieringsstrategi om Porter (1980) definierat. Vidare har en affärsstrategisk typologi över aktörer på seniorboendemarknaden formulerats. Den första delstudiens slutsatser har formulerats i fyra strategiska idealtyper: förvaltare, konceptbyggare, entreprenörer och idealister.

Utgångspunkten i den andra delstudien, som bl.a. hämtats i Nilssons och Rapps (2005) teoretiska ramverk, har varit idealtypen konceptbyggare. Med vissa kompletteringar har detta ramverk nyttjats och utvecklats för att beskriva och analysera orsakssambanden kring strategisk kongruens och integrerad styrning. Kompletteringar och justeringar har skett för att även omfatta strategier och styrsystem för bygg- och tjänsteproduktion. Föreställningsramen har, utifrån den erfarenhet som erhållits vid analysen av insamlad data, justerats. Justeringen har bestått i klassificeringsdimensionerna IT, organisationskultur och värdegrund. I studien, som bl.a. består av fallbeskrivning och analys av konceptbyggare, har framkommit att de konceptbyggare som nått framgång också har lyckats uppnå strategisk kongruens och integrerad styrning. Studien har bl.a. kunnat påvisa vad betydelsen av boendets fysiska planering innebär för möjligheten att bedriva tjänsteproduktion. Studien har bl.a. visat att nordamerikanska konceptbyggare har en hög grad av samstämmighet mellan strategi och styrsystem. Samstämmigheten kan sammanfattas i marknadskännedom, tydlig verksamhetsidé, branscherfarenhet, insikt om skalfördelar via klustring, organisatorisk småskalighet, känsla för värdeskapande, målinriktning, långtgående befogenheter och delegerat ansvar, värdestyrd verksamhet och en väl utvecklad organisationskultur. De nordamerikanska konceptbyggarna har definierat sina verksamheter som hotellverksamhet för seniorer vilket innebär att de boende blivit kunder och de äldre i allmänhet betraktas som en tillgång.

Abstract [en]

The demographic trend in Sweden features a population with a rising average age. According to forecasts, nearly one Swede out of four will be 65 or older by the year 2025. Many individuals in this category of older persons, or seniors, can look forward to an active, healthy and relatively long old age. Studies have shown that tomorrow’s seniors and retirees will be relatively well off as social groups. In addition, attitude and generation surveys have indicated that these groups have high demands and expectations for their old age, future housing and related services. Society will thus face a considerable challenge, which includes maintaining a basic commitment to continue guaranteeing the standard of quality in housing and services for the elderly that is presently taken for granted. Necessary societal priorities, however, may require individuals to take more initiative and assume greater financial responsibility than before in some of these areas. In the 2000’s a new market segment has been established and shown vigorous growth. That segment is the senior housing market, where various housing concepts are offered to the target group, seniors, or persons aged 55+. The number of senior housing units in Sweden has soared in the last few years, from about 10 000 in 2000 to some 28 000 in 2007. In this study, the concept of senior housing, with features of integrated service and care, has been of special interest. What characterizes this housing concept is that housing and related services have been adapted and specially designed for living as an aging individual.

This dissertation (”the survey”) is reported in the form of a monograph consisting of two separate studies. The research question that has guided the first study is, “What creates a strong market position for a player on the senior-housing market with integrated service, health care and other forms of service and care?” The research question for the second study is, “What production strategies and control systems can be identified for some of the most successful concept-builders?” The two studies are related in that the latter is based on the results of the former. The studies were conducted over a period from 2002 to 2008. The research was done as an exploratory field study. The field-study approach has given priority to breadth and inclusion of many aspects. The instrument of measurement has consisted of set interview questions with open-ended alternative responses. The underlying interviews, together with secondary data, have been presented as a number of case studies. In the survey, a number of successful players have been selected on the basis of the criteria considered typical of successful actors on the senior housing market. Both Swedish and North American organizations have participated in the survey.

The empirical material of the survey has been analyzed on the basis of the theoretical conceptual frameworks developed for the two respective studies. The first study has been analyzed with a framework based on the concepts of environment, strategy, resources, service and competitiveness. The results have been formulated in a number of strategic choices that are summarized in the concepts of differentiation, focus, integration, collaboration, control, business development, core competence and resources. In this connection, it has been possible to show that actors who operate a successful business follow largely what Porter (1980) has defined as a strategy of differentiation. Moreover, a business-strategy typology of actors on the senior housing market has also been constructed. Also, the tentative conclusions of the first study have been formulated in four strategic ideal types: administrators, concept-builders, entrepreneurs and idealists.

The point of departure for the second study has been the ideal type referred to as the concept-builder. The conceptual framework has therefore been developed further, based in part on the theoretical framework of Nilsson and Rapp (2005). With certain additions, these foundations have been used to construct a detailed theoretical framework for the study. The conceptual framework has been designed to describe and analyze the causal relationships relating to strategic congruence and integrated control. In this regard, additions and adjustments have been made to include strategies and control systems for the construction of buildings and the production of services. The results of the second study include a case description and an analysis of successful concept-builders. One reason for their success is assumed to be their ability to achieve strategic congruence and integrated control. In light of the findings from the analysis of the data, the conceptual framework has been somewhat modified. This adjustment has consisted in classification along the dimensions of IT, organizational culture and fundamental values. In this connection it has been possible to demonstrate the importance of the physical planning of housing for the production of services. Emphasis has been placed on designing the physical facility and housing right from the beginning so as to facilitate the service-producing operation in a later stage of the life cycle.

One finding of the survey is that with North American concept-builders there is a high degree of consistency between strategies and control systems. The factors underlying this consistency can be summarized as market knowledge, industry experience, understanding the economies of scale attainable through clustering, organization on a small scale, a clear concept of business, a sense of value creation, a focus on objectives, farreaching delegation of authority and responsibility to the operating level, skilled management, value-oriented operations and a well-developed organizational culture. Through the survey, a number of customer-controlled operations have been illustrated in the case studies. It is apparent that compared to the past, there has been a shift in industry attitude in North America, creating a situation that differs from Swedish conditions in some respects. The North American concept-builders have defined their businesses as hotel operations for seniors. This has automatically shifted the focus toward one where residents have become customers and older people in general are regarded as assets.

Place, publisher, year, edition, pages
Institutionen för ekonomisk och industriell utveckling , 2008. , 214 p.
Series
Linköping Studies in Science and Technology. Dissertations, ISSN 0345-7524 ; 1188
Keyword [sv]
Strategi (Strategy), Styrning (Management control), Tjänster (Services), Livsstilskoncept (Lifestyleconcept), Tjänsteutveckling (Service development), Senior (Senior), Seniorboende (Seniorhousing), Seniorbostadsmarknaden (senior housing market), Seniorboendemarknaden
National Category
Business Administration
Identifiers
URN: urn:nbn:se:liu:diva-11747ISBN: 978-91-7393-886-0 (print)OAI: oai:DiVA.org:liu-11747DiVA: diva2:18175
Public defence
2008-06-04, C3, Hus C, Campus Valla, Linköpings universitet, Linköping, 10:15 (English)
Opponent
Supervisors
Available from: 2008-05-07 Created: 2008-05-07 Last updated: 2009-05-13

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