summarize the key point of the case in 3-4 paragraphs and the responses to the questions 3,4,and 6.

The "About Us" web page of OrthoIndy, an orthopedic group practice based in Indianapolis, Indiana, states: "With over 80 physicians providing care to central Indiana residents from more than 10 convenient locations, OrthoIndy provides leading-edge bone, joint, spine, and muscle care." Ortholndy has adjusted its practice over time. For years its physicians took patient emergency calls for all hospitals in the area and provided services to all types of patients. As the market became more competitive and the physicians' incomes declined slightly, OrthoIndy decided to reduce calls and cover only key facilities (Methodist Hospitals based in Gary, Indiana, and Indianapolis-based St. Vincent Health) and stopped treating Medicaid patients. This decision upset most of the hospitals in the area, as well as orthopedists who were not affiliated with OrthoIndy. Some of OrthoIndy's partners were concerned about the ethical and political ramifications of the decision, but ultimately all parties agreed with it. Although these choices improved the income and lifestyle of the practicing physicians, they wished to augment their salaries further. The group practice already owned a large, profitable surgical center. The OrthoIndy group had always been supportive of community activities, especially sports. It served more than 15 teams, including professional football, basketball, and racing teams, as well as high school teams. OrthoIndy's patient commitment is stated on its website (Revolvy 2017): The physicians and staff at Ortholndy and IOH are committed to our patients. The following is our commitment to YOU: At Ortholndy, our physicians set out to create a patient experience unlike any other in Central Indiana. The result, the Indiana Orthopaedic Hospital [is] one of the highest ranked facilities in the country for patient satisfaction. Our patients are at the center of everything we do, and their collective experience-both clinically and personally-is the result of every interaction they have with each person in our hospital. And that's why we strive to treat our patients as members of our own family in a like-home environment. At Ortholndy and IOH, our highly-skilled physicians and staff are committed to our patients' health, safety and the comfort of their individual orthopaedic care. The opening (or impending opening) of four specialty heart hospitals n the Indianapolis area caused OrthoIndy to analyze the potential for a jointrentured orthopedic hospital. From many of the physicians' perspectives, the cardiologists working at the new heart hospitals were gaining a new stream of revenue and, along with their partners, would be able to provide new, beautiful facilities and equipment to attract better-paying patients. Following lengthy and somewhat heated arguments, OrthoIndy decided to proceed with a forprofit, partnership-style organization-a state-of-the-art hospital that would specialize in musculoskeletal care. Only members of the group could become partners in the new Indiana Orthopaedic Hospital. Those with ethical or other reservations could distance themselves from the venture. The plan was to fast-track the opening of Indiana Orthopaedic Hospital by shortening its construction time by six to ten months. OrthoIndy's leaders justified the venture by asserting that their stand-alone, state-of-the-art facility owned and operated by OrthoIndy physicians would provide patients higherquality care and better treatment options. By offering various services, OrthoIndy aimed to differentiate the new hospital from the other general hospitals practicing orthopedics in its market area. From admission to discharge, patients would enjoy a "like-home" atmosphere, complete with satellite television and access to e-mail and the Internet. Patient rooms would be spaciously and well appointed and would include a work or reading nook for friends and family members. After discharge, patients would enjoy additional conveniences, such as coordinated postoperative appointments vith their physician's office and referrals to the state-of-the-art, on-camp hysical therapy center. With great effort, construction crews completed the hospital on tim The following announcement was published on its opening day (PR Newswi 2005 ): INDIANAPOLIS, March 1Ortholndy announced today the opening of the Indiana Orthopaedic Hospital, central Ind.'s first and only orthopaedic specialty hospital located at I-465 and West 86 th Street. Spanning 130,000 square feet, the hospital represents a $50 million commitment to the city of Indianapolis, its residents and to the patients who will receive care at this state-of-the-art facility.... The Indiana Orthopaedic Hospital was built when Ortholndy physicians saw an increasing need to deliver specialized orthopaedic care in a patient-focused environment. Approximately 60 physicians from central Ind. will practice at the hospital that will focus on complex surgical procedures, including total joint replacements and spinal cases. Amenities include 10 spacious and technologically advanced operating suites, 37 patient rooms, 39 pre and post-operative rooms, 16 post-anesthesia care unit (PACU) rooms, an imaging center with digital radiography, Magnetic Resonance Imaging (MRI), and CatScan (CT) availability, in and outpatient therapy services, a pharmacy and cafeteria. Additionally, each patient room features a workspace area for guests and is equipped with the GetWellNetworkTM which. provides patients with an Internet connection, satellite television and access to patient educational materials. Interestingly, about a year later, one of the larger hospitals in the areaSt. Vincent Health-spent \$9 million to improve its orthopedic services by forming a 61 -bed orthopedic center and to create "something that will be the best in the Midwest for orthopedic care." Other area healthcare leaders were expected to respond to St. Vincent's investment in orthopedics and increase the competition in this market (Murphy 2006 ). Questions 1. What strategy perspectives did OrthoIndy employ in determining to build its own hospital? 2. Do you believe OrthoIndy's strategic tactics worked? Why or why not? 3. Was the strategy congruent with OrthoIndy's mission? Why or why not? 4. What effect do you think the new construction had on consumers? 5. Do you think that a specialty hospital such as Indiana Orthopaedic Hospital would increase or decrease the costs, quality, and availability of care for consumers? 6. How were the general hospitals near the specialty hospitals affected? Why did St. Vincent Health create its own orthopedic center? 7. How did OrthoIndy's business model differ from those of other