<![CDATA[Hospital competition in Madiun region has intensified significantly due the rapid growth of private hospitals. This situation has affected the performance of Dungus Regional General Hospital, as reflected by its low BOR, indicating suboptimal utilization of inpatient bed capacity. Therefore, a strategic approach based on value creation is required to improve hospital competiveness and patient visits. This study aims to analyze the SWOT position of Dungus Regional General Hospital and to formulate strategic priorities using the Blue Ocean Strategy Four Action Framework. This study employed a qualitative approach. The informants consisted of ten members of the management at Dungus Regional General Hospital, including Department Heads, Sub Department Heads, and Section Heads, who were selected using purposive sampling. Data were collected through FGD and analyzed using SWOT analysis and the Miles and Huberman model. The SWOT analysis results indicate that Dungus Regional General Hospital is positioned in quadrant I, suggesting strong internal capabilities and favorable external opportunities. The FGD results identified factors to be eliminated, such as an overly business oriented service paradigm due to BPJS dominance, ineffectiove service flow, unintegrated administrative system, and unproductive work culture, strategic priorities focus on improving patient centered service quality, digitalization and information transparency, and creating innovative services, including integrated occupational health and safety (K3) services and comprehensive postnatal and post operative care. The implementation of these strategies is expected to increase patient loyalty, patient visit, and ultimately improve the BOR.Key words: Blue Ocean Strategy, Four Action Framework, SWOT ]]>
