<![CDATA[The urgency of this research stems from the rapid growth of Indonesia's healthcare industry, which has not been uniformly matched by improvements in service quality and digital adoption, particularly in private Type C hospitals. RSU Yoshua, a private Type C hospital in a semi-urban area, demonstrates this gap; despite a strategic location, it shows suboptimal performance, including a low Bed Occupancy Rate (BOR). The study aims to formulate a competitive strategy for RSU Yoshua to enhance its market position. This research employs a descriptive qualitative method with a case study approach, utilizing triangulation of data from in-depth interviews, internal documents, and literature. Strategic analysis was conducted using the IFE, EFE, SWOT, IE Matrix, and QSPM framework. The results indicate that RSU Yoshua is in a "hold and maintain" strategic position, signifying moderate internal capabilities amidst a relatively favorable external environment. The QSPM analysis prioritizes three strategies: (1) leveraging experienced teams to offer personalized services and improve patient satisfaction, (2) investing in digital marketing to increase visibility, and (3) optimizing its strategic location through telehealth and community outreach. This study validates the applicability of the David & David strategic model for resource-constrained private hospitals and provides actionable recommendations for digital transformation and service differentiation to ensure long-term sustainability.]]>
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