This chapter focuses on specific area of entrepreneurship—health-care services. Insufficient commercial business knowledge by the managers of SME health-care businesses and a lack of entrepreneurial skills relative to the medical care industry could also be considered barriers to growth or barriers to survival within a crisis environment. An analysis of the strategic elasticity of small a health-care organisation could help find an answer to the question of how this specialised business segment, with its multi-faceted sources of finance, might deal with challenges from the external environment and what mixture of strategies might they use to achieve their goals. This will allow the organisations to be proactive with regard to market risk and to construct their own model of behaviour under the four pillars of crisis strategic behaviour—marketing, financial, personal and plan of supply of services. This chapter compares the original options of measurement based on modelling with ROC curves and reflects upon the possible problems of applying this option to the context. A detailed analysis of the data suggest the following results—better understanding about health-care management/business and how to strategically guide such businesses in a unique regulatory environment. And answer the question—do physicians make good managers/businesspeople or would it be better for them to delegate this role to an experienced business manager. From a practitioner perspective, the chapter will give feedback for entrepreneurial effectiveness in this specialized area of commercial activity.
