Dalam upaya mengembangkan Poliklinik Asma RS Persahabatan maka perlu dilakukan analisis situasi lingkungan internal dan situasi lingkungan eksternal untuk tahun 2006 melalui 3 tahap yang dilaksanakan dalam penelitian yaitu : 1.Input Stage melalui proses identifikasi Internal Factors Evaluation (IFE) dan External Factors Evaluation (EFE). 2.Matching Stage dengan Matrix Internal-Eksternal dan Matrix TOWS. 3.Decisison Stage dengan QSPM. Tahap-tahap tersebut didapat dari pengumpulan data melalui pengamatan data sekunder, identifikasi faktor internal dan eksternal melalui wawancara mendalam kepada Kepala Bagian Pulmonologi, Kepala Bagian Asma, Direksi, Staff Pengajar dan pelaksana Poliklinik Asma RS Persahabatan kemudian dilakukan CDMG. Rangkuman CDMG yang pertama untuk bahan CDMG yang kedua menghasilkan program-program yang akan dilaksanakan dalam jangka pendek (1 tahun). Dari hasil penelitian, didapatkan hasil bahwa posisi Poliklinik Asma RS Persahabatan melalui Matrix TOWS terletak pada kuadran Internal Fix It dan melalui Matrix IE terletak pada kuadran Hold and Maintain. Hasil matching kedua matrix tersebut yaitu Product Development. Strategi bisnis untuk mencapai visi dan misi RS Persahabatan dan Bagian Pulmonologi adalah meningkatkan produk yang ada, mutu pelayanan, profesionalisme dan pemasaran dengan kemitraan kerja.

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In order to develop Asthma Policlinic of Persahabatan Hospital, it was necessary to make situational analysis of internal and external environment for the year 2006 through 3 stages conducted in the research which were : 1.Input Stage by identifying Internal Factors of Evaluation (IFE) and External Factors of Evaluation (EFE). 2.Matching Stage with both Internal-External Matrix and Matrix TOWS. 3.Decision Stage with QSPM. Stages above were obtained from collected data through secondary data observation, internal and external factor identification resulted from in depth interview with Chief of Pulmonology Department and Asthma, Top management, and Staff of Astma Policlinic of Persahabatan Hospital and then followed by conducting CDMG. First CDMG conclusion for second CDMG material has resulted many programs applicated in a short term (a year). From the research we may conclude that position of Asthma Policlinic of Persahabatan Hospital via TOWS Matrix was at Internal Fix It Quadrant and via IE Matrix was at Hold and Maintain Quadrant. Result of matching both matrix was Product Development. Bussiness strategy to achieve vision and mision of Persahabatan Hospital and Pulmonology Department was to increase existing product, service quality, profesionalism, and marketing with joint venture.