This case is about constructing a data warehouse data model for a hospital. The Chief Executive Officer (CEO) at Laberman General Hospital is facing a combination of business analysis and information sharing issues. The hospital is experiencing diminishing profitability and market share. The hospital management cannot analyze the problems and make effective decisions because of their inability to combine data from independent business functions. As a condition of her contract renewal and continued operation of the hospital, the Board of Directors has given the Chief Executive Officer (CEO) one year to rectify the situation. The CEO has decided to focus, among other areas, on marketing. She needs a combination of data from the patient, pharmacy, radiology, and pathology databases. The Chief Information Officer (CIO) has 90 days to ascertain the information needed by the CEO's Executive Staff and to build a combined data solution. The case describes strategic marketing decisions in the hospital industry, building the data warehouse logical model, and matching database queries to decisions being made.The main issues of this case are problems with profitability and loss of market share of a hospital. Laberman hospital is in danger of being closed or sold by the board of directors unless the CEO can reverse both of those trends within a year. The secondary issue is that, without laborious intervention (manual data compilation, integration, calculations), hospital management does not currently have access to the data needed to make decisions relative to profitability and market share [Chirikos & Sear, 2000].