VOL. XCIV, NO. 247
★ WIDE MOAT STOCKS & COMPETITIVE ADVANTAGES ★
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Thursday, January 1, 2026
HCA Healthcare, Inc.
HCA · New York Stock Exchange
Weighted average of segment moat scores, combining moat strength, durability, confidence, market structure, pricing power, and market share.
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Overview
HCA Healthcare operates a large acute-care hospital and outpatient footprint across multiple U.S. markets, with additional operations in England. The core moat stems from (i) regulatory and permitting barriers in certain states, (ii) dense local facility networks that are hard to replicate quickly, and (iii) scale-driven shared services and purchasing that can improve unit economics and operational consistency. Counterforces include payer consolidation and narrow/tiered networks, labor cost pressure, and ongoing site-of-care shifts toward lower-cost outpatient settings.
Primary segment
Hospitals and related healthcare entities
Market structure
Oligopoly
Market share
—
HHI: —
Coverage
1 segments · 6 tags
Updated 2026-01-01
Segments
Hospitals and related healthcare entities
Acute care hospitals and outpatient healthcare services
Revenue
100%
Structure
Oligopoly
Pricing
moderate
Share
—
Peers
Moat Claims
Hospitals and related healthcare entities
Acute care hospitals and outpatient healthcare services
HCA reports operating hospitals and related healthcare entities as its core line of business, with operations organized across multiple U.S. regions and a smaller England presence.
Permits Rights Of Way
Legal
Permits Rights Of Way
Strength
Durability
Confidence
Evidence
In many states, hospital/facility expansion and certain service-line additions face licensing and certificate-of-need style approvals, slowing entrants and capacity additions.
Erosion risks
- CON deregulation or higher thresholds for review
- Care shifting to less-regulated outpatient settings
Leading indicators
- State-level CON reform bills / regulatory changes
- Competitor announcements of new hospitals or major bed expansions
Counterarguments
- Many states have limited or no CON requirements, enabling new entrants
- Outpatient-focused competitors can grow without building full hospitals
Scope Economies
Supply
Scope Economies
Strength
Durability
Confidence
Evidence
Large multi-market footprint supports centralized shared services (revenue cycle, purchasing, supply chain, staffing) that can lower unit costs and improve operational execution versus smaller systems.
Erosion risks
- Labor cost inflation and persistent staffing shortages
- Competitors replicating shared-service platforms and standardization
- Supplier price shocks that overwhelm purchasing leverage
Leading indicators
- Supply expense per adjusted admission
- Contract labor spend trend
- SG&A as a percent of revenue
Counterarguments
- Large nonprofit IDNs can have similar purchasing and shared-service scale in their regions
- Some shared-service advantages are accessible via third-party vendors and group purchasing organizations
Physical Network Density
Supply
Physical Network Density
Strength
Durability
Confidence
Evidence
Dense local footprints (hospitals plus ambulatory sites) improve access, referral capture, physician alignment, and make full replacement by a new entrant capital-intensive and slow.
Erosion risks
- Procedure migration to independent ASCs and physician-owned sites
- Telehealth substitution for lower-acuity encounters
- Payer steering to lower-cost competitors
Leading indicators
- Same-facility admissions / ER visits trend
- Outpatient surgery growth versus inpatient mix
- Physician recruitment/retention and affiliation metrics
Counterarguments
- Many services are shoppable; patients can switch providers, especially for elective procedures
- Ambulatory-first competitors can cherry-pick profitable service lines, reducing hospital economics
Switching Costs General
Demand
Switching Costs General
Strength
Durability
Confidence
Evidence
Where facilities are key providers in a metro area, payers and employers face disruption if excluded from networks, supporting continued contract coverage (though rates remain contested).
Erosion risks
- Payer consolidation and adoption of narrow/tiered networks
- Vertical integration of insurers with providers
Leading indicators
- In-network status changes with major payers
- Commercial net revenue per equivalent admission trends
- Payer mix shift toward Medicare/Medicaid
Counterarguments
- Payers can steer volume through network design and benefit tiers
- Government reimbursement is administratively set, limiting leverage on a large share of volumes
Evidence
may also have the effect of restricting competition.
Company describes certificate-of-need (CON) laws as potentially restricting competition in certain service areas.
leverage cost-saving practices across our extensive network.
Supports management's stated strategy of using scale/scope plus shared services to manage costs.
operated 190 hospitals and approximately 2,400 ambulatory sites of care.
Demonstrates large facility footprint that is difficult to replicate quickly in local markets.
10-K discusses negotiating and renewing contracts with group purchasers/third-party payers and notes consolidation among payers can increase their bargaining power and use of narrow/tiered networks.
Risks & Indicators
Erosion risks
- CON deregulation or higher thresholds for review
- Care shifting to less-regulated outpatient settings
- Labor cost inflation and persistent staffing shortages
- Competitors replicating shared-service platforms and standardization
- Supplier price shocks that overwhelm purchasing leverage
- Procedure migration to independent ASCs and physician-owned sites
Leading indicators
- State-level CON reform bills / regulatory changes
- Competitor announcements of new hospitals or major bed expansions
- Supply expense per adjusted admission
- Contract labor spend trend
- SG&A as a percent of revenue
- Same-facility admissions / ER visits trend
Curation & Accuracy
This directory blends AI‑assisted discovery with human curation. Entries are reviewed, edited, and organized with the goal of expanding coverage and sharpening quality over time. Your feedback helps steer improvements (because no single human can capture everything all at once).
Details change. Pricing, features, and availability may be incomplete or out of date. Treat listings as a starting point and verify on the provider’s site before making decisions. If you spot an error or a gap, send a quick note and I’ll adjust.