Would you mind supporting or qualifying those assertions for us?
I address these indirectly in my response to Simplify, but I'll draw out the larger point to address your question directly.
On paper, one would expect a system that is designed to increase competition and maximize return on investment to spur growth, development, and improve the quality of care (i.e., making your product more attractive by making it better and cheaper than your competitor).
In practice, this has played out differently. While the U.S. does offer incredible medical technology, it's biggest problem is access to these resources. If you are starving and have no money, it doesn't matter that you have fifty five-star restaurants in your city. But this is glib and superficial.
In practice, what we see is a profit-motive impacting all levels of health-care delivery.
For insurance companies, there is a strong motive of return-on-investment. This translates into preferential coverage of those people likely not to get sick (since they present a constant positive revenue stream), with either limited or zero coverage offered to those who are likely get sick or who have pre-existing conditions. Family history of illness, personal risky behaviors, etc., are all potentially disqualifying conditions for coverage. This produces a system in which there are those who will be uninsured or underinsured, because they are low or negative return-on-investment patients. There is also a Catch-22 with these people; many people earn too little to afford private insurance, but earn too much to qualify for state or federal assistance programs.
For hospitals, there is also a strong motive of return-on-investment. A hospital's primary motivation is to serve the community (assuming it's not a for-profit institution), which it can only do if it maintains a certain level of profitability or a minimal level of deficit spending. These market-driven forces cause it to cut corners in care, either by hiring less-trained clinical staff (the data support roughly equal quality of care for routine procedures between MD/DO and PA/CRNP/DNP staff, but the differences become marked when more specialized procedures are required) or increasing the demands on existing staff through hiring freezes, pay freezes, increasing patient ratios, etc. When I finally quit, the nurse-to-patient ratio on our behavioral health unit was approaching 10:1 (the overall staff-to-patient ratio was 8:1, including non-clinical staff), and these were violent and mentally disturbed patients. These numbers have been trending up for several years now (no, I do not have the data in hand at the moment, but it is publically available).
Competition works for goods that allow for genuine competition (e.g., cost-comparing cars, entertainment systems, restaurants, etc.). Health care doesn't really fit this model - many patients feel overwhelmed by the amount of information available (and do not possess the knowledge necessary to sift through conflicting reports), are unaware of what their actual coverage and liability are, and many report denials of coverage once they are locked into a system (e.g., they develop a condition that was covered in the program literature, but in practice is denied), or who develop conditions that prevent them from being able to get coverage in the future (e.g., they cannot take their coverage with them to a new job, so they either have to stay in their current position (which is tenuous), or not have coverage in the new position). So long as health care is maintained as a for-profit system, patients will get systematically screwed.