Today’s competitive and transformational healthcare marketplace makes it crucial to have a strategic marketing plan that gets everyone collaboratively engaged and committed in every step in the process. Despite the challenges adherent to this transformation, there are great opportunities for innovation and creativity. Therefore, adopting the most up-to-date marketing strategy is essential to delineate the entire process of planning, implementing, measuring, and reacting to the dynamic nature of today’s markets. This paper uses the current healthcare trends and marketing profile of Washington D. C. to design a strategic marketing plan for a primary care medical group relocating to the area. The plan covers the local healthcare characteristics and trends, defines the mission and main goals of the group, proposes a service strategy from different perspectives, and highlights the key points necessary for the group’s success.
Demographic scan of Washington D.C.
According to the U.S. Department of Commerce (2013), in 2013, the total number of the population in Washington D. C. is 646,449 with an average growth of 7.4 percent from 2010; the growth rate is significantly higher than the national rate of 2.4 percent. In 2012, the population under 18 years old composes 17.3 percent and the population above 65 composes 11.4 percent; both are lower than their national equivalents of 23.5 and 13.7 percent respectively (U.S. Department of Commerce, 2013). Accordingly, most of the population is between 18 and 65 years old; which is slightly higher than the national average (U.S. Department of Commerce, 2013). In fact, populations aged between 18 to 65 years old comprises mainly baby boomers, generation-X, and N-generation. In 2012, African Ameri...
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Primary Care Sites (2013). Primary Care Sites in D.C. Retrieved on 12/28/2013 from http://doh.dc.gov/service/health-care-facilities U.S. Department of Commerce (2013). State & County Quick Facts: District of Columbia. Retrieved on 12/25/2013 from http://quickfacts.census.gov/qfd/states/11000.html
Yelp (2014). Primary Care Physicians Washington, DC. Retrieved on 01/20/2014 from http://www.yelp.com/search?find_desc=primary+care+physician&find_loc=Washington%2C+DC&ns=1
Background Information In implementing a strategic plan for Coastal Medical Center, our consulting team has conducted many analyses and formed numerous strategies in order for Coastal Medical Center to be successful. Such assessments include an internal analysis, external analysis, gap analysis, and SWOT analysis. In conducting these analyses, our consulting team was able to better understand the internal environment, external environment, where the organization currently stands in terms of performance, and the major strengths, weaknesses, opportunities and threats that oppose the Coastal Medical Center. From our inquiry, we will be able to establish a strategic plan that best fits the organization’s needs.
With 17 existing hospitals and ____ physician practices, the Greater New Orleans Region of Louisiana is not a practical choice for Kaiser Permanente expansion. The four parishes: Plaquemines, Jefferson, St. Bernard, and Orleans would not make for a successful business venture. This report examines how the Kaiser Permanente Brand and Strategy Division assessed the region and determined the region could not realize and expand the mission and vision for Kaiser Permanente…..
To guarantee that its members receive appropriate, high level quality care in a cost-effective manner, each managed care organization (MCO) tailors its networks according to the characteristics of the providers, consumers, and competitors in a specific market. Other considerations for creating the network are the managed care organization's own goals for quality, accessibility, cost savings, and member satisfaction. Strategic planning for networks is a continuing process. In addition to an initial evaluation of its markets and goals, the managed care organization must periodically reevaluate its target markets and objectives. After reviewing the markets, then the organization must modify its network strategies accordingly to remain competitive in the rapidly changing healthcare industry. Coventry Health Care, Inc and its affiliated companies recognize the importance of developing and managing an adequate network of qualified providers to serve the need of customers and enrolled members (Coventry Health Care Intranet, Creasy and Spath, http://cvtynet/ ). "A central goal of managed care is containing the costs of delivering care, but the wide variety of organizations typically lumped together under the umbrella of managed care pursue this goal using combination of numerous strategies that vary from market to market and from organization to organization" (Baker , 2000, p.2).
In addition to this business plan, we must also address the financial issues plaguing this organization. To illustrate some of these issues lets look at some of the trends here at OCB and within our Industry: For example, OCB’s clinic operations profitability in 1990 was 60%, and now in 1996 our profitability is only 37%, which is down 23 percentage points! We can blame some of this on rising costs of overhead, consumables, etc, however this is happening as the industry as a whole is growing 5% annually, and as our customer base, largely senior citizens, population is growing at almost 1% as year. We should be capitalizing on these industry trends, however, as you all know, not all the trends work in our favor. For example, our lifeblood, the Insurance company’s managed care organizations, and government healthcare reimbursement programs shows a downward trend of allowable payments for our services (DRGs) For example in 1995 the DRG price of ...
Formed in 1998, the Managed Care Executive Group (MCEG) is a national organization of U.S. senior health executives who provide an open exchange of shared resources by discussing issues which are currently faced by health care organizations. In the fall of 2011, 61 organizations, which represented 90 responders, ranked the top ten strategic issues for 2012. Although the issues were ranked according to their priority, this report discusses the top three issues which I believe to be the most significant due to the need for competitive and inter-related products, quality care and cost containment.
Johnson, Charles, Patricia Smith, and WGBH Series Research Team. Africans in America. New York: Harcourt, Inc. 1998.
Competitive advantage matters greatly to those responsible for the management of healthcare institutions. Together with rapidly escalating healthcare costs, increasingly complex medical technologies, and growing regulatory and legal pressures, healthcare organizations face a critical need to improve the quality of care at reduced costs (Cu...
Starfield, B., Shi, L., & Macinko, J. (2005). Contribution of Primary Care to Health Systems and Health. Milbank Quarterly, 83(3), 457-502. Retrieved from http://www.commonwealthfund.org/usr_doc/starfield_milbank.pdf
When promoting primary health care services, there are many factors that must be considered when developing an effective marketing plan. Primary care providers are the gatekeepers of health care in the United States; many patients have to visit them before being referred to specialist providers (Bodenheimer, 2003). They are also being tasked with ensuring patients are receiving preventative services and managing more complex chronic diseases (Akinci & Healey, 2004). Recruitment of primary care physicians is challenging because they are expected to do more and are not being reimbursed proportionally for the added workload (Bodenheimer, 2003). In this paper, a group of primary care physicians in Washington D.C. is looking to research their consumer population base in order to provide them better services and recruit new primary care physicians to their practice (Colorado State University-Global Campus, 2013). A successful primary care marketing plan will recruit quality health care providers while improving consumer accessibility to their services, customer satisfaction rates, and patients’ continuity of care with their health care provider.
Healthcare organizations are designed to meet the healthcare needs of individuals and promote a healthy community. The three healthcare organizations that interest me are: The Heart Hospital Baylor of Plano, Texas Health Center for Diagnostics & Surgery Plan, and Parkland Health and Hospital System. Due to evolving healthcare industry, focusing on just patients and physicians is no longer a marketing strategy. According to Mycek (2015), “Marketing teams need to expand their consideration set and focus on the new 5 P’s of Healthcare Marketing” (p. 1). The new 5 P’s of marketing now impact the marketing potential of healthcare organizations by offering changes in sales rep – physician access, purchasing, formulary decision making, and growing patient empowerment. The new 5 P’s of marketing are: Physicians, Patients, Payers, Public, and The Presence of Politics.
Value-adding services should add value from the patient’s perspective of the clinic. Due to the quality of care and mission of fulfilling the needs of the patient, Mayo Clinic is capable of maintaining the business with minimal additions in terms of value-adding services. There will always be a place in the market that will provide a better service in the eyes of a certain patients, but for Mayo Clinic serving their community is what they do best. Mayo Clinic is an internationally recognized company and has served their patients for 150 years now. Strategically planning is a tool that helps maintain the idea and the drive that is required to continue to serve for the next 150 years.
Assessing patient satisfaction is challenging because it measures the quality of the service according to patient's evaluation, determines relationship between patient satisfaction and quality of care. That is why there are Measuring Patient Satisfaction such as:
The current dynamic healthcare environment is undergoing a tough competition due to various factors such as the cost, quality care, production, efficiency, and safety care. So, the healthcare system requires a significant change to implement strategic management in all its sectors. Additionally, it is important to formulate appropriate tools to execute these strategic plans effectively, and one such great tool is strategic alternatives. Since, one-size-fits all analogy cannot be applied to every single healthcare organization, so it is very important to closely evaluate the healthcare environment, and then select a suitable alternative strategy. In addition, it is unlikely that a single strategy will suffice for an organization so for the success
Primary health care is the indispensable care based on the real – world, systematically sound, socially adequate technique and technology which made unanimously available to the families and every individuals in the community through their fully involvement where the community is capable to afford at a cost to uphold at every phase of their growth in the essence of self-reliance and self-government. Primary health care in international health is associated with the global conference held at Alma Ata in 1978; the conference that promoted the initiative health for all by the year 2000. “Primary health care defined broadly at Alma Ata emphasized universal health care across to all individuals and families , encouraged participation by community members in all aspects of health care planning and implementation and promoted the delivery of care that would be scientifically sound , technically effective , socially relevant and acceptable” (Janice E.Hitchcock,2003). Primary health care is commonly viewed as a level of care or as the entry point to the health care system for its client. It can also taken to mean a particular approach to care which is concerned with containing care, accessibility, community involvement and collaboration between other sectors. The primary health care policy has some principals that have been designed to work together and be implemented simultaneously to bring about a better health outcome for the entire society.
Primary care should be the first point of contact with the healthcare system for many individuals. The primary care physicians, however, are not as patient-centric as they should be. There was a Commonwealth Fund project that determined 11 patient-centric care practices, with only 22% of the physicians’ offices being in the high range (6-11 practices adopted) of patient-centric practices met (Murphy, 2011). This could easily change if more physician offices adopted more automation within the office.