1. Write a 1-page executive summary to add to the beginning of you Marketing Plan.  Must format in APA format. (Please use information from attached Detailed Marketing Plan word document)

Many top executives simply read the executive summary rather than the detailed plan itself. You should explain the situation, the goals and objectives, the actions the team is recommending, and how this will be successful. Keep it brief and informative.

2. Create a 9 to 12-slide presentation using Microsoft® PowerPoint®.

3. Create PowerPoint Slides for each of the other elements from the Detailed Marketing Plan that are listed below:

1. Situation overview
2. Goal/objectives
3. Marketing strategy
4. Tactics
5. Implementation
6. Control
7. Exhibits
8. References page

– Use a slide or two to explain each element  that is listed above.

– Use Speaker Notes for details on each slide. Each slide should use the information from the attached detailed marketing plan word document.

– The end result should be a good flow, with a logical progression.

– Keep in mind to use specifics, not general marketing concepts. Everything should be about ECRH.

– Be sure to present each element of your Marketing Plan.

Format your assignment according to APA guidelines

2

 

East Chester Regional Health System Marketing Plan 2

 

East Chester Regional Health System Marketing Plan 24

 

Marketing Plan

Name

Date

Instructor

Marketing Plan

This marketing plan is for the merger that has occurred between East River Medical Centre, Archway Hospital, and Northern Mountain Hospital Consortium. The three hospitals that previously operated separately have now merged to create one East Chestnut Regional Health System that is set to target the three markets that were previously dominated by the three hospitals. By joining forces, the three hospitals stand to benefit from increased shareholding, economies of scale, and enhanced management capabilities that would propel them to greater heights (Haas & Vita, 2011).

The following marketing plan will explain in detail whom the target customers of the hospital are going to be as well as the possible means of reaching out to them. It will also include strategies and techniques that will be used to retain the employees and keep them from moving out of the hospital. From this marketing plan, it will be possible to tell how the various marketing mix will be employed to finally come up with a healthy mix that will reach many people.

1. The Big Picture

The three different hospitals that have merged each had a diverse shareholding and approach of getting customers. East River Medical Centre has had its fair share of success due to its location and level of proficiency practiced at the hospital. In recent years, however, the hospital has experienced security issues, and the medical personnel has grown old; hence the hospital has been on the decline. As for Northern Mountain Hospital Consortium, it was formed as a consortium of small medical centers that wanted benefit from economies of scale and to also deal with the influx of patients from East River Medical Centre. The Archway Hospital, which is in the urban area of Chestnut, has also experienced considerable challenges with management relying heavily on Medicaid to perform. It is from these limitations that the three hospitals have decided to come together and create a joint hospital that will be able to contain the challenges faced.

East River Medical Center has a Level 1 Trauma Center with an Air Service. East River Medical center has about 300 people a day filling their hospital beds, which holds up to 550 beds total. Archway Hospital had many issues due to management strictly relying on Medicare/Medicaid. With all the repairs that are needed in this facility, no one is sure if the significant expense is worth it.

2. Company Overview

Before the three hospitals merged, only two of the hospitals had merged first. Those being the Archway Hospital and East River Medical Centre. The synergy led the CEO of Archways rising to the helm of the merger as president of the hospital. With the new alliance, the CEO allowed the company to have a decentralized leadership where each hospital would continue to exercise its power on its own. The performance was not that bad at first. However, as the CEO aged, the market share and profitability of the company deteriorated immensely. The poor performance created a leadership challenge. Hence, the company had to fix this by getting another leader to guide the company.

To make the company stronger, a series of new leadership was employed to serve at various capacities. They hired a new Chief Finance Officer, Chief Operating Officer, as well as a new corporate counsel. All this is aimed at improving productivity and hence increasing the market shareholding. As the people in charge of the hospitals aged, the profits were going downhill. There had to be a new strategy in which things would start to improve.

 

 

3. Market Overview

It is no secret that some hospitals perform better in some areas than others. The integration of hospitals that used to compete previously leads to a synergy of both the bad and good elements of hospitals (Harrison, 2011). Even if hospitals are happy with their current patient volume, they are not guaranteed to keep it up forever. That is why it is imperative to have a planned marketing strategy, so patients will not switch their health care providers (Healthcare Success, 2020). Our marketing team needs to come up with a new plan for the regional health system. The CEO wants to have new elements in the marketing plan. He wants to use social media for communication between patients and consultants. He needs a marketing strategy for new physicians, a new retail strategy for the primary care network and the Primary Care Medical Home, and a new advertisement campaign for the new oncology center and ED/Trauma Services of ECRH.

The integration has also shown why some hospitals were in the current positions that they found themselves within. However, the intermixing of facilities, physicians, and the leadership staff should put them in a position to have their successes combined. Certain services not being accessible could become a thing of the past. The consolidation should improve productiveness, passage to care, and, most importantly, quality of care. Ultimately, is not the plan to have cost decrease and quality of care heightened? In theory, the more care a hospital provides, the more efficient and less expensive it should become.

According to what we know, we do find that some businesses operate better in some areas than others. It seems that with the integration of these hospitals, we have the good and the bad making it better than what we had before. There have been many additions added to make this transition bigger and better for all. We have an orthopedic hospital, two ambulatory surgical centers, and imaging centers with radiologists. There is talk about a new medical center being built across the street, which would include medical offices as well. That would be an added plus to this community.

Let us look at it like this; we have a small hospital that is not endowed with the latest equipage as a larger facility. This smaller hospital is now submerged with the larger facility. The smaller facility is now better equipped, and the patients of the smaller hospital have just secured preferred access and leading-edge medical technologies. Overall, this can be a win-win setting. From this vantage point, a merger seems like an indisputable course that will offer benefits to consumers of all ages and financial backgrounds. The potential customers this merger will bring is enormous.

Goals/Objectives and Marketing Strategy

Organizations that use customer and employee satisfaction surveys will only help to better the organization’s outcomes on how customers and employees are treated. Patients are voicing their opinions on the type of care they received with different doctors and facilities. People that are looking for the best care can choose where they want to go. This is an essential tool in developing goals and marketing strategies that will enable organizations to remain competitive in today’s market. Health care marketers, given their perspective, have a unique opportunity to ensure their own institutions’ success (Petrochuk, M. A., & Javalgi, R., G.,1996)

Patients have the right to choose where they receive care, and we want to make sure that ECHR is their first choice. The goals or objectives and marketing strategy will consist of a list of goals. This strategy will include staff and physician recruitment, areas that need increased performance, and how to market ECHR to the specific targeted audience.

 

1. Goal Focus

Our first goal is for ECRH to increase obstetrical delivery by 20% over the next three years. In the Faith & Main consultation report, 72% of women in Chestnut County and 30% of women in neighboring counties would consider using ECRH for their health services. With that information, we have an opportunity to meet the needs of these patients. ECRH will utilize Faith and Main to assist in the marketing of the implementation of their report regarding women’s services.

Our second goal is to increase the emergency department volume by 5% to get back to the previous level of utilization within the next 18 months. We have seen a decrease in the ED volume due to BMC acquiring an ambulance service in some of the outlying communities, which has helped to increase their patient value. ECRH should able to meet this goal with the hospital having a Level 1 trauma center as opposed to BMC’s Level 2 trauma center. ECRH should be able to achieve the goal once we begin to use lean management processes to correct service issues found in the ED. ECRH will work on improving ED visits by reviewing physician contracts to enhance physician service performance. ECRH will investigate the fast track ED concept and implement the freestanding ED strategy. Finally, ECRH will re-establish relationships with regional emergency medical services to raise the utilization of the medical air service.

Our third goal is to increase the cardiology staff by 50% over the next five years. Many of the cardiologists and staff will be retiring in the next 3-5 years. Greenbranch Medical Center has become a significant competitor in recruiting talented young cardiologists. ECRH must start to aggressively recruit new physicians to reduce the average age of the medical staff and strategically enhance service line development. ECRH will begin to develop a marketing strategy for new physicians being recruited to the health system.

2. Performance Benchmarks

Performance measurements are benchmarks by which clinicians and health care organizations can determine their success in delivering care (Hampton, T.,2006). Women’s health services have deteriorated due to the Banford Medical Center having more attractive services for women. ECRH must improve in what we offer for women to include breast care and developing a neonatal intensive care unit if ECRH is going to stay competitive in this area. Women doctors also need to be recruited as more women prefer a female doctor to take care of their health care issues. Cardiology recruitment is a must to maintain a strong performance in this area due to 50% of our cardiologists will be retiring within the next 3 to 5 years. The orthopedic department ECRH jointly operates with an independent local orthopedic group is down 7% in volumes due to internal problems with older surgeons versus young surgeons. The department needs to work on improving performance and phasing out the older physicians. Customer service needs to grow in the Emergency department. All employees and physicians will go through customer service training programs. The services will be randomly audited to monitor customer service and monitor improvements.

3. Market Objectives

When it comes to Marketing Objectives cost is not the only thing to consider, although it is a big part of it. We also need to look at the quality of service we are providing. When we market, we need to catch the eye of the people looking for the service we provide. People go on the internet to research physicians, healthcare services, and hospital locations in their area, or close to their jobs. Health care marketing is just like any other business when it comes to marketing, and it’s changing every day and possibly every hour.

There are always new things happening in healthcare. The organization must target its audience in many ways. The organization should use social media, organizational web page, emails, flyers, and paid advertisements to reach their audience. Many people go to the internet right away to find out about places they are looking for. Having a website on social media can be beneficial, as people will check on services offered and reviews to see the good and bad about your business.

Email is a great way to advertise, as well as sending out reminder notices to patients about upcoming appointments or lab results, or even if they need to fill out paperwork before they come to your office. Many people look for keywords when they start to search for your website. The organization will need to have something in your marketing advertisement to catch their eye and keep them interested. The marketing technique needs to be attractive, colorful, and eye-catching, as well as have videos about your facility along with educational videos for the patients too.

4. Target Market

Target marketing is used to address the needs and wants of customers. By adding more services for women, naturally we would want to target pregnant women of all ages as well as adolescents and young adults. Offering women’s services, breast care, NICU, as well as women centered education will help entice the female population to become customers. Since we are aware that 72% of women in Chestnut County and 30% of women in neighboring counties would consider using ECRH for their health services, those areas should be our main focus. Insurance plans of all types will be accepted and payment arrangements for other services for those not insured will be provided so that not a single woman is turned away from receiving care at ECRH.

ECRH will target the Chestnut County, Walnut County, Butternut County, and Maple County populations. They will meet with the local fire rescue departments of each county and review processes and work together to ensure quick acceptance of patient and reduced number of divert hours to increase the emergency department volume. Lastly, ECRH will target local university medical schools and existing cardiologists to bolster up their cardiology staffing.

Type of Companies

The vision of East Central Regional Hospital is to provide competent and compassionate services to all patients. ECRH offers a wide range of services such as inpatient services, outpatient services, laboratory services, behavioral management services, transitional care services, medication management, and forensic services, to name a few. Companies such as Animo, and HMC HealthWorks for behavioral health, Golden Living and HCR ManorCare for nursing homes, PillPack and Propeller Health for medication management, Serenity View and Hazelden Betty Ford for inpatient treatments would benefit from working with ECRH.

Collaborators

All managed health care facilities within the local communities can and should work with ECRH. We should build relationships with local private physician practices, nursing homes, clinics, and fire rescue departments. Individuals that participate in Medicaid programs can also benefit from the massive array of services that ECRH provides. Medicaid has had a colossal impact on the shape of public health care. Medicaid has too matured into one of the most significant elements of the health care protections for patient services.

 

Major Competitors

The ECRH campus is planted on over 300 acres and can provide living areas, activity areas, administrative buildings, and support structures. Smaller facilities and hospitals that are not able to give a percentage of what ERCH can provide are concerned. ECRH can be considered a one-stop-shop, from services to amenities. From acute care, to transitional care to rehabilitation to home care. The major competitor of ECRH is the Banford Medical Center (BMC), which has 400 registered beds with an 85% occupancy. It is a for profit organization that just built a brand new facility on the wealthy edge of the community.

Value Proposition.

It is crucial to provide services that rival the competitors’ services, so patients will always want to go to ECRH. To do so, we need to bring all our goals to life: increase obstetrical deliveries, emergency department, cardiology staff, and to develop a neonatal care unit. It is very important to check what services and products competitors provide and keep improving work at ECRH. We need to gain the competitive advantage over BMC by using innovation, offering top of the line services from top of the line-experienced staff, with the best medical equipment, and have all this accompanied by short wait times with optimal patient outcomes.

ECRH: Tactic and Implementation

The world today is driven by technology. To be successful in marketing and

implementing changes in ECRH, we must include an active and interactive presence of websites

and referral programs. The employees, doctors, and partners can use these websites and programs, along with integrated marketing sources. Hiring more cardiology doctors will require more than just visits to colleges and teaching hospitals. The ECRH website will help create first impressions to attract cardiologists to come and work for ECRH. Employee engagement will need to be kept high throughout the upcoming product, and service changes and communication will need to remain clear and concise.

 

1. Product and Service Changes

ECRH will offer the services initially provided in the new site, including cardiology services with a new cardiac rehabilitation center. There will also be the addition of the oncology center for the patients with a terminal illness. The latest oncology department shall be opened and operational in about six months. A new emergency medical service will also be available for emergency air services. ECRH will enhance women’s health, obstetrical, and gynecological services. ECRH will do this with additional diagnostic breast imaging alongside mammograms, breast cancer programs along with awareness, and breast cancer imaging. They will also improve healthcare services and facilities, which are currently in place that would enhance the financial revenue for the facility and improve the care quality to patients. Lastly, ECRH will introduce cardiac rehabilitation services to the local community. This will require a fifty percent increase in the number of the cardiologist that ERCH currently employs.

 

1. Brand Image Improvement Actions

The brand image will be boosted by promoting a new logo along with new services that the organization is offering. This will be done through local marketing via the organizational web page, social medial, and paid local television and radio advertisement. This will also be marketed within the organization and its private practices. New signage in physician practice reception areas and exam rooms will be utilized. ECRH will engage in referral services alongside offering same-day scheduling and treatment, as these would surge the facility branding.

1. Pricing Changes

A surge in prices will accompany the growth of ECRH. This is because ECRH shall be aiming at keeping its costs of services at a reasonable level. The fees shall be set to either meet what rival firms are charging. The pricing shall be anchored on what ECRH is paying for its services needed to assist with the organization. The inpatient payer mixes that ECRH has 55 percent Medicare, 15% Medicaid, and 30% commercial. The ECRH has a goal of fixing this deteriorated inpatient pay mix.

1. Incentives to Patients and Doctors

ECRH will provide incentives to appeal to new patients. The new incentives will include discounts on treatment and extra care services like free therapies and exercises. The pros are that there will increases patients and hence increased in market share. The cons will be reduced revenue in the short run due to low prices through discounts (Erickson, 2020). ECRH will also offer incentives to attract doctors, especially cardiologists. This will be through pay hikes and extra leaves for the doctors. This will ensure it attracts competent and qualified doctors hence quality services. The cons are that the pay hike will increase costs in terms of wages and salaries. Your marketing strategy plays an essential part in how you get new doctors. Also, your location is an important part too. By offering a referral program, monetary bonuses, time off/sabbatical, better life insurance program, Etcetera. While you might be getting a new doctor to your facility, you could also be gaining new patients. That would be a plus to your facility as well. A rewards program offered would be nice.

A reward program in which every fifth visit would be free for the patient would be implemented. Or if they stayed with the doctor and a follow up was needed, the follow up would be at half the price. Physicians would be available 24/7, instead of having to wait two weeks for an appointment. Offer a pay-off program in which they can pay for services that are rendered today at a later date. Many people cannot afford the bill the day they are seen, so possibly an installment plan would help them. Have them answer a survey as to how they think this program should go. Advertise on social media, send emails out, or in a magazine to draw their attention to your office. List hours of operation, location, have a video of what you have to offer in your office compared to other offices. Etcetera.

1. Communication Method Changes

ECRH aims at making the work surroundings a favorable destination for employment to avoid the terrible effects the merger might have on employee incentives. Therefore, ECRH will strive to give their workers the best incentives through communicating with their workers to demonstrate how the incentives shall be beneficial in the future. Communication helps transfer information and meaning between receivers and senders using written, visual, oral, and social media (Sadia, Salleh, Kadir, & Sanif, 2016). ECRH will use communication to let all its employees know what is going on with the business world or private atmosphere. Sharing information with employees and offering kind words to them will make them feel that they are 100 percent engaged in the process.

The communication will be through advertising for the new oncology and women’s health centers. This communication will include the use of a grand opening celebration, meet and greets for the public, tours, applications on smartphones, and informational sessions. This form of communication will ensure cross-selling opportunities to effectively share work, which is offered by the primary care and women’s service lines. Social media will be used to boost awareness of the new oncology and women’s health centers. This strategy will be utilized because many of ECRH potential patients and relatives are currently engaged in social media sites. This will help cover a broad target audience fast and at low costs (Stanimirovic & Vintar, 2015). Patients will also get more communication with medical staff during their visits or treatments.

Implementation

1. Business infrastructure

ECRH will renovate the old buildings and modernize every facility via the addition of interactive technologies alongside high-tech medicinal instrumentations along with equipment. ECRH will further build new facilities for the new oncology department and the women’s health center. The organizational changes will have a new oncology department that will be reporting to the top management.

1. The business process

The pay hikes incentives offered to doctors will put more strain on the finances in terms of high salary rates. This is because more money will be used to sustain the salary payment. Also, offering low prices on treatment for new customers will reduce revenue and hence small profits in the short run, but will be profitable through the attraction of many clients in the long term. Incentives doctors have two main goals: 1) to motivate an employee to perform or continue to perform better and 2) to have a long-lasting effect on their performance. Although incentives are significant, recognition is even more important for professionals. High performing employees expect to be recognized, but do not necessarily expect to be rewarded. Sometimes a small token of appreciation may go a long way towards motivating dedicated employees. Recognizing employees will improve retention and have a significant and positive impact on attracting new staff.

1. Schedule

The new oncology department and women’s health center will be opened and operated in about six months. The renovation of the old buildings will take a maximum of one year. Hiring new physicians will begin immediately, and with the number of cardiologists needed, it will take longer than a year as we wait for doctors to complete their fellowships and relocate to the area if they are not local, so about two years to have the number of cardiologists needed. Credentialing services take about two months. This adds time to the onboarding process as well as getting new physicians registered with the different insurance plans to be in-network and be reimbursed for services provided.

Control and Exhibits

Moving forward with the marketing plan, we need to make sure we can have adequate goal progress tracking, performance gap management, and environmental analysis. The goal is to make sure our plan is creating the desired results. Human beings use social connections to identify the people that they feel safe working with (Band, Z., 2020). Speaking with customers and making sure that we are attracting our target market through social media would be the best way to track the progress of our marketing goals. The performance gap management will allow us to make sure we are improving in areas where we are lacking, and communication is already a known issue. There will always be threats to the environment that can affect our marketing success, such as competition, population, etcetera.

 

 

Control

0. Adequate Goal Progress

We will track progress and attract more of our target market through the use of a variety of mediums and tools such as cost-effective mobile video messaging platforms like Instagram and moLotus. Moreover, we will start 30 conversations per month through the call center and speak with customers, getting to know their pain points, and answering any questions they may have. These innovative mediums will allow us to receive and send information, thus helping to attract more patients. The use of these tools will significantly enable us to attract an additional 500 patients by the end of the year 2020.

0. Performance Gap Management

I think our organization’s management is currently suffering from a communication gap due to a lack of empathy or unwillingness to understand the perspective of employees and customers. The management personnel get so stuck in their own beliefs and stand on things that they stop listening to any other point-of-view. Even when they do listen, the lens they are filtering things through distorts any new information. The whole top marketing management climate around the organization is a perfect example. This inability to understand the other side is creating a broader communication that, at times, seems insurmountable.

Nonetheless, to correct this and ensure our marketing plan achieves the most desirable results, we need to find a better way to communicate the information to the staff and the local community. The top management will also need to share relevant information that is of some use for employees on a timely basis by defining the action that employees need to take for resolving the issue. One strategy for this communication should include public town hall meetings that are open to everyone. They are for the staff and the local community members. The public town hall meetings should be presented by the CEO of the organization to ensure his or her message is delivered directly to the people. The town hall meetings help the organization and the leader to connect with the staff and the local community (Lake, 2017).

1. Environmental Analysis

Since most products/services appeal more to some demographics than others, trends that indicate changes in number or type of people affect marketing. The trends, such as a growing population, have shown new and growing markets are needed in the community (Tumolo, 2018), such as the women’s health, emergency services, and oncology services.

Women’s health service is one of ECRH most significant opportunities. Banford Medical Center initially posed a threat to ECRH, causing a decrease in patients seeking women’s health-related services. However, the Faith & Main market study analysis showed that 36% of women in the service area would travel across county lines to receive excellent women’s health services. 72% of women in Chestnut County would consider using the women’s services of East Chestnut Regional Medical Center. This level of interest present ECRH with an opportunity to gain more women as patients.

The 100-acre development site is located near a significant commerce area in the community. It is conveniently located near densely populated neighborhoods and shopping. ECRH proceeds with the plan of building a new facility with physician offices and the free-standing emergency center, there is an excellent opportunity for increasing ECRH visibility in the community and bringing in more patients.

Nonetheless, the threats to ECRH’s success include a competitive local environment with another local for-profit healthcare organization and an academic medical center. With an aging cardiologist population, ECRH faces a threat from neighboring Greenbranch Medical Center. Cardiology services have been gaining strength within the Greenbranch Medical Center, mainly since they brought in a renowned cardiologist to rebuild their program.

Exhibits

0. Market Data

The table below shows a patient demographic that is most likely to find our products/services attractive, needed, and useful. This is based on the fact that they fulfill specific wants and needs, and solve specific problems that they have, are going to be our target market.

Demographic	Age Bracket
Children’s	0-12 years
Teenagers	13-17 years
Students	18-24 years
Youth	25-34 years
Maturity	35-65 years
Elderly age	65+ years

 

 

 

0. Value Analysis

In the graph below, we can see that the Women’s Health Department developed better and bigger than other ones, because many women consider using services at ECRH, and some female patients do not mind traveling to a different city for excellent care. There is a shortage of medical staff in the Emergency Department on weekends and at night. The oncology department has a large patient flow after the grand opening, and at this moment, it is in good standing with services and medical professionals. Cardiology Department is working on recruiting aging medical doctors for a better future.

0. Marketing Mix

Our organization mainly has 4 marketing mixes.

Product: This entails things that our company sells or offers, which also extends to healthcare services and experiences in this marketing case. We will be focusing on women’s services, emergency department services, and oncology services.

Place: this represents where our offering is being distributed or promoted, which in this case is the counties of Walnut County, Butternut County, Oak County, and Maple County.

Price: it entails the cost and prices of our products and services. We will ensure that we are offering services that are competitive with significant competitors in the area.

Promotion: this entails our advertising and marketing techniques, which include the use of television, newspapers, billboards, radio, social media, and organizational web pages.

Conclusion

In conclusion, East Chestnut Regional Health System is looking to re-establish its presence in the community as a top leader in healthcare. The mergers of these three independent systems have faced difficulty over the years since the beginning. However, with the appointment of new leadership striving for better outcomes, ECRHS will once again serve its patients. Leading the list are the plans to break ground for the new oncology center and revamping East Chester Regional’s level 1 trauma center. ECRHS will once again be at the forefront of treating women patients by offering comparable, yet better women services. We will develop positive marketing for the closures of Archway Hospital and the behavioral clinic. ECRHS will continue to assess and address the issues brought forth by the Attorney General and the Federal Trade Commission and resolve them in the most effective and timely manner. With the ushering of new patients, we will strive to attract the best and brightest of new medical staff to meet the growing needs of our community and patients. ECRHS will once again be the first choice for Chester and neighboring counties in health services.

The organization understands the importance of satisfaction surveys of employees and customers. The organization recognizes the importance of this tool for developing goals and marketing strategies. The first goal of the organization is to increase obstetrical delivery by 20% over the next three years. The second goal is to increase the emergency department volume by 5% within the next 18 months. The third and final goal is to increase the cardiology staff by 50% over the next five years. The organization will use performance benchmarks to measure the level of success in its efforts to achieve its goals. The marketing objective will be to catch the eye of the people looking for the services that our organization provides. The marketing objective will be accomplished with social media, the organizational website, emails, flyers, and paid advertisements. The Target market will look to target women of all ages including pregnant women to increase women’s services usage at ECRH. The target market will also look to target the local communities and the local fire rescue departments to increase the emergency department volumes. Lastly, ECRH will target local university medical schools and local cardiologists to increase our cardiologist staffing levels. We have reviewed the type of company that ECRH is and its major collaborators and its major competitor.

ECRH will begin to roll out new marketing this month to continue to build our presence in the community. We want the community to anticipate the new and improved ECRH. With the implementation of more resources and marketing, ECRH will once again be the number one provider in inpatient care in East Chester and surrounding counties. Using new marketing tactics, we will target our existing patients as well as new patients via local advertisements, social media, and technology. ECRH will also be offering a new incentive program for new patients to the health system. We will put a big focus on attracting new and qualified physicians to the cardiology department. Our goal is to increase employment by 50 percent within the next couple of years, and we plan to do this with an attractive compensation package for newly hired physicians to the department. ERCH has already broken ground on the new state of the art oncology center and will be open for treating patients in the next six months. ECRH will continue to put a greater focus on women’s health services. We will be adding additional services to meet once again and exceed the needs of women in Chester and neighboring counties. ECRH will once again be a pillar of patient care in the East Chester community.

We have an effective marketing plan that indicates what activities will be implemented. The leadership will be responsible for executing the project, the time and location of implementation, how implementation will be done. Responsibilities for action may be shared between two or more marketing functions. Our plans can be adapted and changed by using the market data, value analysis, and marketing mix so that goals are more reliable on concrete actions that a company can take. The marketing mix is a form of communication which allows the plan to focus on transmitted via mass media such as television, radio, cinema screens, newspapers, magazines and/or direct mail. It is meant to both inform and persuade. The market plan tends to be short term in its effects, but then its effects can be rewarding.

 

References

2015 National Surveys on Drug Use and Health (NSDUH), The Substance Abuse and Mental Health Services Administration. Retrieved from https://www.samhsa.gov/data/sites/default/files/report_2720/Spotlight-2720.html

Band, Zvi. Success Is in Your Sphere. Success is in Your Sphere. January 2020:1-5. Retrieved

from

http://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=qbh&AN=140948131&site=eds-live&scope=site.

Beith A, Eicher R, Weil D. Do Performance-Based Incentives Improve TB Detection and Treatment Completion? Retrieved from: http://www.cgdev.org.http://www.cgdev.org/files/13544_file_TB_final.pdf

Curfman, G. (2015). Everywhere, hospitals are merging – but why should you care? Retrieved from https://www.health.harvard.edu/blog/everywhere-hospitals-are-merging-but-why-should-you-care-201504017844

 

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