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Children's Hospital of Philadelphia (CHOP) has recently constructed an ultramodern pediatric imaging facility. The healthcare facility exclusively focuses its improved services on children's imaging. In this paper, we present a marketing approach that covers computed Tomography (CT), fluoroscopy, General radiology (X-Ray), Magnetic resonance Imaging (MRI), Nuclear Medicine as well as ultrasound. The work includes an assessment of both the internal as well as external environment which is important in allowing us to determine the full advantage associated with the CHOP brand, the strategic location of the facility as well as the purchase of the new and improved equipment to warrant the integrated marketing strategy. The approach is however, threatened by the existence of another major hospital within Philadelphia that also offers pediatric imaging services. This risk will however be mitigated by CHOP's approach of focusing on pediatric imaging at an affordable price. Pediatric imaging is to form CHOP's niche market. The marketing strategy includes a detailed description of the product, the pricing of the product, the promotional strategy, as part of the marketing mix as well as the revenue projection for 2011.A recommendation on how to implement the marketing strategy is also provided.
The Children's Hospital of Philadelphia (CHOP) started its operations in 1855 and is proud to be the pioneering hospital in the United States to be exclusively devoted to the caring for sick children. The hospital is noted to be the birthplace of several medical firsts in the field of pediatric medicine. The hospital has made several medical discovering as well as innovations through its research institute that have helped in the improvement of the level of pediatric healthcare which in turn has helped save several lives. The institution has recently constructed an ultramodern pediatric imaging facility within its compound. The center is to provide efficient, affordable as well as on-site interpretation of advanced radiologic studies on computed Tomography (CT), fluoroscopy, General radiology (X-Ray), Magnetic resonance Imaging (MRI), Nuclear Medicine as well as ultrasound. The facility is located at the Main Hospital, Specialty Care Center, King of Prussia. The facility is conveniently located at the Main Hospital in West Philadelphia in order to cater for the in-house patients as well as patients who have been referred from other hospitals. The challenge for CHOPs is to provide an improved pediatric imaging service that is far more superior to the ones that already exist in the facility and the entire state.
A situational analysis helps in the examination of the internal as well as external factors that plays part in day-to-day running of a given company. These factors have been pointed out to influence the way a company performs as well as the choices that it needs to make in regard to its marketing strategy.
In this paper, we present an in-depth analysis of the hospital's goals, external and internal characteristics as well as its place in the competitive marketplace. A proper understanding of these elements is important for us to come up with better ways of achieving the organizational goals. The company's strengths and objectives are also to be evaluated in order to help it in realizing the set aims and objectives. The company's current market share is also to be evaluated in order to use the results in the determination of how aggressive the marketing strategy is to be.
The situational analysis will involve the profiling of all the potential clients in order to ensure that the services that are offered are done so with the right amount of commitment. A competitor analysis is also to be conducted in order to help in determining the organization's external environment. The competitors are to be analyzed in regard to their feasibility of any form of intrusion using the RWW (Real Win Worth) screen. Also to be analyzed is the organization's market position, its strengths as well as weaknesses. A Political, Economic, Social, and Technological (PEST) as well as Strengths, Weaknesses, Opportunities, Threats (SWOT) analysis is to be carried out in order to determine the nature of the company's operating environment. Kotler et al. (2010) in their book the strategic marketing for various healthcare organization pointed out that a SWOT analysis is one of the best methods that is employed in the assessment of a company's environment in order to determine its strengths, weaknesses, opportunities and threats. The analysis of an organization's strength and weaknesses reveals the company's internal environment while the opportunities and threats reveal its external environment. An organization's internal and external environment was indicated by Brassington & Pettitt (2005) to have a great influence on its marketing activities.
External environment analysis
The analysis of the external environment involves the analysis of opportunities and threats. The hospital needs to identify the major threats as well as opportunities that it faces it in its daily operations. The main objective of the analysis is to initiate developments that in the long run would have a great impact on the operations of the firm. The opportunities as well as threats must make a great consideration of the economic environment, market, demographic changes, technology, channel pressure, competition as well as politics among others as pointed out by Kotler et al. (2005). It is worth noting that the opportunities and threats have a tendency of focusing on the present and future while applying an outward and yet strategic view of the options and developments. Brassington & Pettitt (2005) indicated that many opportunities as well as many threats emanates from the marketing environment whenever there are subtle or great shifts in the demographic as well as social factors.
Internal environmental analysis
The strengths as well as weaknesses of a given company tend to have a great focus to the present as well as past events. Brassington & Pettitt (2005) pointed out that the strengths and weaknesses in most cases can be defined in terms of the level of competition that exists (p.408).It is worth noting that the strengths and weakness outlined in a given SWOT analysis never lists all of a company's features. It only lists the ones that are critical to the success of the company (Kotler et al., 2005).
Goal1: To achieve a 30% increase in Computed Tomography (CT) scans during the first quarter
The first objective is to increase the rate of the number of patients who are subjected to CT scans as well as determine the feasibility of acquiring more CT scanners from suppliers who are approved at the enterprise level.
To eliminate the need of patients waiting for the CT scans to be interpreted by an external radiologist/physician. All of the CT scan results will be interpreted onsite thereby eliminating wait times.
Goal 2: To achieve a 30% increase in MRIs during the first quarter
The first objective is to increase the rate of the number of patients who are subjected to MRI scans as well as determine the feasibility of acquiring more MRI scanners from suppliers who are approved at the enterprise level.
To eliminate the need of patients waiting for the MRI scans to be interpreted by an external radiologist/physician. All of the MRI scan results will be interpreted onsite thereby eliminating wait times.
Goal 3: To achieve a 30% increase in Ultrasound scans during the first quarter
The first objective is to increase the rate of the number of patients who are subjected to Ultrasound scans as well as determine the feasibility of acquiring more Ultrasound scanners from suppliers who are approved at the enterprise level.
To eliminate the need of patients waiting for the Ultrasound scans to be interpreted by an external radiologist/physician. All of the Ultrasound scan results will be interpreted onsite thereby eliminating wait times.
Goal 4: To make CHOP to be the largest Nuclear medicine facility in the nation
To acquire staff with the necessary competence to successfully run a full scale nuclear medicine facility
To acquire equipment necessary for running a busy and full-scale nuclear medicine facility
Organizational culture is defined by Schein (1992) as a "A pattern of shared basic assumptions invented, discovered, or developed by a given group as it learns to cope with its problems of external adaptation and internal integration" that have worked well enough to be considered valid and therefore, to be taught to new members as the correct way to perceive, think and feel in relation to those problems"
The organizational culture at Children's Hospital of Philadelphia (CHOP) is very positive s a result of its long history as a pioneer children's hospital in the nation. The health care center is a center for clinical as well as academic excellence. The parents/clients as well as employees view the hospital as a pioneer and leader in pediatric care. They view it as a place with an ever increasing quest for quality as well as excellence in pediatric care. This is indeed embed in the organizational culture.
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