Healthcare Organization Marketing Plan

Terrace Hospital Marketing Plan

Marketing Strategy -- Terrace Community Hospital

Summary- Terrace Hospital is a smaller, community hospital, located in a suburb of a major city. There are a number of large urban hospitals within 45-60 minutes of Terrace, but the focus for Terrace is as an expanded clinic that provides basic services for urgent care, seniors, obstetrics, general practice, counseling and education programs, radiology, complete blood work, and an osteo-care unit for citizens of the outlying communities that are 45-60 minutes from Terrace, and thus quite a distance from the urban hospitals. The hospital is reviewing its marketing plan in order to focus more on profitable and complete care, knowing that more complicated specializations are more available in the urban center.

Major Health Concerns -- Quality pediatric care, childhood obesity and Type-II diabetes, alcohol and cigarettes, substance abuse, STDs, geriatric care, obesity and cardio-renal issues.

Target Patients- The community of Terrace, as well as the surrounding smaller towns, are bedroom communities primarily focused on educational services, some minor manufacturing, and agricultural products. The area, we will call the Terrace Community, consists of Terrace and 6 smaller towns, as well as a rural population. The 2011 Census Survey found the following:

Terrace Community

Areas

Terrace, six smaller towns

All within 30-45 minutes of Terrace Hospital

Population

38,450 inclusive

Terrace plus region

Ethnicity

62% Caucasian, 22% Latin, 10% Asian, 4% Black, 2% Mixed

Mixed population, translation issues may need to be addressed

Income

Median - $34,746, Per capita $19,277

5.8% below poverty line

Age

24% under 21, 28% over 65

Requires focus on pediatric and geriatric care

Economy

Major employers are educational services, regional prison, ancillary services (Wal-Mart, etc.)

Family services required, strong push towards education and prevention

Pricing and Positioning- Under new insurance law, there are more individuals who now have preventative care; since there is no large Community Care facility in the area, the bulk of the healthcare needs are serviced through small 24-hour emergency clinics, doctor's offices, and Terrace Hospital. The goal for Terrace Hospital is to provide high-quality general care in a manner that encourages usage of needed facilities, while still generating a profit in order to keep the hospital viable.

Distribution -- Strong new focus on liaison with public health and educational services for: substance abuse, limiting cigarette smoking, exercise and nutritional services and activities, pregnancy and wellness classes and information, and geriatric activities and care.

Collateral/Promotions -- Focus on higher end collateral that acts as a soft sell by acting as a tutorial/educational piece with tips, instructions and advanced techniques. This combines with online forums, interactive web casts and web-based contests. For the younger population, use social media outlets as ways to encourage education and dialog about issues, as well as a proactive and confidential healthcare line and forum to ask questions anonymously.

Operations Strategy

Process Strategy -- Focused use of Pediatric, Primary, Geriatric and Educational Services

Timing -- Supports the regional community in high profile areas and has an impact on the larger amount of the population.

Distribution -- Key is to get the message out. Work with schools to have regular seminars that are grade appropriate (liaison with Social Services and Public Health): focus on nutrition, exercise, sexual health (older children), substance issues (including tobacco), and mental health.

Philosophy -- Tri-part focusing on process implementation and innovation; use of repetitive-based message (PREVENTION), and cooperation with the community.

Product Focused Strategy -- Besides working with schools at least 3 times per year for every grade, purchase a healthcare bus that allows for certain tests or seminars at malls, farmer's markets, events, etc. (Mammogram, Diabetes Testing, Well-Baby, Confidential STD and/or HIV).

Improving Service Productivity- Continual feedback loop from customers via Internet, Customer Service Surveys, webcasts and beta testers -- FOCUSED-based strategy that drives innovation and higher end sales for professionals. Higher level of QC set from industry benchmarks (e.g. reduction of errors from 1.5% industry standard to .5% overall).

Process Reengineering -- Annual review of processes and reevaluation of purpose and objectives based on service volume, error ratio and customer feedback. Strive for community presence; become known as the "place for quality healthcare."

Competition- Smaller clinics and 24-Hour Emergency Walk Ins, Large Urban Hospitals. However, noting that the larger hospitals tend to be less personal while also having the fiscal resources to offer more specialized care, Terrace Hospital embraces relationships with other clinics and hospitals that help with the overall message to provide high-quality and accessible care to 100% of the population. A potential competitive plan could also include personalized services for the shut-ins or nursing homes in the area, sponsorship with the community for healthcare fairs and activities (2K run for Diabetes, for example). Encouraging a warm and congenial relationship with the Urban Hospitals and their specialists (visiting lectures, seminars, etc.), or even sponsorship of specialists in residency a few times a year, engenders more of an overall mission of global and community health care. Additionally, ensuring that there are at least 10% Spanish speakers in the hospital to act as translators will help with the Latin population.

Human Resources as a Competitive Advantage Move Human Resources from a personnel department to a strategic planning function that plays a major role in staffing, training and retention of employees. Use HR to reach out to nursing and medical programs to actively recruit new staff, as well as reach out to medical equipment and pharmaceutical corporations to act as beta testing facilities (will increase visibility and reputation of hospital). HR take an active role in preparing and solidifying new job descriptions and advanced/enhanced training materials for all staff; as well as participating (using data mining and other electronic means) techniques to identify and promote internal candidates as well as define opportunities to retain top employees.