Questions and Answers of Health Care Market Strategy

Negotiate Epic deal by February 2020 with target implementation in July 2022; legal fee budget of $21,000.
Create capital requirement plan assuming Epic implementation by 2021.■■
Hire coding consultant to recommend changes by June 2020; budget $45,000.■■
Review pricing structure and implement changes in first quarter of 2020.■■
Obtain margin of 5% and improve physician income to national average by 2021.■■
Establish model exam room with full Epic flat screens and software; November start.Goal #5. Improve Physician Income and Install Eclipse System■■
Educate staff on how new model of nurse/doctor would work—ongoing.■■Demonstrate Epic electronic capability by August.■■
Determine nurse practice model by October.■■
Establish 50:50 program of tests and visits to people aged ≥50 years for $50.Goal #4. In 2021, Begin to Educate Staff and Intensify Plan That Assumes an Epic Future■■
Add MRI service 3 days per week; capital cost $85,000; complete by September.■■
Participate in new resident neighbor package by March; cost $15,000.■■
Purchase billboard space for $2000/month.■■
Publish weekly health article in newspaper; start in February.■■
Sell Eclipse Systems consumer laptop software to interested patients.Goal #3. Improve Awareness of the Clinic in Greentree to 50% by 2021■■
Educate patients and provide them with free access to patient clinical pathway material.■■
Conduct extensive market research to test viability; budget $130,000+ paid by Eclipse Systems.■■
11.What is the likely outcome for the Metz Clinic 5 years from now?■
10.With this strategy, can Metz Clinic survive in the evolving medical environment?
9.What added data would be helpful to determine if the strategy is likely to succeed?
8.Is the plan logical, realistic, and cohesive?
7.Are tactics specific, appropriate, and backed with enough power to meet the marketing objectives?
6.Are the marketing objectives specific, and do they make sense given the conditions?
5.Does the strategy/action match seem logical?
4.To what extent does the clinic understand its environment, the market, and the competition? (Key market data are presented.)
3.To what extent is the vision too optimistic, or is it too conservative?
2.Given the size of the organization and the risks that lie ahead, what additional market research should be considered?
1.To what extent does the Metz Clinic have a strategy? Does it have a mission and a clear vision? Are the critical success factors clear?
4.Have specific targets and accountabilities been established to address the findings and conclusions of this assessment?
3.What are the three to five most important issues or concerns that could prevent the organization from achieving success?
2.On an overall basis, is the organization well positioned for the future? What is the basis for this answer?
1.What are the three to five most important factors from this assessment that will impact the organization’s strategic and market plans as the entity moves forward?
4.How is the organization using the Internet to distribute its product/service?
3.How important is distribution in establishing a competitive advantage for a particular service?
2.What factors are considered in location decisions?
1.What are the distribution trends in the industry? What services are being performed on an outpatient basis? What services are being performed on an at-home basis? Are satellite facilities being
15.Are procedures established and used to measure the results from the public relations’ program?
14.Are the public relations’ objectives integrated with the overall promotional plan?
13.Has the public relations effort led to regular coverage?
12.What is the role of public relations? Is it a separate function/department? What is the scope of its responsibilities?
11.What methods have been used for measuring advertising and Internet effectiveness?
10.What advertising copy has had the most favorable response?
9.Are the objectives (reviewed in question 1) being met?
8.What media have been used?a.Web media?b.Social media?
7.Are the media delivering the desired audience?
6.Is the cost per thousand viewers, listeners, or readers still favorable?
c.Physicians? On staff? Potential?
b.Patients? Former? Current? Prospective?
a.Donors?
5.To whom has advertising been largely directed?
4.Does the Internet strategy allow consumers to interact with the organization and schedule appointments, update records, and maintain other important consumer information?
3.Is the Internet strategy customer friendly?
2.Has this purpose undergone any change in recent years?
1.What is the purpose of the organization’s present promotional activities (including advertising)? Protection? Education? Search for new markets? Development of all markets? Establishment of a new
5.How is the sales force compensated and incentivized?
4.Are the procedures adequate for setting quotas and evaluating performance?
3.Does the sales force show high morale, ability, and effort? Is it sufficiently trained and motivated?
2.Is the sales force organized along the proper principles of specialization (e.g., territory, market, product)?
1.Is the sales force large enough to accomplish the organization’s objectives?
6.How would a higher or lower price affect demand?▸▸Sales Force
5.How are price promotions used?
4.How are the organization’s policies viewed by patients? Physicians? Third-party payers? Competitors? Regulators? Managed-care organizations?
3.What have the price trends been for the last 5 years?
2.How are prices for services determined? How often are prices reviewed? What factors contribute to a price increase/decrease?
1.What is the pricing strategy of the organization? Cost plus? Return on investment? Stabilization? Demand based? Premium pricing or bundled pricing? Value-based contracting?
8.Does the organization have any other features that individualize its services or give it an advantage over competitors?
g.What are the strongest points of the services to patients, medical staff, and nonmedical personnel?
f.What services could be added to make the organization more attractive to patients, medical staff, and nonmedical personnel?
e.What are the most common complaints about the services?
d.Has demand for the services increased or decreased?
c.What important changes have taken place in services during the previous 10 years?
b.How many have been added or dropped?
a.How many did the organization originally have?
7.What is the history of the organization’s major products and services?
6.What are the organization’s policies regarding number and types of services to offer? Regarding needs assessment for service addition/deletion?
5.Which services are most heavily used? Why? Are there distinct groups of users? What is the profile of patients/physicians who use the services?
4.What is the total cost per service (in use)? Is the service over- or underutilized?
3.How are the organization’s products or services superior to or distinct from those of competing organizations? What are the weaknesses? Should any product be phased out? Should any product be
2.What are the general outstanding/unique characteristics of each product or service?
1.What are the organization’s products and services, both present and proposed?
17.Does the organization have an adequate marketing information system to meet the needs of managers in planning and controlling various markets?
16.Does the organization carry out periodic studies to determine the contribution and effectiveness of various marketing activities?
15.Does the organization implement control procedures (e.g., monthly, quarterly) to ensure that its annual objectives are being achieved?
14.Does the organization develop an annual marketing plan? Is the planning procedure effective?
13.Are the marketing resources allocated optimally to the major elements of the marketing mix (i.e., service quality, pricing, promotion, and distribution)?
12.Are the marketing resources allocated optimally to the various markets, territories, and clinical departments of the organization?
11.Is the organization allocating enough resources (or too many) to accomplish its marketing tasks?
10.What is the organization’s core strategy for achieving its objectives, and is it likely to succeed?
9.Are the marketing responsibilities optimally structured to serve the needs of different activities, clinical services, markets, and territories?
8.Are the other persons who are directly involved in marketing activities competent? Do they need more training, incentives, or supervision?Appendix A 303
7.Does the organization have a high-level marketing officer to analyze, plan, and implement its marketing work?
6.Are policies and procedures in place to coordinate the marketing activities with the other ongoing activities of the organization?
5.Is market research appreciated as an ongoing task necessary for the development of effective marketing plans?
4.As with all large for-profit companies, does the person with marketing responsibility report directly to the CEO or top administrator?
3.Does the marketing department have a key role in the planning activities of the organization?
2.Do the Chief Executive Officer (CEO) and other key personnel have marketing experience?
1.Are there specialized training programs for key personnel that emphasize the marketing concept?
14.Is the organization a “health system”? If yes, what is the value add of the system to patients and members? How would the community describe the system?
13.What are the organization’s present strengths and weaknesses in management capabilities? Medical staff? Technical facilities? Reputation? Financial capabilities? Image? Medical facilities?
12.Have there been any fluctuations in revenue? If so, what caused them?
11.Is the total volume (gross revenue, utilization) increasing or decreasing?

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