What indicators could the hospital have used to evaluate the impact of these marketing efforts? The growing racial and ethnic diversity of the U.S. population seems to overwhelm some healthcare providers. A system that is used to providing one-size-fits-all care is now faced with a patient population that is increasingly heterogeneous and whose members often have different perspectives on healthcare than do the providers of care. However, if a provider can adapt to the needs of this growing market, a lot of opportunities will present themselves.

For example, the challenge of engaging a community in the opening of a birthing center is always significant, and it becomes even more daunting when community members speak 40 different languages.

One hospital in an urban Midwestern community not only took on this challenge but also turned it into one of its greatest marketing successes.

Thirteen hospitals within a ten-mile radius of the primary service area provided obstetrics services to the community. An estimated 24,274 women of childbearing age lived in the primary service area. Another 134,055 women of childbearing age lived in the secondary service area.

A service area analysis identified the following ethnic breakdown for the population: 72.2 percent white (including 18.9 percent Hispanic), 11.2 percent Asian or Pacific Islander, 9.1 percent other, 7.0 percent