RUNNING HEAD: THE VISITING NURSE SERVICE OF NEW YORK Oscarina Cortorreal MG660-144 Strategic Marketing Prof. Zavala-Vinces Monroe College October 23, 2016 1 THE VISITING NURSE SERVICE OF NEW YORK 2 The Visiting Nurse of New York Marketing Plan A marketing plan is the quality basic prerequisite for the efficient marketing ensuring the integration of entire marketing activities assisting in the creation of favorable conditions for success in business transactions and activities. Business ventures operating in marketing conditions can have positive or negative results depending on the business strategies the effective planning of the marketing techniques enhances the development and growth of any business venture by giving great input and output services. The creating of the marketing plan is described as a strategic method based on the information and activities of any business venture. The Visiting Nurse Service of New York has specific marketing plan promoting the development of the strategic measures for the development of business. The VNSNY is a great place to work providing employees with the opportunity to work autonomously in the supportive professional environment (Feldman et al, 2016). The situational analysis It is the foundation of the marketing plan including rigorous examination of internal and external factors influencing the business venture. The situational analysis creates the overview of The VNSNY organization leading to the better understanding of the organization and the factors impacting the existence of the organization. The internal analysis is concerned about the understanding of the strengths and weakness of the organization (VNSNY`). The factors concentrate in the organization's image, organization structure, culture, staff, operational efficiency brand awareness and the finances. The external analysis concentrates on the activities outside the organization influencing the positive development of the business venture. The THE VISITING NURSE SERVICE OF NEW YORK 3 external implementations can be connected to market trends including suppliers, customers, competitors, new technology and economic environment. The Visiting Nurse Service of New York has an extensive scheduled emergency planning and preparedness training and has plans to tackle disasters such as floods, biohazards, fires and blackouts (Hensley et al, 2016). There are various set plans of the VNSNY structured by the Federal Emergency Management to respond to various emergencies of varying sizes and locations. The marketing plans of the Visiting Nurse Service of New York include the strategies by the agency to succeed in the deliverance of their duties within society. Plans years in making The plan ensures that the organization holds up during actual emergency drills to enable them to provide efficient services to the emergency situation within the society. Command system This is a major component of organizations emergency response following the model for a chain of command. There are designated roles within the agencies for every professional to learn in order to assist in the time of emergency. Prioritizing of patients The Visiting Nurse Service of New York assigns patients priority codes based on their conditions and living situations. This is a key component of the organization tracking and reporting system. Patients are categorized as 1,2,3, or 4, with 1 indicating highest risk. Logistical coordination It enables the empowering of organizational staff to make quick decisions essential for an effective disaster response. As the VNSNY's emergency response system manager later wrote in THE VISITING NURSE SERVICE OF NEW YORK 4 an internal report leadership in emergencies often requires making rapid decisions with limited information, Servant Leadership The servant leadership measures are effective as the team at hand having a sense of mission among employees in essential care is critical, coupled with strong training and a culture that places the meeting of other's requirement in the society. The VNSNY model is evidence that community-based home health care organizations are unique assets in caring for helpless populations during times of crisis. Experience with affected communities and with the larger landscape of care and government resources allows such groups to harmonize responses successfully and act as crucial conduits for relief efforts (Russell & Bowles, 2016) the market analysis (market, demographics, trends, and growth). A SWOT analysis The SWOT analysis of the Visiting Nurse Service of New York helps in the strong business strategy by enabling business strength and weakness including the opportunities and threats the organization in the market system. The analysis includes the strengths, weakness, opportunities, and threats within the organization. The Visiting Nurse Service of New York uses the basic techniques in SWOT analysis within the organization to implement development activities during emergencies. The analysis competition The competitive analysis process an opportunity describes the major competitors in terms of the factors influencing the revenues. The competitor's analysis include the organizational size, market share, comparative product quality, growth, target markets and the image of the Visiting THE VISITING NURSE SERVICE OF NEW YORK Nurse Service of New York. It also involves media coverage, information from the financial community, and their personal marketing materials and websites. 5 THE VISITING NURSE SERVICE OF NEW YORK References Feldman, P. H., McDonald, M. V., Barron, Y., Gerber, L. M., & Peng, T. R. (2016). Home-based interventions for black patients with uncontrolled hypertension: a cluster randomized controlled trial. Hensley, B. J., Cooney, R. N., Hellenthal, N. J., Aquina, C. T., Noyes, K., Monson, J. R., & Fleming, F.J. (2016). Re admissions After Colectomy: the Upstate New York Surgical Quality Initiative Experience. Diseases of the Colon & Rectum, 59(5), 419-425. Russell, D., & Bowles, K.H. (2016). Continuity in Visiting Nurse Personnel has Important Implications for the Patient Experience. Home Health Care Management & Practice, 28(2), 120-126. 6