Health Services Strategic Marketing HSA505 Philip Kotler's M

Health Services Strategic Marketing Hsa505philip Kotlers Marketing P

Developing Marketing Plans; and Philip Kotler’s Marketing Plan Next slide. 2 Developing Marketing Plans Develop Comprehensive Marketing Plan Road Map Significant Effort and Attention Given the scope and diversity of marketing activities, it is essential for marketers to formalize their pursuits on at least an annual basis through the development of comprehensive marketing plans.

By putting marketing plans in writing, marketers are forced to think through upcoming periods, perform routine marketing analyses, and set marketing goals and objectives that are properly aligned with institutional goals and objectives. When completed, marketing plans act as road maps, allowing marketers to assess their progress over time, making adjustments as necessary. Without formal marketing plans, marketers will likely find themselves management marketing activities in a reactive fashion, lacking insight, direction, and control—a formula for disaster. Developing marketing plans requires significant effort and attention. Among other things, these plans required accurate product, market, and competitor information and assessment, as well as insightful and creative market.

Next slide. 3 Philip Kotler’s Marketing Plan Eight Sections Marketing Plan Contain Necessary Plan Components Although there are no mandatory guidelines for the format of marketing plans, there is a useful outline for such plans developed by Philip Kotler. Kotler’s Marketing Plan consists of eight sections: One. Executive Summary & Table of Contents; Two. Current Marketing Situation; Three. Opportunity and Issue Analysis; Four. Objectives; Five. Marketing Strategy; Six. Action Strategy; Seven. Financial Projections; and Eight. Implementation Controls. Given the importance of marketing plans, marketers must take great care in preparation of these documents. Kotler’s Marketing Plan provides marketers with a useful framework for presenting these documents in an orderly fashion. By using Kotler’s framework, marketers are assured that their marketing plans contain necessary plan components and that these elements are presented appropriately. When content is added to this framework, marketers gain an invaluable marketing resource.

Next slide. 4 Check Your Understanding Summary Developing Marketing Plans Philip Kotler’s Marketing Plan We have reached the end of this lesson. Let’s take a look at what we’ve covered. During this lesson we gave reasons as to why developing marketing plans is important. It is essential for marketers to formalize their pursuits on at least an annual basis through the development of comprehensive marketing plans.

By putting marketing plans in writing, marketers are forced to think through upcoming periods, perform routine marketing analyses, and set marketing goals and objectives that are properly aligned with institutional goals and objectives. Finally, we reviewed Philip Kotler’s Marketing Plan, which is a useful framework for presenting these documents in an orderly fashion. This completes this lesson. 6 PROPERTIES On passing, 'Finish' button: Goes to Next SlideOn failing, 'Finish' button: Goes to Next SlideAllow user to leave quiz: At any timeUser may view slides after quiz: At any timeUser may attempt quiz: Unlimited times Health Services Strategic Marketing HSA505 Ries & Trout’s Marketing Warfare Strategies Welcome to Health Services Strategic Marketing.

In this lesson we will discuss Ries & Trout’s Marketing Warfare Strategies. Next slide. 1 Topics Ries and Trout’s marketing warfare strategies: Defensive Warfare Offensive Warfare Flanking Warfare Guerrilla Warfare The following topics will be covered in this lesson: Ries and Trout’s marketing warfare strategies, more specifically: Defensive Warfare, Offensive Warfare, Flanking Warfare; and Guerrilla Warfare. Next slide. 2 Ries and Trout’s Marketing Warfare Strategies Defensive Warfare Offensive Warfare Flanking Warfare Guerrilla Warfare Hospitals, medical clinics, and other healthcare entities must attract and retain customers to achieve growth and prosperity.

Success at attracting and retaining customers ultimately determines the share of the market—the market share—held by entities. One of the most significant obstacles to gaining market share is that of competition. Healthcare organizations compete in what might be considered the most competitive of industries. The term competition brings to mind images of contents and challenges. The Ries and Trout concept that marketing is war and applies to warfare strategies and tactics to the marketing process.

Ries and Trout note being customer oriented alone is not enough to achieve marketing success. Entities must also be competitor oriented. According to Ries and Trout, marketing warfare can be waged using four different strategies: The defensive warfare form should only be used by market leaders. Entities that possess such strong positions should not, however, enter hold-and-maintain mode. Instead, they should seek continuous improvement by attacking themselves.

This involves the routine introduction of new and enhanced offerings that render the existing products obsolete. Such offerings ultimately improve the already positive market positions held by market leaders. Offensive warfare should be used by those entities falling just behind market leaders. These entities must target leaders, seeking to shift market share away from their powerful positions, preferably at points of weakness. Here, attacks should be initiated on very narrow fronts, perhaps on single products or small groups of offerings rather than entire product lines.

The flanking warfare strategy is useful for any entity seeking to gain market share. This strategy involves the identification and occupation of new market segments. Although difficult to discover and develop, new segments offer open, uncontested terrain for flankers to occupy. The success of a flanking attack is largely related to the degree of surprise achieved. The elements of surprise provide valuable time for flankers to establish beachheads within these new segments, making competitive responses much more difficult or even impossible.

Guerrilla warfare is most appropriately used by smaller entities competing in a market of larger competitors. These smaller entities do not possess the resources to compare directly with market leaders. Instead, they must identify small market segments where they can maintain leadership positions. Next slide. 3 Check Your Understanding Summary Ries and Trout’s marketing warfare strategies: Defensive Warfare Offensive Warfare Flanking Warfare Guerrilla Warfare We have reached the end of this lesson.

Let’s take a look at what we’ve covered. Throughout this lecture, we discussed the Ries and Trout’s marketing warfare strategies. The Ries and Trout concept says that marketing is war – and marketers need to apply warfare strategies and tactics to the marketing process. Ries and Trout note being customer oriented alone is not enough to achieve marketing success. Entities must also be competitor oriented.

According to Ries and Trout, marketing warfare can be waged using four different strategies: Defensive Warfare, Offensive Warfare, Flanking Warfare, and Guerrilla Warfare. This completes this lesson. 5 PROPERTIES On passing, 'Finish' button: Goes to Next SlideOn failing, 'Finish' button: Goes to Next SlideAllow user to leave quiz: At any timeUser may view slides after quiz: At any timeUser may attempt quiz: Unlimited times Health Services Strategic Marketing HSA505 Kaplan & Norton’s Strategy Map Welcome to Health Services Strategic Marketing. In this lesson we will discuss Kaplan & Norton’s Strategy Map. Next slide.

1 Topics Kaplan and Norton’s Strategy Map Constructing a Strategy Map The following topics will be covered in this lesson: Kaplan and Norton’s Strategy Map; and Constructing a Strategy Map. Next slide. 2 Kaplan and Norton’s Strategy Map Global Perspective and Environment Complexity Strategic Perspectives Due to their global perspective of the healthcare marketplace and its vast array of components, healthcare marketers are frequently charged with strategic management responsibilities. Such responsibilities are important in any institution, but they are especially vital in those that operate within environments of great complexity. One tool that can provide assistance to healthcare marketers in carrying out strategic responsibilities is known as the Kaplan & Norton's Strategy Map.

The Strategy Map is essentially an enhanced illustration of the Balanced Scorecard that depicts the vision and strategy of an organization along with complying financial, customer, internal business process, and learning and growth perspectives. The Strategy Map depicts the strategic perspectives of organizations and their impact and influence on the achievement of the overall vision and strategy of associated entities. Next slide. 3 Constructing a Strategy Map Identify Vision Formulate Costs Draw Arrows for Linkages To design a Strategy Map, marketers must do the following: Identify the vision of the associated entity and the overall strategy for achieving the vision, placing these items at the top of the Strategy Map; Formulate applicable goals and objectives for financial, customer, internal business process, and learning and growth perspectives, placing this information on descending levels of the Strategy Map; and Draw arrows indicating appropriate linkages to demonstrate the cause-and-effect relationship leading to the achievement of the identified institutional strategy, and ultimately vision fulfillment.

The resulting Strategy Map is then utilized to facilitate strategic management endeavors. Next slide. 4 Check Your Understanding Summary Kaplan and Norton’s Strategy Map Constructing a Strategy Map We have reached the end of this lesson. Let’s take a look at what we’ve covered. We started our discussion by describing the Kaplan and Norton’s Strategy Map.

The Strategy Map depicts the strategic perspectives of organizations and their impact and influence on the achievement of the overall vision and strategy of associated entities. Finally, we reviewed how to construct a Strategy Map. To design a Strategy Map, marketers must do the followings: Identify the vision, formulate applicable goals and objectives, and Draw arrows indicating appropriate linkages. This completes this lesson. 6 PROPERTIES On passing, 'Finish' button: Goes to Next SlideOn failing, 'Finish' button: Goes to Next SlideAllow user to leave quiz: At any timeUser may view slides after quiz: At any timeUser may attempt quiz: Unlimited times Week 10 Discussion 1 Please respond to the following: "Strategy Map" •Per the text, the health care industry is known as one of the most complex operational environments, placing a premium on excellence in strategic planning and management.

Determine the key reasons why health care marketing professionals should realize such complexity. Provide an example to support your rationale. •Appraise the value offered by Ries and Trout’s Marketing Warfare Strategies in assisting in the understanding and implementation of competitor-oriented marketing strategies that can be employed to increase market share. Provide at least two (2) specific examples of the Ries and Trout’s Marketing Warfare Strategies Model that apply within a health care organization with which you are familiar. Week 10 Discussion 2 Please respond to the following: "Marketing Plan" •Based on your review of the Learnscape scenario titled “Learnscape 4: How Are We Doingâ€, justify the value of marketing plans as instruments that compel marketers to think about upcoming periods, perform routine marketing analyses and audits, and set marketing goals and objectives such as Return on Investment (ROI), etc.

Provide one (1) example of the use of marketing plans in this fashion to support your rationale. •Decide whether or not you believe Philip Kotler’s Marketing Plan Model provides a useful framework for developing an effective marketing plan. Provide at least two (2) specific examples of the Philip Kotler’s Marketing Plan Model that apply within a health care organization with which you are familiar.