Required Readings: Chapters Eleven And Twelve

Required Readingschapter Eleven Distributionchapter Twelve Promotion

In recent years, several nationally known healthcare providers have established satellite facilities a great distance from their main clinic locations.

The Mayo Clinic of Rochester, Minnesota, has opened facilities in Arizona, Florida, Iowa, Wisconsin, and Minnesota as well as an office for referrals in Mexico City. The Cleveland Clinic has opened a Brain Institute in Nevada, a facility in Florida, and a hospital in Abu Dhabi and a recently opened hospital in London. As the chapter also described, the Hospital for Special Surgery has opened multiple locations beyond its sole location in midtown Manhattan with a separate hospital in Florida. Explain the changes in distribution intensity these actions represent. Provide illustrations.

In the discussion on emotions in advertising, an advertisement from 2014 was highlighted that did not directly pertain to healthcare.

What was it particularly about this advertisement that leads to positive feelings? In what way might a healthcare organization similarly capitalize on such an approach? In considering your answer, look at this advertisement by the Cleveland Clinic (This advertisement is one of a series that the Cleveland Clinic produced). Who is the market for this ad in the campaign? Does it engender the same emotional response?

Paper For Above instruction

Healthcare organizations are increasingly adopting a strategic approach to expanding their geographical reach through the establishment of satellite facilities. This trend reflects a nuanced understanding of distribution intensity, aiming to balance accessibility with operational efficiency. Distribution intensity, in marketing terminology, refers to the extent and density of service locations within a given geographic area. It ranges from intensive, where services are widely dispersed; selective, where services are available at selected locations; to exclusive, which features limited points of service. The expansion activities of Mayo Clinic, Cleveland Clinic, and Hospital for Special Surgery exemplify a strategic shift towards greater distribution intensity, albeit with varying degrees tailored to their objectives.

The Mayo Clinic's expansion into Arizona, Florida, Iowa, Wisconsin, and Mexico City signifies an effort to employ a mixed distribution strategy—beyond solely intensive, it balances broader accessibility with quality care. These satellite facilities extend Mayo’s brand presence and facilitate easier access for patients in different regions, reducing travel burdens and scaling specialized services. The establishment of such facilities often involves a move toward a more intensive distribution network, although it maintains some selectivity by focusing on specialized or high-demand services. The added facilities act as regional hubs that facilitate quicker patient access, thereby increasing distribution intensity and market coverage.

The Cleveland Clinic's establishment of specialized institutes in Nevada, Florida, Abu Dhabi, and London exemplifies a strategic move to foster global and regional presence. Opening a Brain Institute in Nevada and hospitals in international locations reflects a further increase in distribution intensity, with a focus on specialized and high-value services. International expansion, in particular, introduces complexity into distribution strategies, demanding careful consideration of location, target markets, and service differentiation. The clinic’s approach indicates a move toward a high-integration, high-intensity distribution network that caters to both local and global markets. Illustratively, these actions can be visualized using a geographic map highlighting each new facility, with connections illustrating the broadened reach and increased density of locations.

In summary, these expansion efforts are characterized by an increased distribution intensity, aiming to enhance patient access, brand proliferation, and service delivery. Whether through regional satellite clinics or international hospitals, such strategies enable healthcare providers to navigate competitive landscapes and meet diverse patient demands effectively.

Regarding emotions in advertising, the 2014 advertisement that was highlighted employs emotional appeal by tapping into universal human sentiments such as hope, compassion, or a sense of community. While the specific ad content is not described here, such advertisements often evoke positive feelings through storytelling, imagery, music, or shared values that resonate emotionally with viewers. For healthcare organizations, leveraging similar emotional approaches can foster deeper connections with their audiences, building trust and loyalty. For example, a healthcare ad that focuses on patient stories, familial bonds, or community impact can evoke empathy and positive associations with the organization.

The Cleveland Clinic's campaign series, including the ad in question, likely targets prospective patients, current patients, or communities seeking trusted healthcare providers. These ads are designed to foster an emotional bond, positioning Cleveland Clinic as not just a provider of medical services but as a caring entity committed to improving lives. Such campaigns often employ emotionally charged narratives or visuals, similar to those in non-healthcare ads, to create a sense of warmth and reliability. The emotional response—whether hope, comfort, or pride—is central to inspiring patient engagement and brand loyalty.

In conclusion, effective healthcare advertising can benefit significantly from emotional appeal strategies that foster positive feelings. By understanding and applying these principles, healthcare organizations can enhance their outreach efforts, improve community perception, and ultimately, attract and retain more patients.

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