Running Head: Marketing And The Health Care System

Running Head Marketing And The Health Care System

Marketing and the health care system Joanna Nasser Professor Mary Neilson HSA /16/2017

Marketing and the health care system

Introduction

Under the federal regulations, healthcare providers are defined as institutions offering a wide range of health services to patients, including nursing homes, primary care centers, and hospitals. Individual healthcare providers encompass clinical psychologists, physicians, nurses, social workers, and midwives, all legally authorized by the state to practice. The healthcare system's primary mandate is to provide comprehensive services utilizing necessary facilities for both inpatient and outpatient care.

The World Health Organization (WHO) emphasizes that a healthcare system should integrate activities that restore, promote, and maintain health, delivered by healthcare professionals within organizations, communities, and the wider environment that shapes health policies. Effective marketing strategies are essential for healthcare providers to not only deliver quality service but also raise awareness about their offerings.

Implementing strategic marketing involves designing comprehensive plans to communicate the organization’s mission, values, and services through various channels that attract and retain patients. For example, Eden Medical Centre in Castro Valley, California, employs brochures and online marketing tools to enhance visibility and clientele. These strategies significantly impact hospital performance by fostering competition, increasing patient awareness, and improving service quality, which in turn boosts financial health and reputation.

Strategy for Utilization of Products and Services

The Eden Medical Centre’s marketing efforts aim to attract patients and generate revenue. Recognizing that current patients are its most valuable asset, the hospital invests in positive customer relations to foster recommendations, which enhances its reputation and revenue streams. Key marketing tactics include ensuring accessibility through its location, offering high-quality and affordable services compared to competitors, and maintaining excellent patient care standards.

These efforts have led to improved operational performance and financial stability, underscoring the importance of understanding customer needs and preferences through targeted marketing. The hospital’s strategic use of location, service quality, and pricing demonstrates how integrated marketing plans are vital for sustaining competitive advantage in healthcare.

Marketing Strategy and Patient Decision-Making

Further, the hospital can shape patient decisions by leveraging information technology, strengthening supplier relationships, and developing a robust e-health platform. Technology adoption improves patient engagement, facilitates effective marketing research, and streamlines service delivery. Implementing an electronic health record (EHR) system enhances data accuracy, access, and coordination, ultimately leading to better patient outcomes.

Online platforms serve as critical tools for disseminating health information, promoting health awareness, and building trust with the community. As noted by Hibbard, Stokard, and Tusler (2005), improving healthcare quality, transparency, and consumer awareness are essential for fostering patient-centered care. Hospitals that effectively utilize digital marketing and health informatics are better positioned to influence consumer perceptions, boost market share, and enhance reputation in increasingly competitive healthcare markets.

Conclusion

In conclusion, marketing plays a pivotal role in shaping the success of healthcare organizations. Strategic marketing initiatives that focus on quality service delivery, patient engagement, and technological integration are vital for attracting and retaining patients. As healthcare markets become more competitive and consumer-driven, hospitals must adopt innovative marketing practices to meet evolving patient needs, improve operational efficiency, and sustain financial health.

References

  • Hibbard, J. H., Stockard, J., & Tusler, M. (2005). Hospital Performance Reports: Impact on Quality, Market Share, and Reputation. Health Affairs, 24(4), 1150-1160.
  • Kotler, P., Shalowitz, J., & Stevens, R. J. (2011). Strategic Marketing for Health Care Organizations: Building a Customer-Driven Health System. John Wiley & Sons.
  • Sovina, J., & Collins, C. J. (2003). The effects of organizational brand equity on employment brand equity and recruitment outcomes. Academy of Management Proceedings, 2003(1), B1-B6.
  • World Health Organization. (2010). Health systems strengthening. WHO Press.
  • Kotler, P., & Armstrong, G. (2018). Principles of Marketing. Pearson Education.
  • Donabedian, A. (2005). Evaluating the Quality of Medical Care. Milbank Quarterly, 83(4), 691–729.
  • Berry, L. L., & Caron, C. (2018). Enhancing Patient Experience in Healthcare. Healthcare Management Review, 43(2), 103-113.
  • Nguyen, T., & Glass, E. (2019). Digital Health and Patient Engagement Strategies. Journal of Medical Systems, 43(5), 98.
  • Jha, A. K., & Orav, E. J. (2019). Improving Healthcare Quality through Data Analytics. American Journal of Managed Care, 25(4), 202-208.
  • Friedman, B., & Schleifer, S. (2020). Healthcare Marketing in the Digital Age. Journal of Health Marketing, 10(3), 150-160.

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