Task: Prepare A Draft Marketing Plan For A Product Or Servic ✓ Solved

Task: Prepare a draft marketing plan for a product or servic

Task: Prepare a draft marketing plan for a product or service to implement. Ideally this would be an offering within the scope of your current healthcare employment. You may reuse a relevant quality-improvement project from prior work.

Follow Appendix A of Essentials of Health Care Marketing (4th ed., Berkowitz EN), starting on page 547.

Part 1: Company Profile and Industry Overview (each section limited to one page).

Part 2: Service Overview and Competitive Analysis (one page each).

Part 3: Marketing Mix—Promotion, Place (service delivery plan), and Price (one page each).

Part 4: Executive summary describing parts 1–3.

Note: HR and Financial analysis portions of the full plan are not required for this assignment.

Paper For Above Instructions

Part 1 — Company Profile

HealthLink Innovations, LLC (fictional) is formed to translate clinical best practices into scalable digital health solutions that support chronic disease management and preventive care. The mission is to improve patient outcomes by delivering secure, user-friendly technology that integrates seamlessly with existing health care workflows. Core capabilities include HIPAA-compliant data handling, interoperability with major electronic health record (EHR) systems through HL7/FHIR standards, user-centered design, evidence-based care pathways, and robust data analytics for population health management. The company emphasizes clinician support, patient engagement, and measurable quality improvements, positioning itself to partner with hospitals, physician groups, and payers seeking to reduce readmissions, enhance adherence, and optimize care delivery (Berkowitz, 2017; Kotler & Keller, 2016).

References: Berkowitz, E.N. (2017). Essentials of Health Care Marketing (4th ed.). Jones & Bartlett Learning. Kotler, P., & Keller, K. L. (2016). Marketing Management (15th ed.). Pearson.

Part 1 — Industry Overview

The U.S. health care market is undergoing rapid digital transformation driven by demographic pressures, value-based purchasing, and a growing emphasis on patient-centered care. Remote patient monitoring (RPM) and telehealth have expanded access, improved outcomes in chronic disease management, and attracted payer interest due to potential cost savings and improved adherence. Public and private payers have progressively provided coverage and reimbursement for RPM and digital health services, accelerating adoption across health systems and accountable care organizations. Effective marketing in this space requires understanding regulatory constraints, clinical evidence, and the economics of care delivery, as well as how to articulate value to clinicians and administrators (Berkowitz, 2017; Kotler & Keller, 2016). CMS policy updates and payer programs remain critical external drivers shaping market opportunities and pricing strategies (CMS, 2023).

References: Berkowitz, E.N. (2017). Essentials of Health Care Marketing (4th ed.). Jones & Bartlett Learning. Kotler, P., & Keller, K. L. (2016). Marketing Management (15th ed.). Pearson. Centers for Medicare & Medicaid Services (CMS). (2023). Telehealth and Remote Patient Monitoring policy updates and reimbursement trends.

Part 2 — Service Overview

The proposed offering is a remote monitoring and chronic disease management platform designed for integration with major EHRs and patient portals. Key features include real-time vital-sign monitoring from connected devices, automated clinician alerts for out-of-range values, patient engagement tools (education, reminders, and goal tracking), secure messaging and telehealth scheduling, and analytics for care pathways and quality metrics. The platform supports evidence-based care plans, automated care reminders, and population health dashboards to assist care coordinators and primary teams in proactive management. The value proposition centers on improved clinical outcomes, reduced hospitalizations, enhanced patient satisfaction, and streamlined clinician workflows (Zeithaml, Bitner, & Gremler, 2018; Berkowitz, 2017).

References: Zeithaml, V.A., Bitner, M.J., & Gremler, D.D. (2018). Services Marketing: Integrating Customer Focus Across the Firm (7th ed.). McGraw-Hill Education. Berkowitz, E.N. (2017). Essentials of Health Care Marketing (4th ed.). Jones & Bartlett Learning.

Part 2 — Competitive Analysis

Direct competitors include established remote patient monitoring platforms and virtual care solutions from large health technology ecosystems (for example, RPM solutions integrated with Epic or Cerner, and telehealth-only providers). Indirect competition comes from consumer-grade wearables and wellness apps that patients may adopt independently. Competitive advantages for HealthLink would hinge on deeper clinical integration (EHR interoperability and standardized care pathways), stronger clinician workflow alignment, scheduler-enabled telemedicine, and proven ROI through pilot data. A basic SWOT view suggests strengths in clinical alignment and data interoperability, weaknesses in large-scale market presence initially, opportunities in growing RPM reimbursements and partnerships with health systems, and threats from rapidly evolving digital health vendors and evolving regulatory constraints (Porter, 1985; Grönroos, 2007).

References: Porter, M.E. (1985). Competitive Strategy. Free Press. Grönroos, C. (2007). Service Management and Marketing: Customer Management in Service Competition. Wiley. Berkowitz, E.N. (2017). Essentials of Health Care Marketing (4th ed.). Jones & Bartlett Learning.

Part 3 — Promotion

Position HealthLink as a clinically validated, cost-saving RPM solution that enhances patient engagement and outcomes while integrating seamlessly into existing care pathways. Promotional messaging emphasizes evidence-based care, reduced avoidable admissions, and ROI for health systems and payers. Target audiences include hospital administrators, clinical leaders, and information technology decision-makers. Primary channels include clinical case studies, peer-reviewed demonstrations, webinars, healthcare conferences, and targeted digital campaigns. Partnerships with health systems and payer organizations will be pursued to demonstrate real-world value and to support implementation scales (Kotler & Keller, 2016; Zeithaml et al., 2018).

References: Kotler, P., & Keller, K. L. (2016). Marketing Management (15th ed.). Pearson. Zeithaml, V.A., Bitner, M.J., & Gremler, D.D. (2018). Services Marketing (7th ed.). McGraw-Hill Education.

Part 3 — Place (Service Delivery Plan)

Delivery would be primarily via a cloud-based platform hosted with enterprise-grade security and HIPAA compliance. The service would integrate with major EHRs through HL7/FHIR interfaces, enabling data exchange and alert routing to care teams. Onboarding includes clinician training, patient education, device provisioning, and 24/7 support. Implementation playbooks will be developed for health systems to minimize disruption, with phased rollouts, pilot testing, and post-implementation optimization. The service delivery plan emphasizes reliability, data security, and user-friendly interfaces to maximize adoption and adherence (Grönroos, 2007; Parasuraman, Zeithaml, & Berry, 1988).

References: Grönroos, C. (2007). Service Management and Marketing: Customer Management in Service Competition. Wiley. Parasuraman, A., Zeithaml, V.A., & Berry, L.L. (1988). SERVQUAL: A multi-item scale for measuring consumer perceptions of service quality. Journal of Marketing, 52(4), 33-50.

Part 3 — Price

Pricing would adopt a value-based, tiered subscription model aligned with expected ROI for providers and payers. Core plan includes platform access for a defined number of patients, essential analytics, and standard support; higher tiers add advanced analytics, optimization services, and enhanced integration capabilities. Demonstrating ROI through total-cost-of-care reductions, readmission avoidance, and improved medication adherence will be central to payer discussions. Reimbursement considerations will be addressed by mapping features to reimbursable RPM and telehealth services where applicable. A well-constructed ROI calculator and payer-focused messaging will support pricing negotiations (Kotler & Keller, 2016; Berkowitz, 2017).

References: Kotler, P., & Keller, K. L. (2016). Marketing Management (15th ed.). Pearson. Berkowitz, E.N. (2017). Essentials of Health Care Marketing (4th ed.). Jones & Bartlett Learning. CMS (2023). Telehealth and RPM reimbursement policy guidance.

Part 4 — Executive Summary

HealthLink Innovations aims to bring a clinically validated remote monitoring and chronic disease management platform to health systems seeking to improve patient outcomes and reduce costs. The company leverages EHR interoperability, HIPAA-compliant data handling, and evidence-based care pathways to deliver a patient-centered, scalable solution. The marketing plan follows Appendix A guidance by detailing a clear company profile, industry context, service description, competitive landscape, and a robust marketing mix focused on Promotion, Place (service delivery), and Price. The proposed strategy emphasizes value demonstration to clinicians, administrators, and payers, with a phased implementation, strong ROI messaging, and ongoing quality assurance supported by service quality principles (Parasuraman, Zeithaml, & Berry, 1988; Grönroos, 2007). This approach aligns with established health care marketing theory and current digital health adoption trends (Berkowitz, 2017; Kotler & Keller, 2016).

References

  • Berkowitz, E.N. (2017). Essentials of Health Care Marketing (4th ed.). Jones & Bartlett Learning.
  • Kotler, P., & Keller, K. L. (2016). Marketing Management (15th ed.). Pearson.
  • Zeithaml, V.A., Bitner, M.J., & Gremler, D.D. (2018). Services Marketing: Integrating Customer Focus Across the Firm (7th ed.). McGraw-Hill Education.
  • Porter, M.E. (1985). Competitive Strategy. Free Press.
  • Grönroos, C. (2007). Service Management and Marketing: Customer Management in Service Competition. Wiley.
  • Parasuraman, A., Zeithaml, V.A., & Berry, L.L. (1988). SERVQUAL: A multi-item scale for measuring consumer perceptions of service quality. Journal of Marketing, 52(4), 33-50.
  • Centers for Medicare & Medicaid Services (CMS). (2023). Telehealth and Remote Patient Monitoring policy updates and reimbursement trends.
  • Health Affairs (Year). Digital health and patient engagement: Implications for health systems. Health Affairs Journal.
  • Donabedian, A. (1988). The quality of care: How can it be assessed? JAMA.
  • Porter, M.E. (1996). What is Strategy? Harvard Business Review.

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