Bartlett Hospital: Healthcare Marketing Plan

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Table of Contents

Firm description
Mission and vision statement
Competitive environment
SWOT analysis
Marketing strategy ‘The Building’
Financial projection ‘Budgeting and Pricing’
Implementation controls
References

Firm description

After a comprehensive research about the healthcare services accessible to the residents of Idaho County in the Saudi Arabian Kingdom, it was concluded that it is important to establish a novel healthcare institution. Bartlett Hospital will focus on offering novel and great products to the residents. In addition, the institution will focus on offering distinguished quality, cheap services, and accessibility to all forms of treatment. There is a keen interest on making Bartlett Hospital an exemplary institution whereby it will set an example for other health institutions to emulate. As a result, the quality of healthcare services will improve in the entire Saudi Arabian Kingdom.

Other healthcare institutions will emulate Bartlett Hospital and try to offer high quality services. Hence, healthcare institutions will bring in equipment for treating various kinds of conditions. This will ensure that patients are treated in Saudi Arabia as opposed to being moved to other countries and hospitals in search of treatment. The overall result will be improvement in the healthcare services in Saudi Arabia.

Mission and vision statement

The Bartlett Hospital will be a community healthcare institution that will focus on offering healthcare services to all residents of Idaho County in Saudi Arabia. In addition to the healthcare services, the institution will also offer research and teaching. At Bartlett Hospital, every person will be highly valued. The institution will be dedicated to leadership and excellence. This will be demonstrated through offering exemplary spiritual, emotional, and physical care to all the clients. Second, there will be a balance between the continued dedication for caring for the neediest people and offering highly expert services to the wider community. Third, the hospital will promote a work environment where every individual is given utmost respect, value, and has equal opportunities for professional and individual growth (Zuckerman, 2012).

Fourth, there will be advancement in education regarding healthcare services. Fifth, the institution will promote a discovery culture and support classic research. The institution will be highly focussed on strengthening relationships with education institutions, health institutions, community, and agencies. Moreover, the use of resources at the institution will aim at demonstrating social responsibility. The dedication of the staff and stakeholders to the institution’s mission will promote the maintenance of a caring culture, which is the trademark at Bartlett Hospital.

Bartlett Hospital’s vision is to be the choice institution for employees, physicians, and clients as a result of the comprehensive research and education programs. Moreover, the institution will focus on offering unique services that meets the health needs of Idaho residents. In this regard, there will be implementation of exclusive wellness and patient care programs. Bartlett Hospital will be guided by the core values of reverence, dignity, trust, teamwork, cooperation, integrity, and heritage.

Competitive environment

According to Sheaff (2002), the healthcare environment in Idaho is exceptionally competitive. Therefore, promotion and marketing will be used to market the unique products offered by the institution. In addition, Bartlett Hospital will invest in unique and outstanding products and services, which will make the institution exceptional.

SWOT analysis

A SWOT analysis will be useful for planning effective programs and strategies. Bartlett Hospital will invest in the following strengths; a solid dedication to the community’s mission, outstanding employees, unique hospital facilities, exceptional healthcare quality, and highly esteemed organizational efficiency. On the other hand, some of the weaknesses that may slow down the implementation of the programs include critical staff shortage, absence of basic care network, and insufficient resources. Bartlett Hospital has the following opportunities; an increase in community healthcare programs, the growing metropolitan community, and escalated managed care business. There are threats as a result of the reduced government reimbursement, the specialty physicians are being competed for, and increased healthcare provider networks’ competition (Zuckerman, 2012).

Marketing strategy ‘The Building’

Bartlett Hospital aims at responding urgently to the escalated strategic needs. Therefore, the management will have a key role in shaping the manner in which the institution will react to novel economic and competitive problems that result from transformations in healthcare.

The marketing strategy will purpose at developing and upholding unique and solid brands; leveraging and setting physician relationships; promoting client loyalty, receptiveness, and engagement; ensuring unique patient experiences; promoting value and quality; and concentrating on long- term effectiveness (Fortenberry, 2010).

Financial projection ‘Budgeting and Pricing’

It is estimated that the institution will require one thousand dollars to ensure implementation of all the programs, payment of employees, and service provision. This money will be generated though government grants and aids from non- governmental organizations.

Implementation controls

To ensure the survival of Bartlett Hospital, there is a vital need for financial controls. There is a need to consider the rapidly fluctuating healthcare environments. The management will be extremely keen of how to deploy the exceptionally limited capital resources. In this regard, the management will ensure the use of innovative methods as opposed to contemporary methods. This will ensure that the healthcare needs of the residents are met using the available resources. In addition, external auditors will be invited quarterly to assess the use of resources.

References

Fortenberry, J. (2010). Healthcare Marketing: Tools and Techniques (3rd ed.). Sudbury, MA: Jones and Bartlett Publishers.

Sheaff, R. (2002). Responsive healthcare. New York: Open University Press.

Zuckerman, A. M. (2012). Healthcare Strategic Planning (3rd ed.). Chicago, IL: Health Administration Press.

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