1 ECRH & Marketing Mix East Chestnut Regional Health System Marketing Mix-Get Answer Now

1 ECRH & Marketing Mix East Chestnut Regional Health System Marketing Mix-Get Answer Now
1
ECRH & Marketing Mix
East Chestnut Regional Health System Marketing Mix Strategy
Dontaye’ Jones
MHA/506: Ethical Marketing: The New Health Care Economics
Ricci Rizzo
July 18, 2022
Part I: Product Strategy: ECRH is customer value driven with the service provided to the customers/patients throughout the five counties as focal points. ECRH is composed of senior medical staff that is highly trained in their profession of care. The collaborative team stems from everyone paddling the boat in the same direction as one team, with one purpose to provide quality health care. In other ways, the marketing department, perioperative services, clinics, and so forth all work cohesively to attract, maintain, and provide high-level health care services to every patient that enters ECRH. The company’s value is to provide top-of-the-line health care services to all patients entering the integrated ECRH health system. ECRH offers an array of services; therefore, it is essential to focus on what works well and what doesn’t—starting with the product/service line of women’s services, which is lacking, especially to competitors such as Banford Medical Center. ECRH will need to develop a roadmap since they are down 20% in obstetrical deliveries a crossed the system. ECRH will need to work closely with the marketing department to develop strategic marketing campaigns that target specific women groups, i.e., (demographics and geographics) will need to be incorporated into the marketing. If the marketing team can connect with a specific demographic of women, for instance, lower income, then that can be a market that ECRH tailors exclusive women services for. The marketing department can run target ads via social media, i.e., (Facebook and Instagram) during evening hours when people are generally leaving work. The advertising ad will run during dinner time that encompasses short, fun, and attention-grabbing content that lures women of that target demographics to want to obtain women’s services. Health care target ads via social media are a growing trend that some health care facilities utilize but don’t include the vast majority. Therefore, it may be a different tactic than Banford Medical Center, especially if the target ads expand into other social media platforms such as LinkedIn. Consumers/patients will be satisfied with target ads because we live in an era where millions of people spend countless hours on social media platforms. 
Part II: Pricing Strategy:  ECRH will utilize price penetration with a focus on quality care for women’s services as the focal point. For example, let’s say BMC charges $300 for basic obstetrical visits, excluding ultrasounds and laboratory tests, then ECRH should charge $100 for a one-visit free of charge of ultrasound and laboratory tests. Additionally, a routine OB/GYN visit without insurance can range from $100 to $ 600, depending on the location of the facility. Madeline Hlobik (2022), a contributor to the health care website that gives health care information and discounts for a monthly cost base membership, stated, “If you don’t have access to health insurance, the cost of an OB/GYN visit can be intimidating, especially if you may require additional prescriptions or lab testing’s. However, with Mira, you can receive up to 80% off on prescriptions and have access to various lab testing’s for just $45 per month. If you sign up today, you can also obtain low-cost urgent care visits” (para 2). ECRH could eliminate the out-of-network cost of a pap smear, which could be $40-125 depending on location or more. ECRH should waive the fee altogether but include one free service such as an ultrasound and laboratory test to attract consumers/patients further. Lowering the price will immediately make consumers/patients react, along with quality assurance methods advertised as a driving force to comfort potential consumers/patients or consumers/patients on the fence of leaving that they are receiving quality care. Case in point, the OB/GYN team should be transparent regarding all information with the patient health as the number one priority. A procedure or service that a patient could avoid should not be the focal point because of revenue potential. 
Part III: Placement Strategy: ECRH should recruit a woman that is interested in participating in a sixty-second video because people’s attention spans are generally short; therefore, the video needs to capture the attention, maintain the attention, and execute the message being promoted. Case in point, the video will illustrate a woman being greeted by a friendly medical assistant at the front desk of one of ECRH’s women’s services offices. The woman who is a new patient seeking a routine check-up doesn’t have insurance because she’s in between jobs; she approaches the desk with the no-insurance checked off on the patient form she just completed. The video will capture the interaction between the medical assistant and the new patient within thirty to forty seconds. The last twenty seconds will capture the medical assistant politely explaining to the new patient that the first routine visit is 25% off $100 with the choice of one service such as an ultrasound and laboratory tests free. In addition, the video will have the ECRH logo listed above the front desk for brand recognition, a narrator describing the women’s services, and some dialogue in fine print at the very bottom of the video. At the end of the video, the video will have a screen with the ECRH logo and the list of locations for women’s services. Travis Peters (2019), a contributor for the Forbes website, described why brands should take advantage of product placement “People pay attention to their favorite TV shows and movies. Period. By integrating products, brands can capture attention without distracting from the entertainment” If ECRH can capture the attention of their audiences without distracting them from the engagement of the women’s service visit. ECRH will have achieved brand recognition through the logo presented at the front desk and the summary screen of the location. 
Part IV: Promotion Strategy: ECRH will utilize traditional advertising elements such as digital advertising through legacy media. For example, they are advertising through the World Health Magazine that a large percentage of baby boomer women subscribed to. Another advertising element is a local imprint. ECRH is posted on billboards through the five counties, quick spots on the local radio stations that advertise ERCH women’s services, a section in the local newspaper, and so forth. Digital advertising or marketing can be labor intensive; therefore, the marketing of women’s services should be integrated with an automated system that will send out the video or content during certain hours of the day to capture different audiences. For instance, a sixty-second women’s video may be scheduled to advertise during noon when people are at their lunch breaks. So, they don’t have too much time to digest all of the video, but it’s enough time to capture their attention, so if they are seeking women’s services or thinking about it, they can always revisit the idea later. Another option is during the evening hours when most people are getting off work, preparing dinner, and starting to unwind home from their day at work. Therefore, a video that’s maybe a minute and thirty seconds is more appropriate because now people generally have a little more leisure time during the evening hours. ECRH will need a heavy budget for the entire system since it suffers from weak brand identity, along with women’s services declining and other services in the red. A roadmap with short- and long-term strategic goals needs to be rolled out, including a marketing budget for traditional advertising, social media, and online advertising. Mark Brohan (2017) mentions in an article about marketing dollars in health care “In fact, a survey of 230 healthcare marketers found that half of a typical hospital’s marketing budget is related to digital initiatives. The median hospital marketing department annual operating budget is $3.1 million, with $950,000 earmarked for interactive marketing and $640,000 for website development.” (para 2). A $2 million comprehensive marketing budget will be required to address brand identity effectively and improve declining markets such as women’s services and other pain points ECRH is suffering. ECRH should allocate large sums of capital to their website for resources that improve search engine optimization, such as Google, the world’s leading search engine. The public relations sector of ECRH can collaborate with the marketing department to develop a strong woman image brand of services that not only visually communicates the quality and strength of women’s services but also resonates subconsciously when people think of obtaining women services from the five Chester counties with ECRH. The PR team will be tasked with ensuring the communication and image of women’s services are aligned with all regulations and guidelines between the medical practices and the general public. The mission and vision of ECRH are to provide quality health care and patient services by connecting with all people through service and loyalty that exceeds patients’ expectations. Our goal is to improve the overall quality of life through medicine, healing, empathy, and compassion that resonates through our patients on a spiritual level that will forever connect us with each patient for a lifetime and beyond. 
References
Hlobik, M. (Ed.). (2022, April 13). How much does an OB/GYN visit cost without insurance? Retrieved July 16, 2022, from https://www.talktomira.com/post/how-much-does-an-ob-gyn-visit-cost-without-health-insurance
Brohan, M. (2017, March 22). Half of hospitals’ marketing budgets go to Digital Initiatives. Digital Commerce 360. Retrieved July 16, 2022, from https://www.digitalcommerce360.com/2017/03/22/half-hospitals-marketing-budgets-go-digital-initiatives/#:~:text=Infactasurveyof,and640000forwebsitedevelopment.
Peters, T. (Ed.). (2021, December 10). Council post: Why brands should take advantage of product placement. Forbes. Retrieved July 16, 2022, from https://www.forbes.com/sites/forbesagencycouncil/2019/12/20/why-brands-should-take-advantage-of-product-placement/?sh=23b9354f235d
University of Phoenix. (2017). Case Study: East Chestnut Regional Health System. MHA/506. Retrieved July 11, 2022, from https://vle.phoenix.edu/ultra/courses/_318534_1/outline/assessment/_31499282_1/overview/attempt/_34580483_1?courseId=_318534_1

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