Blake Memorial Hospital Essay

The Southern Baptist Hospital is a not for profit organization that realized a need for marketing to address issues of falling market share. It embarked on an aggressive marketing campaign, mainly focused on corporate image, and the campaign was well received by the audience. It was however seen that though the campaign had been received well, they had failed to achieve their marketing objectives. This paper analyses key aspects of the SBH marketing campaign, and analysis on various aspects that would be key learning’s for future marketing activities.

We should look into the services that this other nearby hospital is providing in their wellness center, and we should extend our services to the ones they are not offering. Our wellness center should also include a retail store to allow the patients to purchases the products that we use on them. I know this will require a specially trained staff, and we will make sure that the staff is qualified with all certifications needed.

As CEO of Middlefield hospital I am recommending that do a couple things to improve the current financial performance of the hospital. First I feel like we have to become more competitive with the new hospital. First we need to go in and visit their facility to see what they have over there and what they are doing differently to make all of our patients that have been coming here

Peace Memorial Hospital is a 600-bed, independent, not-for-profit, general hospital located on the southern periphery of a major western city. It is one of six general hospitals in the city and twenty in the county. After doing much research, the Board of Directors has decided that they should open an ambulatory location in the downtown area, to be known as the Downtown Health Clinic (DHC). The clinic will have 4 major objectives: “1. To expand the hospital’s referral base, 2. To increase referrals of privately insured patients, 3. To establish a liaison with the business community by addressing employers’ specific health needs, and 4. To become self-supporting three years after opening” (Kerin

Known in every corner of the world, the United States is retained with admiration in everyone's eyes, recognized for its courtesy, orderliness, continuous prosperity, and viewed as a culture sanctuary. From an outsider’s point of view, the U.S. represents perfection; however, those in its confinement are aware of the cruel reality, perfection is but a myth, and south, located at the border, is Brownsville,Tx, the city that has the capability to shatter the world’s impeccable image of the U.S.

The Thomas D. Dee Memorial Hospital was founded in 1910 by Annie Taylor Dee and her eight children as a tribute to their husband and father. The hospital was ready for occupancy on December 29, 1910. Unfortunately, by 1914 the Dee family could no longer provide the funding needed to operate the hospital. Financial appeals to keep the hospital open were made to the Weber County Commissioners and medical staff but to no avail to save the institution. The hospital was scheduled to close its doors on November 15, 1914.

National Bayside Hospital (NBH), a Level I Trauma Center and top-rated surgical hospital in Texas, established the need for an ethics committee early in our quest to become a designated trauma facility. Our ethics committee has been very instrumental in the decision making process as our reputation has grown as a receiving health care system, caring for complex and challenging cases from a five-county area.

This research paper provides an in-depth look into Jackson Memorial Hospital’s financial trouble. The paper is broken down into several chapters to better analyze the issues that have led to Jackson’s financial crisis. The first chapter focuses on the research proposal and introduction. It provides a brief history, outlined a list of essential as well as issues over the years. A research question and hypothesis are also formed to further explain the issues. In addition, a detail of the research significance and purpose is discussed, as well as an insight into the research method. In the second chapter, a literature review discussed the two theoretical concepts of lack of internal control and poor strategic planning and two other organizations

There are millions of healthcare organizations all throughout our country. Some of these organizations have a significantly greater financial background than others, but that depends on the size, location, and demand of the patient population. The organization that is going to be discussed is Yale New Haven, which is a large hospital in southeast Connecticut. Their most recent data dates back to the fiscal year of 2014 when the hospital saw a total of 1.2 million patients, bringing in revenue close to 3.5 billion dollars. In fact, Yale New Haven has made close to a billion dollars more in revenue compared to the year of 2012. Without the help of the 6,000 medical personnel and the 20,000 members of the staff, this large hospital would never be as successful as it is today (Yale New Haven Health, n.d.). As one can see, the hospital is growing each and every year supplying the overall demand of the patient population.

Moreover, it was highlighted in the case analysis that the hospital has been beset by financial

This case study looks at the challenges faced by Matt Hayes, executive director of Riverview Regional Medical Center (RRMC). Previously named as “The Holy Name of Jesus Hospital”, the facility was owned and operated by Catholic nuns. The Hospital Management Associates (HMA) bought the facility in August 1991 and modify the name to Riverview Regional Medical Center. Hospitals that were taken over by HMA upgraded to state-of-the-art facilities that provided high quality medical care. RRMC run numerous private practices throughout the city and shared common medical staff with their chief opponent, Gadsden Regional Medical Center (GRMC). However, the common staff from the Emergency and Radiology department were not shared. Over the past years, RRMC has been facing multiple challenges concerning the different services provided by the facility (Swayne, Duncan, & Ginter, 2013).

The cost of the health care industry has always been rising since the early 1980s. It has been a growing concern in both the industry and society. Massachusetts General Hospital (MGH) is no exception. Even though the average length of stay (LOS) for the patients in MGH has been declining (Exhibit 10), it is still the highest compared to their competitors (Exhibit 6). Besides the cost, there is no uniformity of process and standardization across different facilities and departments of the hospital. MGH lacks communication and coordination between the facilities.

Located is on the banks of the Humber River, West Park is a 465,000 square feet campus that provides specialized rehabilitation, complex continuing and long-term care services helping individuals manage difficult health challenges like lung disease, diabetes, stroke, amputation and musculoskeletal issues arising from a life-changing event or illness. Founded as a sanitarium for tuberculosis patients, West Park Healthcare Centre has been helping patients get their lives back since 1904.

Additionally, the unwillingness of the business office employees to accept onsite help from the hospital financial analyst team. They appear to be content with the status quo, which has resulted in their current financially precarious situation. They do not have the foundation needed, which should be as described by Weiss, Hassell, and Parks (2013) “…fertile enough to accept the seeds of change and to nurture them to grow” (p. 492).

In the present scenario achieving effective and efficient health care services is an acute issue that needs an immediate attention. In developing countries this problem is mostly common as the government alone is not fully capable in undertaking different challenges to meet the heath needs of fast growing populations. There was a need to develop an