Co Branding : A Co Brand With The Government Of Vietnam

Catherine, W., Tat Pui, L. and Henrik, U. (2011) The Roles of Branding for a Brand Entering

The Stanford Health Services and UCSF medical center merger was projected to have a great turnout as it was supposed to be “enhanc[ing] the academic mission[s], strengthen[ing] referrals, and creat[ing] a more cost effective teaching hospital” (Sjoberg, 1999). The two competitors joined forces in hopes that it would alleviate the pressures of the new managed care systems by merging resources and acquiring more bargaining power. Stanford Medicine and UCSF came together at a time when many other academic health centers were looking to improve their negotiating powers with healthcare plans and physician groups. The merger offered hope to UCSF and Stanford by strengthening training programs and offering innovation plans as well as financial support.

(Hagerman, Summer 2012). To achieve integration, MedStar Health adopted a brand strategy that capitalized on the different types of healthcare facilities it had and their talents of what they had to offer the community (Hagerman, Summer 2012). Also, MedStar Health strategy focused on how to better compete with competitors in the healthcare market by making healthcare cost more affordable in order to stay operationally efficient and clinically strong while providing more access and quality of care that delivers better medical outcomes and patient experience (Hagerman, Summer

There is a new trend in the health care provider market and the hospital has not stand ahead or abreast of the new trend. Today, it is estimated that 6,400 urgent care centers have been established nationwide (Ferenc & Stempniak, 2015). The American Academy of Urgent Care Medicine reports a higher number, 9,300 urgent care clinics estimation (Ferenc & Stempniak, 2015). Those numbers will grow. It is predicted that the “$14.5 billion urgent care industry will increase by 5.8 percent annually through 2018 to about $18.8 billion” (Ferenc & Stempniak, 2015, p.7). With numbers like that, it benefits the hospital to readjust its delivery of health services to look heavily at the new trend practices. The leaders failed to conduct a market and financial analysis. This may cause the hospital to loose its viability as a competitor. As a result, the hospital cannot identify market trends to stay ahead of the trends and be prepared to meet challenges that come along with those trends. In addition, it has failed to conduct a financial analysis to assess if it is profitable to implement new strategies to meet the market

Strategies will be formulated and progress will be evaluated with adjustments as necessary. The strategic plan for the organization will be developed by the Chief Executive Officer and Board of Directors with input from all stakeholders including patients, volunteers, physicians, employees, and community members. The strategic plan is based on the issues that are considered to be most critical in support of cost effective, high-quality care and services. Many of the strategic imperatives are important related to building trust through external agencies that rate the quality of care provided. High ratings are critical for the organization to maintain trust and support in the community served.

Managers at Baptist Memorial face the challenge of being a recognized leader in the health care industry. To spread the word of extraordinary care and excellent customer service the organization is making its presence known in the community. The organization offer free health screenings to those who are unable to pay for these life-saving screenings. The organization also provides clothing and food to the homeless within the community. The organization will receive recognition in the process reaching influential members of the community. Organizations today are met with heavy competition daily. Strategic managers are faced with the challenge of doing what they think is best. When more than one hospital exists in a local area they compete for market share. The greater market share impacts the economies of scale positively. To obtain a competitive edge over the competition, Baptist Memorial Hospital focuses on attracting physician alliance since they are directing patients to specific hospitals. The competition for physician alliance has an impact on the services offered to patients. Enhanced services attract physicians and their

Healthcare marketing consists of strategic, tailored plans to promote services or products to consumers. Branding, a marketing strategy, allows organizations to target populations promoting specific services, products, and images in the new arena of consumer-driven healthcare systems. In today’s society, U.S. healthcare providers encounter educated consumers with higher expectations in healthcare and customer satisfaction, requiring competitive business and marketing strategies. Branding provides avenues to create awareness of a service or product while establishing consumer loyalty of stakeholders (McPherson 2008). While consumers possess the ability to make multiple choices in healthcare, branding a healthcare facility or service, aids

Over the past four decades, spending on healthcare in the United States grew more rapidly than the economy (Baker, Birnbaum, Geppert, Mishol, Moyneur, 2008, p. 541). Healthcare has nearly tripled its share of national income during this time (p. 543). All aspects of the nation's health system have been affected by this ongoing spending growth. Strategically marketing the development of products and services during this intense competition and uncertainty is vital for any healthcare organization to stay profitable and to ensure continued growth.

The health care system is an international mogul within the business infrastructure of the United States. Because of this, many healthcare facilities have become more business oriented rather than patient focused. Having recognized this unfortunate trend, several businesses and institutions have implemented advocacy programs and marketing tactics in order to improve prospective within the community and overall experience. Among these facilities is Sitrin Heath Care Center, who displays several marketing and advocacy tactics within their instillation, as seen by the tour given to the HLS 305 class in early November.

To capitalize on this market, Emory Healthcare decided that brining the physician to the patient will not only increase their patient base, but it will add tremendous value to their patient services. As stated by Fortenberry (2010), for an organization to capitalize on growth opportunities to increase the likelihood of institutional survival, growth, and prosperity they must formulate appropriate expansion strategies. Igor Ansoff’s Matrix, (Fortenberry 2010) the Product -Market expansion Grid is a well- known tool that organizations use to identify growth opportunities. (p.46)

A well planned marketing and branding tactic will offer a course of action for the maturity of an effective marketing campaign. A hospital’s marketing and branding strategies are key components of consideration in the development of all encompassing marketing plan. Mercy Health Systems and Crozer-Keystone Health Systems have both successfully marketed themselves in the community as outstanding health care providers. The purpose of this paper is to discuss the different strategies used by Mercy Health Systems’ and Crozer-Keystone Health Systems’ to actively market their organizations.

The healthcare system faces a myriad of challenges, one of which is how to blend patient-centered care with a competitive edge. However, a healthcare organization can realize this goal by utilizing any of the four generic marketing strategies: market penetration, product development, market development, or diversification. Each of the four strategies can be applied to either competitor-centered or patient-centered marketing. For instance, market penetration is based on mass marketing, built on a foundation of quality, and aims to increase consumer use of services already provided. Product development involves launching a new product or further developing current services offered to the existing market. Product development promotes competition

These major external forces define how organizations interact with customers and respond to competition globally. Jackson is one of many U.S hospitals that have developed a strong external factor in order to remain competitive locally and internationally (About Jackson Health System, 2017, p. 4). According to Medical Tourism Magazine 2012, hospital international programs are great ways to improve and increase profit (Medical Tourism Magazine, 2012, para. 1) in Jackson’s case, developing an international program would focus on improving care and most importantly to achieve the hospital’s ultimate vision (Medical Tourism Magazine, 2012, para. 1). In fact, Jackson’s vision is “to be a nationally and internationally recognized world-class academic medical center and to be the provider of choice” (Vision, 2017, p.1).

Recently, a broader context of branding has developed on the focal point of customer experiences designed by different sorts including company-customer, employee-customer, and customer-customer interaction-imbedded companies (Brodie et al., 2009; Merz et al., 2009; Payne et al., 2009). Past studies pointed out that from interactions, consumers experience behavior and attitudes from employees during service presentation (Vella et al, 2009). Employees’ attitudes and behaviors could deliver brand promise to external stakeholders (Schultz et al, 2002). Employees’ offbeat skills can attribute to a firm’s comparative advantage, which may be replaceable at ease, could be regarded as a unique contribution to reduce the challenge of employees being

Also, being part of the first regional healthcare group, the Eastern Health Alliance (EH Alliance) comprising members from Health Promotion Board (HPB), St. Andrew’s Community Hospital (SACH), Singhealth Polyclinic (SHP) and The Salvation Army Peacehaven Nursing Home, CGH can utilises both public and private healthcare resources to provide a holistic healthcare services (EH Alliance 2013a). With the quality vision of a hospital recognized for “excellence and compassion in service and patient care” (CGH 2013d), CGH is dedicated, through an integrated healthcare system, to improve the health of the population, especially the community in eastern Singapore.