Marketing Audit: Peace Memorial Hospital Essay

A comprehensive satellite health clinic will reduce admissions, as well as re-admissions to the current single hospital within the county. This extra resource will reduce the possibility of competitors moving into the area, specifically those from neighboring hospitals that could bring the needed services that PMH is lacking and looking to provide. Additionally, consumers feeling forced to travel out of the area for care, or those facing the potential of being transferred out of the area due to the severity of the case as a result of inadequate primary and preventative care, or lack of space will diminish through these efforts.

left of disposable income after paying for necessities” (Quester et al, 2007, p. 744). Because of the

Opportunities Abilities to expand in hospital departments and health care services in facility. Location of hospital serves a large population area. Easy of public transportation to the hospital.

Pate Memorial Hospital is a 600-bed, independent, not-for-profit, self-supporting hospitals. PHC, an ambulatory health care facility, was opened by PMH. Sherri Worth, a new assistant administrator of Pate Memorial Hospital in charge of the PHC, was told that a firm plan establishes a clinic five blocks north of PHC. It is a big competitor for PHC. On the other hand, financial problems, Short service hours, long waiting time and lacking of gynecological services are all be the problem faced by Worth. Therefore, Sherri was requested to analyze the PHC’s performance and take Medcenter, a possible competitor, into consideration which either did or not opens a clinic in north.

In the same county of Etowah, there are three competitors: Gadsden Regional Medical Center, HealthSouth Corporation and Mountain View Hospital. Of the three mentioned institutes, Gadsden Regional medical Center (GRMC) is the main competitor that targets the same population as Riverview Regional Medical Center (RRMC). Both centers share medical professional privileges and both share the same geographic location. However, RRMC maintains the advantage of being owned and managed by Health Management Associates (HMA) which has proven to be reliable and successful in the management of rural health care organizations and continuously improve revenue.

Since most specialty procedures are inpatient services, EMC’s inpatient occupancy rate suffers. The occupancy rate for Emanuel Medical Center – fifty percent – is far below that of its competitors and industry benchmarks. To accompany this, EMC (on average) receives a lower reimbursement for in-patient Medicare services per patient seen in comparison to its competitors. A result such as this is correlated with directly to the fewer amount of specialty services that EMC offers. In order for Emanuel Medical Center to be able to compete with other hospitals in its service area, it is imperative that EMC evaluates what services they currently offer and are capable to offer in the future to add value to the hospital, increase its revenue stream, and expand its patient mix. Currently, Emanuel Medical Center has not succumbed to its increasing financial pressurealthough EMC has had a negative operating income for five straight years. A negative operating income places EMC at a disadvantage because it limits the hospitals ability to renovate its aging building or hire new specialists to offer revenue enhancing procedures. EMC’s competitors, on the other hand, have large sources of revenue due to their mergers with large healthcare networks such as Catholic Healthcare West. Another competitor, Kaiser Permanente Modesto Medical Center, has extremely large financial resources due to the fact

Analyses used to collect the data were the profitability, break-even and utilization/volume. A dashboard analysis was also used. To analyze the profit of the organization over the next five years, profitability analysis was used with considering inflation rates for each item. Break-even analysis was used to compare the amount of additional visits per day if the clinic operated as-is to operating with the expansion of the new marketing program. The break-even analysis was also used to recognize the volume required to cover the costs of the marketing program. The dashboard analysis was then used to summarize all analyses used.

Arroyo Fresco (AF) currently provides services through eleven clinics and four mobile service vans across western Arizona. The three counties that are served through AF provide high quality primary care and preventative services to demographic areas with diverse geography, culture, income, and other varying factors (“Arroyo Fresco,” 2006). The facility guides its decision making process for organizational strategies with the combination of FOCUS and SWOT analysis. This allows for a well-rounded check and balance system to manage and prepare for current and future strategies for short term and long term processes. The increase in financial demands, consumer

This document and all of the materials contained within are strictly for study assignment purposes to fulfill MBA course BUSN 620 Strategic Management on August 01, 2011-September 25, 2011 requirements.

This paper will discuss Virtua’s new ambulatory care clinic in Voorhees, N.J. It will features a surgical center for same-day surgery, cancer center, women’s imaging center, sleep center, diagnostic services and physician’s offices. This new state of the art master will have its unveiling in the spring of May 2012.

In order for the Downtown Health Clinic to maintain there financial strength in the hospital market I think there are a few alternatives which will give them a clear competitive advantage. • Adding a gynecological physician is must add alternative. With 70 percent of their client base being female and one half inquiring about gynecological services their contribution margin will increase thus exceeding last years revenues. Adding a physician, while it does increase variable cost, is another option that needs to be strongly taken into consideration. It will allow the DHC to stay boost from 9 to 12 hour days, allowing the DHC to add revenues by $129,720 just by simply providing grounds for an additional 65 employer physical exams per month. In addition it will also cut down on wait times, due to having 2 physicians with

A SWOT-Analysis is a useful strategic tool for PMH to utilize when determining whether a rural satellite clinic will be a profitable market venture. A SWOT-Analysis is a diagram that considers organizations’ internal competencies (strengths and weaknesses) and external developments (opportunities and threats) affecting the institution (Van Wijngaarden, Scholten, & Van Wijk, 2012). Therefore a SWOT analysis for PMH’s satellite clinic project includes the following strengths: PMH current rural health clinic is successful and provides patients with increased access to outpatient health care services even after business hours and on weekends; offers a patient portal for customers to electronically access their health information; and gives patients access to rotating specialty care services (i.e. podiatry, nephrology, and surgery) (PMH, n.d.). Also, PMH has built strong relationships throughout Pocahontas County that increases public perceptions for their institution and acceptability for the developing of new business ventures (PMH, n.d.). Finally, PMH has an in-house billing center that assists patients with their health care payments and offers a Payment Assistance Program to those patients who have difficulty paying their bills (PMH, n.d.).

Effective planning is essential for any marketing activity to ensure that an organisation realises its marketing objectives. Without planning, marketing activity can be inappropriate and waste resources and opportunities. This unit introduces learners to different ways of auditing, to looking at how internal and external factors

The potential of a competing neighboring clinic poses an obstacle in the progress towards achieving DHC's service and profitability objectives. There are also unfavorable demographic shifts out of urban and into suburban areas, which cause a need to adjust the focus of the target market.

The Marketing Audit will examine both Macro-Factors, sometimes referred to as STEP, and Micro-Factors within the company. The main method of carrying out a Marketing Audit is to examine MU 's Strengths, Weaknesses, Opportunities and Threats, or the SWOT Analysis, developing strategies based on this.