Propelling Club Med Back to the Top of Their Game

When one talks about the top organizations in medicine, whether it is with regards to research, education, or treatment, the conversation is certain to include Johns Hopkins Medicine. Johns Hopkins Medicine is a leader in the healthcare environment today. Their leadership in the industry is surpassed by few as they are dedicated to transforming healthcare through numerous research opportunities that will impact the health of all individuals. This paper will discuss the strategic plan of Johns Hopkins Medicine by identifying both long-term and short-term goals. In addition strategic thinking along with key stakeholders will be discussed. And finally, the discussion will conclude with the strategies evident in the plan.

In the healthcare field, there are forces that drive practice and develop change within an organization. There are both internal and external forces in which not one organization is immune to (Kotter, 1996). By establishing a vision of the company, a sense of purpose and direction is created, working towards change within the forces (Huyer, 2014). When people participate in a vision, they work towards a common goal and identify what needs to be changed in order to reach that vision. In this paper, a presentation of Banner Health will be discussed, along with its mission and stakeholders, driving forces, viability, as well as an analysis of forces, a response to change, a vision for change, and an evaluation of change.

In today’s complex world, business issues in the medical industry can take preference in determining the sustainability of a medical practice. One of the biggest challenges facing physicians today is not only concerned with patient

Market trends for the company are now poor, as other local businesses have moved out of the area. Community South Medical Center could benefit from figuring out the reasons behind the moves. In addition, this would be a good time for the center to gain dominance over the market by revamping their strategic plan since the competition has been diminished by the moves. By finding resourceful ways to manage the changes of the strategic plan, Community South Medical Center can effectively pull themselves out of the red and become a leading medical facility once again.

(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

American sociologist Paul Ray coined the phrase “Cultural Creatives” or Lifestyles of Health and Sustainability (LOHAS)”. (Pearce, 2012, p. 10-5) This is a population of people who seek a better world for themselves and their children. However, Exhibit 3 demonstrates the household income for the target audience at $65,700 (Brooks, S) not allowing enough expendable income to support frequent stays at Good Hotel. However, this is only a segment of a customer base consisting of 38 million people with the spending power of $209 billion annually according to the Natural Marketing Institute. (Pearce, 2012, p. 10-5)

The Club Med (A) case examines the companies core values, innovative goals in providing a complete all-inclusive resort getaway experience for their customers, and competitive advantages and disadvantages the resort company had against others. They pride themselves on being innovators and on customer satisfaction, though they did begin to fall behind in some areas due to new competitors entering their category. Some of the Club Med issues were that they didn’t seem to actively take new threats very seriously, they were heavily catered towards the French/European culture, and how they didn’t have much flexibility in terms of adjusting their services to fit consumer needs better.

With the evolution of healthcare reform, it is imperative that healthcare organizations utilize target marketing as a way to recruit new business and stay competitive against major organizations. In order to effectively use target marketing a healthcare organization must carefully and precisely identify its target audience, geographical area and needs, as well as any competitors within the geographic area. Thornhill and White state that a unique advantage must be difficult, if not impossible, for other to compete against. Once a complete understanding of the audience and its needs has been established the facility can then start building its program and recruiting key players. In order to stay competitive and an industry leader, it is also

There are times within every organization where management analyzes the current situations they are in with moving forward and being competitive within the healthcare industry. There are many ways management can look at

We have carefully looked at our external and internal environments. The external analysis looked at the market and the competition, while the internal analysis examined Callaway’s performance, as well as its customers. We also performed a “SWOT” analysis, enabling us to identify our strengths, weaknesses, opportunities, and threats. This analysis lends to the view that it is imperative that we change our existing strategy and focus on other markets. It is not suggested that we ignore our existing markets, but rather that we expand our customers and potential customers access to custom club fitting. I firmly believe that by pursuing this avenue, and by implementing and controlling the proposed fundamental marketing strategies and marketing mix strategies, we will be able to achieve the stated objectives.

targeted those people who would recognize and appreciate quality lodging and not those who were seeking “cheap sleep”.  Inviting potential guests or individuals who might influence visitor hotel selection to launch parties, swim parties, cocktail parties and other planned events.  Targeting supportive hospitality businesses.  Packages that supported local businesses were developed.

Its product related diversification strategy, through series of successful acquisitions, has made the company the biggest player in the US Health care industry. Diversifying the company into industries with high growth rates and potential profitability enabled the company to outperform its competitors who depends mostly only one product division.

The central concept of marketing is the exchange of something of value between the provider and the purchaser. Determining what the consumer need, want and desire and delivering it better than the competitors is the goal of marketing (Longest, Rakich and Darr, 2000). Healthcare is becoming more business oriented and using marketing tactics to increase consumer use of the services and products the health care system offers. Ensuring marketing of the right products and services is successful the organization’s mission and marketing need to be in alignment. This alignment begins with the strategic planning process, which

This paper is designed for exploring the reasons for the success of Four Seasons Hotels and Resorts in Paris (Four Seasons). Four Seasons Hotels and Resorts is Canadian based international leading operator of midsized luxury hotels. Four Seasons has enabled guests to maximize the value of their time with providing high-quality and truly personalized service. Four Seasons was able to succeed with their unique strategy of dealing with cultural differences, unique corporate culture, and strategy of human

Having been in the hospitality business for more than 25 years, the Kimpton Hotels Corporation is a national and global company, which had been widely recognized all over as an industry leader in the boutique brand hotel with a tradition of innovative hospitality. According to the Kimpton Hotel Corporation, “Our mission is to be the best-loved hotel and restaurant company by our employees, guests, owners, and communities and to genuinely support our co-workers, provide heartfelt care and comfort for our guests, and deliver superior financial returns to our investors.” Being immensely focused on this mission, the hotel’s primary goal is to be the most preferred boutique hotel brand in the industry.