Stanford Medical Center

| 1- Collaborative work environment.2- Cooperation between physicians.3- Changing lines of authority.4- RNs maintain professional standards across care centers.

This paper pertains to the marketing of Health Care Services and provides the steps and history of marketing in health care and the effects of marketing on the health care delivery system from 1950 to 1990. It introduces the health care consumers and their role in the marketing process as well as the factors that influence consumer behavior. These factors influence the success of marketing in health care. It also provides the requirements for successful marketing and current techniques and strategies used by health care organizations.

In order to create a successful marketing plan, a situational analysis must be conducted on AllStar Brands Medicine Group. This situational analysis will be an internal and external analysis and will include the 5Cs, known as Context, Competitors, Customers, Collaborators, and Company. To begin the situational analysis, it is critical to ask, "Where are we now?" The situational analysis will allow for our company to understand the current situation further and make better informed decisions for the future when discussing our marketing strategy. After the marketing strategy has been discussed, the marketing mix will be a direct result of those marketing strategies created.

However, in light of its organizational problems, the situation surrounding HCCH has many opportunities.  First, increased funding looks promising; as $875 billion dollars has of late been approved with the Affordable Care Act to challenge the unacceptable status quo of health care in all of America.  Second, HCCH is in a good position to be repositioned- meaning that HCCH’s core values of service, equality, and trust are important values to its stakeholders and will only better be reinforced through an effective rebranding.  The rebranding itself is of course the third opportunity as the professional advice sought generated enlightening ideas and will guarantee a quality solution. By leveraging these opportunities and strategically managing and mitigating its problems, HCCH has the potential to create a viable marketing plan that will help keep it moving towards its organizational goals.

The Georgetown University School of Medicine strives to ensure that its students become respectful physicians who embrace all dimensions of caring for the whole person. Please describe how your personal characteristics or life experiences will contribute to the Georgetown University School of Medicine community and bring educational benefits to our student body. (1000 characters)

Stanford Hospitals and Clinics (SHC) is a world renowned academic health system that is comprised of 386 primary and specialty care clinics and the 476 bed Stanford Hospital (US News & World, 2015). The hospital and most clinics are situated in Stanford, California or the surrounding cities. The mission of SHC is “to care, to educate, and to discover for the benefit of patients and the larger community” (Denend, Mendelson & Zenios, 2010). They exemplify this mission by being nationally ranked in 13 adult specialties, including: #9 in ear, nose, and throat; #10 in cancer; #13 in diabetes; and #18 in cardiology (US News and World Report, 2015). Their excellent across multiple disciplines has helped SHC gain worldwide recognition for

The company can also differentiate itself from its competitors by offering the highest quality of treatment in specific areas by employing the best doctors from specific fields. For example, by recruiting the top brain surgeons in the country, the company can gain esteem in the field and an advantage over the competition. There is success and prestige in the healthcare industry that can be had by being able to provide top level procedurally specific care in high need areas such as cancer treatment, pain management and orthopedic surgery.

The nurses at Memorial Hospital work a regular schedule of four 10-hour days per week. The average regulartime pay across all nursing grades is $12.00 per hour. Overtime may be scheduled when necessary. However, because of the intensity of the demands placed on nurses, only a limited amount of overtime is permitted per week. Nurses may be scheduled for as many as 12 hours per day for a maximum of five days per week. Overtime is compensated at a rate of $18.00 per hour. In periods of extremely high demand, temporary part-time nurses may be hired for a limited period of time. Temporary nurses are paid $15.00 per hour. Memorial Hospital has a policy that limits the proportion of temporary nurses to 15 percent of the

I think the strategic mission should be revised. The Medical Center is in an older urban area with smaller shops and businesses. The community is trending towards a predominantly elder population. There has also been a decline in compliance with T.J.C. standards. Staffing supports new program development and the physician staff is in abundant supply. There are also major issues that need to be addressed, such as shortages in clinical staff, non-interfacing information technology systems, antiquated facilities and infrastructure, and a shift to its financial mix. Careful assessment of the aging person's

This paper strives to answer questions based on the case study “Emanuel Medical Center: Crisis in the Health Care Industry”. As excerpted directly from the case study, Mr. Robert Moen, Emanuel Medical Center (EMC) president and CEO, was experiencing a number of challenges in 2002. The medical center faced numerous challenges in its external and internal environment. First, EMC garnered an onslaught of negative attention for the “Haley Eckman incident” in which a young man, who happened to be a gang member, died within view of EMC’s Emergency Department (ED) medical personnel rendered no care and watched. The emergency department at EMC was also experiencing greater pressure to deliver services in an increasingly

The organization in which I am familiar with is my current employer of ten years, University of Mississippi Medical Center. The University of Mississippi Medical Center, also known to many as UMMC is located in Jackson, MS. The doors of this phenomenal organization was opened in 1955. According to the Medical Center History (2016), The Medical Center functions as a separately funded, semi-autonomous unit responsible to the chancellor of the University of Mississippi and, through him, to the constitutional Board of Trustees of State Institutions of Higher Learning, which governs all eight state institution of higher learning in Mississippi. This is an educational organization that provide education to medical students, graduate students, interns and residents. Bachelor, Graduate, and doctorate degrees are all awarded through this great institution.

If you are currently not a full time student, please briefly describe the activities you are participating in this academic year, if it is not listed on your AMCAS application.

Community Memorial Medical Center (CMMC) is a 250 bed hospital with an employed medical group located in a suburban community. The organization has recently gone through a change in leadership and you have been hired as the Vice President for Planning and Development. CMMC has conducted strategic planning processes in the past, but the general in consensus in the organization is that plans have ineffective and “sit on the shelf”. The new leadership wants to infuse a philosophy of strategic management into the organization. You are meeting with a group of department heads which includes the physician medical directors for the Emergency Department and the Medical Director for the hospital owned clinic. Your job is to explain the strategic management process to the group. Your presentation must include:

The purpose of this assignment is to read and review the case study. Then discuss your assessment of Shouldice Hospital 's marketing challenges, as well as presenting your ideas for how the hospital can best manage those challenges. The assignment will contain the answer of the following questions:

The advantages to companies of embarking on any co-branding undertaking are well described (Grebosz & Otto, 2013; Stutz, 2011; Swaminathan, 2006) and almost considered even as a win-win for many organisation (Washburn, Till, & Priluck, 2004). However, there