The World Of Medical Equipment Technology

For health care centers to remain competitive, it is important for them to conduct comprehensive market analysis of their external environments to properly understand important issues affecting their health care marketplace (Ginter, Swayne, & Duncan, 2012). An effective market analysis consists of the following elements: industry overview, target customers, market segmentation, competition and market needs, growth, and trends (CSU-Global, 2015). This paper discusses the components of a valuable market analysis and strategic thinking map for Pocahontas Memorial Hospital’s (PMH) that will help its’ leaders when making strategic marketing decisions for their proposed

To guarantee that its members receive appropriate, high level quality care in a cost-effective manner, each managed care organization (MCO) tailors its networks according to the characteristics of the providers, consumers, and competitors in a specific market. Other considerations for creating the network are the managed care organization's own goals for quality, accessibility, cost savings, and member satisfaction. Strategic planning for networks is a continuing process. In addition to an initial evaluation of its markets and goals, the managed care organization must periodically reevaluate its target markets and objectives. After reviewing the markets, then the organization must

The key issue facing GEHS today is that despite high potential growth in both the developed and developing markets traditional B2B marketing lines are slow; the buyers control the power and the end consumer (patients) sees GEHS and its competitors as “faceless” corporations and their countries health care services as lacking. End users want cheaper, better quality, and more accessible healthcare and GEHS wants to grow market share and improve reputation.

The health care industry is the fastest growing field. As the years go by, more and more discoveries will be made. This paper will discuss the changes from the past 10 years, what I believe will be the biggest change in the next 10 years, my role in the industry, adapting my skills to grow with the change, my perception towards the changes, technologies role, and financial and economical issues.

(2) The economic boom of the mid-1990’s. As unemployment dropped below 4%, employers found it necessary to compete for employees, which required a comprehensive offering of group insurance plans contracted through MCOs. These collective elements led to an explosion of managed care enrollment through the 1990’s (see Exhibit 2). Today’s managed care, post year 2000, is evolving. After years of prosperity, the industry is at a crossroads; as an example, the 2006 S&P Managed Care stock index declined (by 6.2%) for the first time in five years. Further complicating matters are soaring healthcare costs, which MCOs were originally designed to reduce.

As such, Rush University Medical Center would benefit from an environmental scan because it will identify variations in cost, aging generations, economy, and other factors that affect health care (Odell, 2014). The purpose of this paper is to 1) present and assess an environmental scan for Rush University Medical Center; incorporating the five trends of the environmental forces: economic, technological, social, competitive, and regulatory, 2) evaluate possible approaches that leadership at Rush University Medical Center might consider in developing a marketing plan, 3) the appropriateness of mass communications, and 4) predict methods that health care consumerism might influence Rush University Medical Center’s marketing

If the health care market place continues to consolidate, the defined line of managed health care continues to be blurred. As the health care market demands change, so does the managed health care plans. These ever changing plans are crucial for the survival of managed health care plans and companies (Kongstvedt, 2001).

Changes to the health care market occur rapidly, bringing the need for stability in purchasing various products and services. Since 2007, our national medical sales distributor, Diagnostic Connections strives to provide the best products and services to our sales representatives. In turn, our highly qualified sales team uses various marketing, sales, medical consulting and management techniques to deliver superiority products.

When selling a practice the most critical factors is determining the value of the medical practice according to the market segment, economic development of the region including the region’s professional and social amenities. It’s no secret that the demand for medical practices has multiplied as a result of the increased healthcare issues affecting the growing retirement and Millennials populations.

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

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

In the medical sales industry, most of the competitive advantage comes from the doctor preference. Because of the high cost and amount of time that it takes to learn how to use a different company’s medical equipment, most doctors use one company’s products for life. Stryker has always recognized the existence of brand loyalty and has made it a top priority to develop excellent relationships with its customers. Hospitals that use Stryker’s equipment are more likely to continue to buy from Stryker because of their diverse product offerings. The key factors that differentiate Stryker from its competitors are innovation, reliability, service and reputation. As of December 31, 2010, Stryker owned approximately 1,125 United

Ohmeda’s ineffective sales strategy for large urban hospitals was a serious problem. Market share for anesthesia equipment among urban hospitals with >700 beds) was just 22.7%, significantly lower than all other segments. At 39.8%, market share for urban hospitals with 500 – 699

Customer * Material mgrs of hospitals * Healthcare professionals * Medical research institutions * Industry – hospitals, medical laboratories, non hospital

focus on a small client base of academic medical centers while perfecting the market positioning and