Week 7 - Assignment- Design the Marketing Plan

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1 Week 7 - Assignment: Design the Marketing Plan Name of Student Institutional Affiliation Course Instructor’s Name

2 Week 7 - Assignment: Design the Marketing Plan I. Executive Summary This marketing strategy aims to reclaim market share, enhance communication, and improve clinical quality for heart attack and congestive heart failure patients. By focusing on a specific at- risk market, the plan aims to address the issues of poor clinical quality and inadequate communication. By executing powerful showcasing systems and strategies, the medical services association can reach and connect with the interest group, work on tolerant results, and recover its market position. II. Situation Analysis This marketing plan's healthcare organization has identified its advantages and disadvantages. According to Thomas & Woodside (2016), strengths may include a seasoned medical staff, cutting-edge technology, and existing infrastructure. Weaknesses are communication gaps, poor clinical quality, and declining market share (Zhou et al., 2017). The external market analysis reveals opportunities such as the rising demand for high-quality healthcare and the rising prevalence of heart-related diseases (Kemp et al., 2015). However, competitors who may already hold market dominance also threaten the company (Kim & Kumar, 2018). III. Target Market Identification This marketing strategy focuses on residents, particularly those over 55, who are more likely to suffer from congestive heart failure, coronary artery disease, or previous cardiac arrest. The issues/strategies table and the community profile analysis, which indicates a higher prevalence of these conditions in the local older adult population (Jin et al.), support this choice. 2018). By zeroing in on this particular crowd, the medical care association can fit its correspondence and clinical quality endeavors to address their requirements. Personalized messaging and specialized healthcare services that meet the specific needs of this at-risk older adult population are made possible by this targeted approach (Brady et al., 2018). IV. Marketing Communication Channels

3 The marketing strategy will use various communication methods to reach and engage the intended audience effectively . These channels include newspapers, television, posters, social media platforms like Facebook and Twitter, email blasts, and online health forums. Reach, specificity, and impact are all distinct advantages of each channel. Newspapers and television can reach a large audience and pique their interest (Murphy, 2017). However, they may need more precise targeting to reach the intended audience. The marketing strategy will use social media platforms like Facebook and Twitter, which allow for more targeted communication and can reach specific demographic segments, to address this issue (Wang & Doong, 2014). According to Kemp, Min, & Joint (2015), posters strategically placed in healthcare facilities, community centers, and other pertinent locations can assist in raising awareness and providing tangible information to the target audience. Email blasts will reach people who have signed up for health-related newsletters or updates or expressed interest in them. According to Thomas & Woodside (2016), this targeted strategy ensures that marketing messages are delivered directly to individuals who have demonstrated an existing interest in healthcare information. The insights provided by Murphy (2017) will be taken into consideration in the marketing plan. According to Murphy, framing the campaign messaging in a manner that is in tune with the aspirations and feelings of the target audience can improve communication effectiveness. The campaign messaging will engage and motivate the target audience to take action by incorporating emotional appeals and addressing their specific needs and concerns (Kemp & Poole, 2017). The healthcare organization will be able to reach the target audience through various touchpoints, maximize reach, and deliver tailored messages that resonate with their needs and aspirations by utilizing a mix of communication channels, such as newspapers, television, posters, social media, and email blasts. V. Marketing Strategies and Tactics Crafting messages that resonate with the intended audience is one of the marketing strategies and tactics included in this plan. There will be strategies used to grab their attention and

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4 pique their interest. Decisions will be guided by marketing and financial metrics, allowing for ongoing optimization and performance enhancement. To ensure compliance and avoid any negative public perception, advertising regulations and public attitudes toward healthcare advertising will be considered (Mintz & Currim, 2013). VI. Implementation Plan A detailed timeline with specific milestones and deadlines is included in the marketing strategy's implementation plan, making it possible to carry out the strategy in a structured and systematic manner. This timetable will guide the implementation process, ensuring that each task is completed on time. The implementation plan relies heavily on resource allocation. To support the execution of the marketing plan, the necessary financial and human resources are identified and appropriately allocated. This includes budgetary considerations to cover costs associated with creative development, campaign monitoring, evaluation, and communication channels. Clear roles and responsibilities are assigned to individuals or teams involved in the execution of the marketing plan to guarantee accountability and smooth implementation. This incorporates assigning a venture director or facilitator to manage the execution cycle, screen progress, and work with powerful correspondence and joint effort among colleagues. VII. Evaluation and Control The advertising plan will be assessed and controlled utilizing key execution markers (KPIs) to quantify the mission's outcome. Checking and estimation techniques will follow the arrangement's effect, considering changes and streamlining to keep up with adequacy. To guarantee its long-term success, the plan includes strategies for ongoing control and evaluation (Kim & Kumar, 2018). VIII. Conclusion In conclusion, this marketing strategy aims to reclaim market share, enhance communication, and improve clinical quality for heart attack and congestive heart failure patients. The healthcare organization can achieve its goals by focusing on a particular at-risk market

5 segment, employing efficient marketing strategies and tactics, and monitoring and evaluating the plan's progress. Implementing the plan, tracking its success, and continually improving communication and clinical quality for the intended audience are all suggested next steps.

6 Reference Brady, T. J., Ledskya, R., Lafontant, B., & Baker, T. N. (2018). Marketing self-management education: Lessons on messaging and framing. American Journal of Health. Jin, Z., Li, S., & Ahmad, K. (2018). A review and assessment of the existing health consciousness models. International Management Review, 14(1), 17-23. Kemp, E., Min, K. S., & Joint, E. (2015). Selling hope: The role of affect-laden health care advertising in consumer decision-making. Journal of Marketing Theory & Practice, 23(4), 434-454. Kemp, E., & Poole, S. M. (2017) What ’ s love got to do with it? Investigating consumer commitment in health care. Health Marketing Quarterly, 34(2), 113-127. Kim, K. H., & Kumar, V. (2018). The relative influence of economic and relational direct marketing communications on buying behavior in business-to-business markets. Journal of Marketing Research, 55(1), 48-68. Murphy, B. (2017, May 17). The 3 most effective words in healthcare ads. Becker ’ s Hospital Review. Thomas, L., & Woodside, J. M. (2016). Social media maturity model. International Journal of Healthcare Management, 9(1), 67-73. Wang, H., & Doong H. (2014). Effects of online advertising strategy on attitude towards healthcare service. 2014 47th Hawaii International Conference on System Science, 2725-2732. Zhou, W., Wan, Q., Liu, C., Feng, X., & Shang, S. (2017). Determinants of patient loyalty to healthcare providers: An integrative review. Journal of The International Society for Quality in Health Care, 29(4), 442-449. Mintz, O., & Currim, I. S. (2013). What drives managerial use of marketing and financial metrics, and does metric use affect the performance of marketing-mix activities? Journal of Marketing, 77(2), 17-40. Kim, K. H., & Kumar, V. (2018). The relative influence of economic and relational direct marketing

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7 communications on buying behavior in business-to-business markets. Journal of Marketing Research, 55(1), 48-68. Zhou, W., Wan, Q., Liu, C., Feng, X., & Shang, S. (2017). Determinants of patient loyalty to healthcare providers: An integrative review. Journal of The International Society for Quality in Health Care, 29(4), 442-449.

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