Branding and Competitive Strategies in Consumer Healthcare Choices

BRANDING AND COMPETITIVE STRATEGIES’ IMPACT OF CONSUMER CHOICE Week 4 MARCH 28, 2023 KIRSTEN MESTAYER

1 The object branding strategy for East Chestnut Regional Medical System (ECRMS) is to set a long-term designed plan that will help them reach their goals in the long run. The achievement of reaching these goals will make for a successful organization. According to Neil Patel, the co-founder of NP Digital, “Facts matter not at all. Perception is everything. It’s certainly.” is what he quoted by Stephen Colbert (Patel, 2023). ECRMS is perceived as unorganized and lacking. They are trying to bring their name back up by cutting out losses and adding services for gain. The Attorney General’s Office has been investigating the collection policies of East River Medical Center (ERMC) and Northern Mountain Hospital Consortium (NMHC), two of the organizations acquired in the merger. They have also been investigating the status of not-for-profits not fulfilling their state requirements. For example, an elderly patient had her home taken from her to pay an outstanding medical bill. Making someone homeless to pay a bill should not be allowed or legal. There is also a Federal Trade Commission Investigation going on with Chestnut Cares oncology and cardiology departments. This issue could eventually cause ECRH to lose ownership of Chestnut Care insurance. This would cost a lot of money. Working for an adult behavioral health program that specializes in Assertive Community Treatment (ACT), we have learned that acquisitions of other health care programs can impact an organization brand for the better. My company has acquired its own partnership with a pharmacy company. All our clients’ medications get filled through our acquired pharmacy and gets picked up and delivered to the client personally. This has helped the pharmacy grow a bigger behavioral health client base and has helped up provide a better form of care for our clients. The COVID-19 pandemic has not only impacted adult behavioral health but has also impacted healthcare. My program offers adult behavioral health treatment in the comfort of the clients place of residence, ACT. When COVID-19 came about, most of our clients did not want

2 our providers and team members in their homes. It caused a lot of medical providers to which to telehealth services so that clients would not risk getting sick. Because of the nature of our clients’ mental state, it hit our program harder than others. Not only were they terrified to die from the virus, but they also had so many more clients starting with depression and anxiety due to the last of social life during the peek of the pandemic. Our current branding strategies were to start up other local programs to benefit our market. The state gave my company grants to open the state’s first crisis response centers that included mobile crisis response teams. These crisis response teams would get dispatched out to the seen of a person having a psychotic break down instead of the cops and ambulances who would just scare them more. When taken by ambulance, hospitals would issue a Physician’s Emergency Certificate or PEC, which would force a treatment center to admit them for 72 hours. Instead of this happening, the mobile crisis team would bring the person to the crisis response center, where the providers would have 24 hours to de-escalate the patent before having to PEC them. These services are more benefited than hospitals because no one wants to be held against their will because they are having a bad episode. This gives our company a huge advantage to bargaining power against other organizations in the community. The main competitor of East Chestnut Regional Medical System (ECRMS) is Banford Medical Center (BMC). Banford Medical Center is a for-profit hospital bought by a publicly traded for-profit system. The CEO of BMC is an opportunist who used the downfall of East Chestnut Regional Hospital (ECRH) as a crutch to raising their performance. BMC has an 85% occupancy rate with 400 beds. To build their market share, BMC build a new facility on the wealthy side of town and gave ownership to their doctors, who mainly provided women’s health services. By allowing BMC to benefit from ECRH’s losses, they have taken 20% of their market

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3 in women’s health services. This plays the roll of a huge threat to ECRMS. To substitute of the loss of women’s services, ECRMS began focusing on a new oncology center, standing emergency room, and imaging center (University of Phoenix, 2021). Another competitor of East Chestnut Regional Medical System is Greenbranch Medical Center (GMC). GMC has young and experiences providers. The renowned cardiologist that was hired to rebuild the program at GMC has cause their cardiology department to grow and take away from ECRH. General surgery has also decreased by 4% at ECRH because of the age of the surgeons on site. Greenbranch Medical Center worked with ECRH to help them train their providers in a burn setting, but since they started their own burn unit it caused ECRH to lose money and close services (University of Phoenix, 2021). The last competitor East Chestnut Regional Medical System has is other medical organizations. For example, their orthopedic numbers are down because of the joint venue they share at an orthopedic hospital. The independent orthopedic group has had issues with their guard and the younger generation, and it has put a damper on their clients. This could affect any new group or hospital from wanting to share the venue with them. The biggest threat to ECRMS would be the old guard at the hospital is running off the younger guards (University of Phoenix, 2021). Customers have the bargaining power in the market because they can decide where they want to seek services. Bargaining power impacts consumer choice in the market and for East Chestnut Regional Medical System by affecting not only the quality and quantity of care but can also affect the price clients will pay for services. If the cost of medical supplies goes up, you may have to bill more for services provided and that can hurt the number of clients you serve. This

4 can also change the quality of care if the suppliers go down on the quality of their goods (Berman, 2022).

5 References: Berman, C. (2022). What Effect Does the Increase in the Bargaining Power of Suppliers Have on the Target Market? Chron. https://smallbusiness.chron.com/five-elements-porters- competitive-forces-model-77015.html Patel, N. (2023). Brand Perception: What is it & How Do We Measure it . NEILPATEL. https://neilpatel.com/blog/how-to-improve-brand-perception/ University of Phoenix. (2021). Case Study: East Chestnut Regional Health System.

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Wk 4- Branding and Competitive Strategies' Impact on Consumer Choice

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