Wk 5- Marketing Mix Strategy

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MARKETING MIX STRATEGY Week 5- Group Assignment APRIL 10, 2023 KIRSTEN MESTAYER, EVA GUTIERREZ-CRUZ, TARA DOHERTY-STURGIS, TAMARA ROBERTS, TATIANA BUTLER, KAREN GONZALEZ

1 Kirsten Mestayer Service Strategy: The service strategy I have chosen to revise or renew is the decision to close the inpatient behavioral health hospital. According to the case study, the board of directors at East Chestnut Regional Hospital (ECRH) chose to close the inpatient behavioral health hospital but kept the out-patient services open. Because of the last of inpatient clinics, they are unsure where clients in a crisis scenario will go for inpatient treatment. Working in the adult behavioral health field there is already a huge shortage with inpatient facilities for people battling forms of mental substance, and behavioral issues. I would propose the hospital to open a 24-hour Crisis Service Urgent Care. When a patient that is undergoing a psychotic break down, gets picked up by cops or ambulances, and is taken into the hospital where they will more than likely be PEC’d, which is when a physician can emergency put you on a 72 hour watch against you will, it can traumatize a client. This service will give the client a 24-hour de-escalation period for the medical staff to try to calm the patient and not have them committed. The clinic would play a role like an emergency room, where they would administer medicines and hopefully discharge them with an appointment for aftercare with ECRH’s outpatient services. Although it is costly to pay staff 24/7, it can benefit the hospital as well because of the internal referrals given to see outpatient treatment within the organization. There is no service locally besides emergency rooms that offer this service, so there wouldn’t have much, if any, competition. Pricing Strategy: Because of the comfort this service would provide, it could be charged at a more expensive rate to insurance companies. The time frame the clinic will provide will help the

2 insurance companies not have to pay for multiple days of inpatient care. The most expensive part of running this clinic is hiring the appropriate number of staff. They will need 3 different shifts covered, along with on-call staff members. Also, they will pay for all operating cost from electricity, water, etc., and all insurances, such as liability. This crisis service will offer three different services that will be charged all separately. The initial contact is paid per diem with a rate of $360.97, a telehealth follow-up will be paid per 15 minutes with a rate of $19.44, and a community based follow-up appointment being kept will also be paid per 15 minutes at a rate of $26.06. The only guaranteed payout for the service is the initial contact because we can not control if a client keeps the other two follow-up appointments. I have a complete business, budget plan for this service because I was apart of the first company, granted by the state, to start the first program. Placement Strategy: East Chestnut Regional Health will distribute the new and revised service by writing a business plan and trying to retrieve government or state funded grants to start the process. Instead of opening a new oncology office, they could have used that building to have their crisis center and outpatient behavioral health services all together under one roof. By having these services away from all the other services will help to keep patients undergoing crisis scenarios away from just sick patients. This will help patients all stay safe because sometimes people in crisis black out and do not know what they can do to harm themselves or others. Because oncology is a booming field for East Chestnut Regional Health already, keeping it where it was previously located should not be an issue. Promotion Strategy:

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3 To promote the crisis services, traditional marketing may not work. Even though it should still be done, most people battling severe behavioral health sicknesses are from a low income based environment. Many of them are homeless or in shelters, so they do not have access to social media or the internet in general. The best route to take for this service is public relations. When coming up with marketing for my company’s budget, we made sure when spread the services to all local government buildings, police departments, homeless shelters, clinics, hospitals, etc. Having a strategic budget and contract with local authorities and insurance companies can help with the marketing of the new services. These are the places where the word will likely be spread versus having it all over social media. Hosting a crisis promotional gathering, by offering free screenings, could also drive in clients and spread the word to people in need of things for free. Not only will the crisis clinic be promoted, but so will the outpatient services at ECRH. Summary of Feedback: The feedback I received from the two responses I got talked about the placement of the behavioral health clinic. I choose to put the behavioral health clinic where they are building the oncology department. I thought leaving the oncology department where it was, because it is already successful, was the best idea. By moving the behavioral health services to the 100-acre lot in Chestnut could bring in most clients. Their feedback was not very helpful because they were suggesting exactly what my paper already stated. I also disagreed with putting the bigger expenses on insurance companies because we would be helping the insurance companies save money. They would save money by not having to pay for inpatient care or long hospital stays for clients needing to be de-escalated. It could still be slightly expensive for them because it will be like cramming days of de-escalated into a 24-hour time frame.

4 Eva Gutierrez-Cruz Part I: Product Strategy The product/services that I would choose to revise is the women’s services. The women’s center has so many services to offer and a lot of potential that are in high demand in the community. The services that are being offered consists of female doctors, physicals for women, general gynecology services, a nurse help line, same day appointments, and much more. With these services, the Faith & Main studied the market, and it showed promising numbers that the women, even women across county lines, will come to visit the women’s center. With this alone in mind, it shows promise that this will be a very successful women’s center. This will also improve the quality of life for the consumers. It will enhance health benefits, customer satisfaction, and provide quality healthcare to the community. Luckily with these improvements we will be able to better attend the needs of the consumers and they will feel heard and feel that their needs are being attended to. Part II: Pricing Strategy The focus on the pricing strategy is to offer the lowest prices available while still providing the best quality of service to the consumers. The price is determined by level of satisfaction provided by the insurance kind and determined by the benefits. Looking at the payer mix, you can see most of the patients are covered by Medicare and lucking for the most part Medicare does cover everything. Which it then leads to Medicaid and commercial insurances. Just like Medicare, Medicaid is also covered and will pay for the services covered and offered by the facility. With commercial insurances, you would base payments off of just the commercials insurance. You would look at the benefits that are being offered and see which ones are eligible and as well as see how much is covered by the insurance. With that information available, it is

5 then that the prices are determined at the lowest prices available. From there, they will work as they do today. Insurances will cover some percentage of the services and the consumer is responsible for the rest. Part III: Placement Strategy For the placement strategy, the East Chestnut Regional Health System will need to collaborate with an internal marketing team and an internal internet advertising team to assist the company in spreading diverse information about the new services. They will need to do this to boost financial gain and customer happiness while still involving existing and loyal customers. The internet strategy team will help make a website that provides all the information about the services that will be offered to the consumers. It will also offer the address, some contact information, and some insight on who the doctors and nurse practitioners will be providing the services. There will be ways to make appointments online and fill out new patient paperwork, to ensure an easier check in for the consumers and less wait time. All of this, and more, will help increase the visibility of the company’s products and services and ensure the best quality of care for the consumers. Part IV: Promotion Strategy There are many ways to promote the women’s center. There will be brochures, catalogues, commercials, and many more visual merchandising that will be excellent in increasing product recognition. This will be an excellent and a sufficient way of educating the consumers about the services that are not being offered. Social media can have a big impact as well when it comes to promoting the women’s center. Nowadays people are on Facebook, Twitter, Instagram, Snapchat, and other social media platforms and with these it can ensure ads to be placed for the consumers of the community about the women’s center. As I had previously

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6 stated above, the website can also be a big help when it comes to promoting the women’s center and provide all the information necessary to help the consumers know what is being offered. There can be conferences, consultations, and seminars to help the community engage with and establish relationships with consumers. The main vision and mission of these promotions is to ensure that these new services will help meet the needs of every patient that walks in through the doors. They want to ensure the wellbeing and to constantly restore the health to the consumers. Summary: The feedback that was provided by my peers was very helpful. They helped clear up some minor details that needed to be clarified in my marketing strategy mix. One of the few consisted of clarifying what would happen will commercial insurance and how they would be billed. The other feedback pointed out that East Chestnut Regional Health System used outside hire for their marketing, but that has clearly caused problems. I quickly fixed those problems that needed to be fixed or clarified. Luckily my peers were very helpful and understanding and with their help, they helped me see the bigger picture.

7 Tara Doherty Group Marketing Mix Strategy East Chestnut Regional Health (ECRH) System has a wide variety of ways to meet the population needs of the surrounding demographic within the communities served. Some programs that are already being considered could be supported to create a 360-degree whole health approach that will incorporate ways to ensure patient safety, care quality, and build revenue growth at the same time. This will also draw patients since quality and satisfaction are huge driving forces when it comes to being loyal to one system of medical professionals. The strategy should help not only the patient but also the care collaborators and the organization it serves. If executed well it can take the brand to the next level and solidify the organization within the communities as the preferred choice for care. Product Strategy First, it is important to identify what the needs are within the community by listening to the consumer and the payers that provide services to them. A major area of need between all collaborators and patients is the need for coordinated services across all care teams involved. This is a benefit to the organization since the care team extends within itself from hospitals, urgent care services, primary care physicians, and ambulatory services. The patient will have streamlined services where the care team has access to see all areas of the care continuum. This will help to identify immediate risks faster, provide a higher level of care and improve the patient’s quality of life. Explain your product/service strategy. The programs that would be created with a focus would need to be care coordination, complex or chronic care management, and transitional care services. There already will be a nursing team implemented to assist with

8 women’s services that could be expanded to have different sectors that can support the patients and the extending care to team members remotely. This would allow these care coordinators to remain focused on identifying community resources patients could be referred to. It also assists with compiling assessments needed for care management services and wellness visits. The technology could be used to provide a plan of care, patient education, and document any activities of daily living (ADL) or social determinants of health (SDOH) changes as learned. This is an area that all organizations are trying to learn how to implement successfully, especially with such large populations of Medicare patients currently existing. This can affect the organization’s ability to keep and maintain contracts and or receive funding for programs that they operate. Pricing Strategy Secondly, it is important to look at the pricing strategy of the program that is to be implemented. This includes understanding how it will affect the patient and the organization. Granted it does help the organization to meet payer guidelines within their contracts and improve patient outcomes. This may not always be feasible for patients if they are on a fixed income already. For Medicare patients specifically which make up a large percentage of the demographics served by ECRH, it is important to meet certain areas annually. Annual Wellness Visits (AWV), Transitional Care Management (TCM), and Chronic Care Management (CCM) services all intertwine to make every visit more impactful for the patient and the collaborative organizations that serve. These services should be streamlined with program revisions that interact across all service providers effectively. This would need patients to provide informed consent to services and the use of the health information exchange. Out of the patients that

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9 consent there should be a strategy to use technology to understand the bucketing of how to approach each type of patient. Some may be scheduled for AWV from the primary care team environment using codes available and found on the CMS website. The revenue for an annual wellness (G0438) initial visit is $173.00 and for the (G0439) subsequent it is $130.13. Medicare covers these services as part of the patient’s covered benefits but not all for TCM or CCM services. CCM (code 99490) is $62.00 for 20 minutes of monthly care delivery and (code 99487) is $133.00 for 60 minutes of monthly care delivery. The patient will typically have a payment of around $15.59 monthly for services to be rendered for this program so consent is critical. TCM (code 99495 and code 99496) are paid at $205.36 and $278.21 depending on the complexity and date of interaction. It is also important to consider that each payer will streamline how they complete these types of services which will need to be identified and included in the different phases of planning. Medicare as the primary population drives the beginning of closing any gaps in how it is administered and will influence how the other programs are implemented over the 5- year plan. Placement Strategy Next, the organization will need to align to produce a placement strategy for the product lines that will be implemented. Education, training, and processes will need to be identified to ensure staff understands each aspect of their role in the launch and routine follow-up. Patients will need to be informed carefully to ensure consent is properly maintained with ethical opting- out practices. Two distribution channels will exist for these populations which will be the payer including internal high-risk patient reports or referrals from primary care providers. This will be the catalyst for the Annual Wellness Program and Chronic Care Management Program. For transitional care management, it will be important for monitoring admission, discharge, and

10 transfer (ADT) alerts including word-of-mouth updates from patients themselves of any type of transitional need. This will require a team to access the health information exchange and the internal care teams to ask the right questions of patients coming in for appointments to identify these situations. This will all affect the ability of the teams to execute at a high level and coordinate care effectively. It will also affect what codes can be used and how the reimbursement is effectively captured. Consequently, it may be beneficial to have care coordinators complete the initial reach- out to patients to schedule appointments with the registered nursing team to allocate resources so that it is not too costly. The coordinators would be able to send the patient the initial screeners that are allowed via the patient portal so the RN could review them before the next visit when the comprehensive assessments would occur for case management. Certain pieces should be identified that a care coordinator can do before any type of appointment to assist with efficiency for the RN and the PCP performing the visits (CMS Medicare Learning Network, 2022). Promotion Strategy Finally, the last point of the strategy needs to include how this will be promoted to the community, patients, and all collaborators. Rebranding of the logo will be needed alongside the mission and vision statements that are shared in training, websites, and materials shared with the public. It will need to reflect the internal changes that are planned so that it clearly identifies that the organization is being reconstructed and the new team is helping to solidify this new foundation that is being created. The website will need a revamping of new services that will be provided. Any internal advertising will need to be reflective such as posters, banners, logos, and videos. Marketing will need to be sent out through mailers, digital marketing, patient portal letters, and email updates so that all types of communication channels are approached. Lastly, all

11 patient touch must also include the advisement of the new programs from face-to-face interaction to over the phone. Social media can help to drive awareness of the changes and invite people to try the new services that will be released. Conclusion As a result of all these efforts patients should be engaged, payers satisfied, collaborative efforts aligned effectively, and overall, the organization should be prepared. Services will have workflows that intertwine each other but also separate what cannot be so that they can be autoflowed and profitable. If executed consistently the culture of the brand will build, services will thrive, risk reduced, and patient satisfaction will occur due to quality being the focus. This will combat any negative aspect of the reputation and create room for a positive reputation to be created for years to come. This will hopefully be the key to success that unlocks further potential programs and phases of growth. Team Feedback Summary After receiving feedback on the Marketing Mix Strategy, it helped me to tune the verbiage in tighter and I caught more pieces that I wanted to improve when I revisited. It is helpful to have another set of eyes to catch items that may have been easily skimmed over before and ensure that what is portrayed makes sense. I was able to correct the extension of acronyms that were missing including some areas that needed a little more clarity that I felt I had missed previously. This all is very helpful and exposed us to the review of people outside of the normal circle of who would read our presentation of information. I do think it is a benefit that can be used even in the working environment when putting together any item that will be reviewed by executives. This helps to align the people who will execute the work that follows and ensures that the recommendations are actually feasible and worthy of the effort.

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12 Tamara Roberts Part I: Product Strategy The product/service that I would revise would be around women’s health services. My decision to put focus here would be because our biggest competitor (Banford Medical Center, BMC) has been dominating this area of service while our obstetrical deliveries are down 20%. There has been expressed interest in gynecology services, breast care, having more female doctors, physicals for women, and availability of services in one area. We would need to focus on our target audience, the female population by finding caring passionate female providers/physicians that align with our patient’s needs. The marketing plan would need to include improved examination rooms, same-day scheduling to see a provider, and improved referral services, wider range of practice hours. The target plan for the revision came directly from the feedback gathered from Faith & Main Consultants. This should be satisfying to the consumers because they will know that we as an organization is listening to their concerns and willing to take action to meet their needs. The services would not differ too much from the competitor because regardless of where the consumers go, the needs would be the same regarding women’s health. The plan is to build ourselves back up to be considered a competitor against Banford Medical Center, (BMC). Part II: Pricing Strategy With a largest percentage of the payer mix being Medicare recipients, I think this would be a great opportunity to put focus on Medicaid and Commercial recipients. For Medicaid recipients working with the Department of Health to discover what percentage of eligible women are not receiving suggested/required treatment. It is my belief that after identifying this population of people we can then target them with our marketing strategy which will not only

13 allow women to get the treatment and care that is needed but also increase the percent of Medicaid recipients. Payments for Medicaid recipients are usually covered by the state so it would almost be a guaranteed payment for the service with minimal to no cost to the patient. For those that have commercial coverage I believe that we can work with the carriers on the facility contracts rates. This will allow us to have competitive rates for services that each provider, including those outside of our organization offers. Aside from annual visits that are usually covered at 100%, patients that have been diagnosed with an illness or even a pregnancy, the frequent visits can be costly even with a copay or coinsurance. I don’t plan on setting on making changes to the current prices, however providing aid to reduce the cost of already set prices is my plan with the pricing. Part III: Placement Strategy To have this new marketing strategy distributed I think it would need to be a collaborative effort between the East Chestnut Regional Health System (ECRH) marketing and leadership team, The Department of Health as well as government health sectors in the region. Displaying the need for the services along with the results from the Faith & Main Consultant report. The more people or organization that we can have backing the new initiative would be easier to put out those in need. A detailed marketing plan would be needed to present to those groups/agencies to get them on board. Working together would ideally reach more people and hopefully allow care to be provided for those in need and preventative care to be provided for all. I think it can start with those that are currently using services, and whether it’s the providers themselves, front desk staff or even appointment setters/verifiers making small conversation about the changes to come can help spread the word in the community because as cliché as it sounds gossip spreads.

14 Part IV: Promotion Strategy To promote the revision to the women’s health services, I think would require us to be more present in the community. Traditional use of flyers, postal mail/email marketing would still be necessary for those that like to have things in hand when seeking services. In the emails sent out with marketing information, including hyperlinks that would take you directly to the East Chestnut Regional Heath Systems site will allow visibility to not only the women’s health services but also the facility and all services we offer. Pop up health care events would be another great way to get the information in front of those that would need the services. This would also allow for questions to be asked and answered in the same setting, so hopefully potential patients will walk away with clarity on the questions that they may have. Paying for sponsored ads on social media would also be a great way to get information out to those that spend time on different platforms. Feedback: The feedback that I received on my marketing strategy for this week was overall a good job. I do believe that I received feedback that can help me refine my initial marketing plan. In my marketing plan I choose to put focus on Medicaid recipients and commercial plan payer mixes. My thought process was to try to increase the percentage of consumers in those to payer mixes since they were the lowest. Part of the feedback received was to focus on the Medicare recipients since they were the largest reported payer. Putting a spin on my perspective we could go the route of strengthening our strength for continued growth. Another item that I received feedback on was to expand on the recruitment process and how nurses will impact on the program that I recommended. From the case study there was a noted need for female doctors in the organization

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15 and although I mentioned that in my marketing mix, I did not discuss what that process would look like, so this feedback was very useful.

16 Tatiana Butler Part I: Product Strategy East Chestnut Regional Health System is a very great organization with potential for improvement by providing more care to the community. East Chestnut Regional Health System organization will strengthen by adding women services will help fix the current deterioration of those services. Providing better services and ensuring women are receiving quality healthcare is important. The Faith & Main report showed that 36% of women in the service area would travel across county lines to receive excellent women’s health services and 72% of women in Chestnut County would consider using the women’s services of East Chestnut Regional Medical Center. Women were most interested in these services: Breast care, gynecology services, Female doctors, Physicals for women. East Chestnut Regional Health System creating new women services will be beneficial by increasing the ability to provide patients with services tailored to their needs. If ECRH provide better services and facilities for women, this will increase opportunities for profits. Part II: Pricing Strategy In the counties surrounding ECRH the income demographics are the median household income of Chestnut County residents was $41,777. However, 21.1% of Chestnut County residents live in poverty, the median household income of Walnut County residents was $55,120. However, 10.8% of Walnut County residents live in poverty, the median household income of Butternut County residents was $50,663. However, 13.4% of Butternut County residents live in poverty, the median household income of Oak County residents was $42,492. However, 14.9% of Oak County residents live in poverty, the median household income of Maple County

17 residents was $39,353. However, 15.4% of Maple County residents live in poverty. ECRH will have to focus their marketing on the demographics areas that they service to be able to produce the most effective prices for women services. Fixed pricing for healthcare services is emerging as an attractive business model for private healthcare service providers. Under fixed pricing (or flat rate) contract, the patient is charged a fixed price for the healthcare services irrespective of the actual cost incurred by the hospital (Tushar Tanwar, U. Dinesh Kumar & Navonil Mustafee 2020). To be effective, price must work in harmony with other marketing and management activities. Many factors contribute to this situation, including the structure of the health-care exchange process, limited consumer knowledge, and a limited ability to measure costs (Marlowe D. 1989). Part III: Placement Strategy ECRH can build a new women’s facility on the newly purchased 100 acres will allow them to provide new services. The services would include diagnostic breast services, maternity services, breast cancer services, cardiac services. The placement strategy ECRH will use will be to introduce the new location and services which will attract new and old patients to the new facility. The new facility will be able to provide new services and upgraded services and equipment which allows for high quality healthcare services. Women have traditionally been disadvantaged in terms of economic and social status and power, which in turn reduces their access to the necessities of life including health care. To improve women’s health, we need to address issues related to reproductive health, maternal deaths, malnutrition and noncommunicable diseases; through quality and affordable health services under universal health coverage (Importance of Women’s Health, 2022). Part IV: Promotion Strategy:

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18 An effective marketing approach involves in-depth investigation of the patients’ needs, identifying latent needs and offering new health services that patients have not requested. The marketing of healthcare services differs primarily through the nature of demand for health services (Purcarea V. L. (2019). Introducing new services to the community can be done by email, public announcements, flyers, social media, the organizations website. One of the key elements in the proper promotion strategy is that the company is targeting the correct audience, brand awareness, attracting new patients. I also believe that ECRH should host a soft opening tour for the public; this will attract new patients, answer questions of concerns from new and old patients. Feedback Summary: The feedback I received my group mates were helpful in terms of helping me shape my target market by branching out to other outside of the local community which has the potential of bringing new patients. I also mentioned having a new women’s facility built on the newly purchased land and I received mixed reviews due to location being close to local competition and may cause harm to the organization. Being able to offer all services in one location will be beneficial to most women in the area according to the finding from Faith & Mains survey. My group mates seemed to like my idea of having a soft opening tour to allow new and old patients to come tour the facility and hear about new programs and services.

19 Reference: Tushar Tanwar, U. Dinesh Kumar & Navonil Mustafee (2020) Optimal package pricing in healthcare services, Journal of the Operational Research Society, 71:11, 1860-1872, DOI: 10.1080/01605682.2019.1654416 Importance Of Women’s Health. (2022). https://www.globalbrandsmagazine.com/importance- of-womens health/#:~:text=Why%20is%20women%27s%20health%20so,to%20the%20health %20of%20women . Marlowe D. (1989). Pricing in health care organizations. A key component of the marketing mix. Clinical laboratory management review: official publication of the Clinical Laboratory Management Association, 3(1), 11–19. Purcarea V. L. (2019). The impact of marketing strategies in healthcare systems. Journal of medicine and life, 12(2), 93–96. https://doi.org/10.25122/jml-2019-1003 Karen Gonzales

20 ECRH’s Marketing Mix Part I: Product Strategy East Chestnut Regional Health System (ECRHS) aims to offer a comprehensive health care solution to its customers, collaborators, and the company itself by launching a new telehealth service. The proposed service will enhance the overall patient experience, reduce healthcare costs, and provide increased flexibility to the customers. For collaborators, the new service will streamline patient data management, provide better access to healthcare professionals, and improve collaboration between healthcare providers. The tele-health service will allow ECRHS to increase revenue streams, improve operational efficiency, and gain a competitive advantage in the healthcare market. The proposed tele-health service will allow ECRHS to provide its patients with remote healthcare consultations, diagnosis, and treatment options. The service will feature secure video conferencing capabilities, real-time chat support, and a digital platform for medical records management. The service will provide consumers with the benefits of convenience, accessibility, and flexibility, allowing them to receive medical consultations and treatment options from the comfort of their own homes, eliminating the need for travel and long wait times. The new service will satisfy the needs of consumers by providing them with access to healthcare professionals 24/7, without the need for in-person visits, reducing healthcare costs and time investment. Compared to traditional healthcare service providers, ECRHS’s tele-health service will offer several advantages such as increased accessibility, convenience, and affordability, as well as reduced travel costs and wait times. The proposed service will utilize advanced technological capabilities, such as data encryption, secure data storage, and data analytics, to provide a safe 3 and effective healthcare solution. Additionally, the new tele-health service will improve collaboration between healthcare providers, reduce

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21 healthcare costs, and improve overall healthcare quality, ultimately resulting in increased patient satisfaction and revenue for ECRHS. Part II: Pricing Strategy The pricing strategy for ECRHS's telehealth service will be based on value-based pricing, where the price will be set according to the value the service provides to the customers. The pricing will be competitive with other telehealth providers in the market to attract customers, and the pricing structure will be designed to encourage repeat usage. Cost Basis The cost of producing and delivering the tele-health service will be based on several factors, including the cost of technology infrastructure, staffing, and marketing expenses. The primary cost driver for the tele-health service will be the cost of staffing healthcare professionals to provide remote consultations and treatment options. The technology infrastructure will include the cost of implementing secure video conferencing capabilities, digital medical record management, and data encryption. Primary and Secondary Marketing Research Support: Primary and secondary marketing research will be used to inform the pricing strategy for the tele-health service. Primary research will involve surveying potential customers to understand their willingness to pay for the service, while secondary research will involve analyzing the pricing strategies of competitors in the tele-health market. Additionally, market research will be conducted to understand what is normally covered by insurance and what patients are willing to pay out-of-pocket for tele-health services. Based on this research, ECRHS will price its telehealth service at a competitive rate that provides value to customers while also covering the costs 4 of providing the service. The pricing will be regularly reviewed and adjusted to ensure

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22 that it remains competitive with the market while also remaining profitable for ECRHS. Ultimately, the goal is to provide a high-quality and affordable healthcare solution to customers while also achieving business objectives for ECRHS. Part III: Placement Strategy ECRHS's tele-health service will be distributed through a multi-channel approach that includes both digital and traditional marketing channels. The primary distribution channel for the tele-health service will be through the ECRHS website and mobile application. Customers will be able to access the service through the ECRHS website, download the mobile application, and register for the service. Additionally, ECRHS will use social media platforms to promote the tele-health service and attract new customers. To reach customers who may not be aware of the service, ECRHS will also partner with local healthcare providers and insurance companies to offer the service as part of their healthcare plans. This will increase awareness and accessibility to the service and attract new customers who are covered under those plans. ECRHS will also collaborate with healthcare providers to integrate the tele-health service into their existing healthcare systems. This will allow healthcare providers to seamlessly offer the tele-health service to their patients, and it will also help ECRHS to expand its customer base and distribution channels. ECRHS will monitor the effectiveness of its distribution channels regularly and adjust its strategy accordingly to optimize reach and engagement. The goal is to ensure that the tele-health service is easily accessible to customers while also reaching new audiences and expanding its reach to provide high-quality healthcare services to the community. Part IV: Promotion Strategy

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23 ECRHS will implement a multi-faceted promotional strategy for its tele-health service that includes traditional advertising, social media, online advertising, public relations, and special events. Traditional Advertising Elements and Budget: ECRHS will use traditional advertising channels such as radio, TV, and print media to create awareness of its tele-health service. The budget for traditional advertising will be allocated based on the media outlets' audience size and reach and will be regularly reviewed to ensure effectiveness. Social Media and Online Advertising Elements and Budget ECRHS will use social media platforms such as Facebook, Twitter, and Instagram to reach its target audience with tailored messages and content. Online advertising will also be used through targeted display ads, search engine marketing, and online video ads. The budget for social media and online advertising will be based on reach and engagement metrics and will be adjusted regularly based on campaign performance. Website Use The ECRHS website will be optimized to provide information on the tele-health service and allow customers to easily access and sign up for the service. The website will be updated regularly with new information, resources, and testimonials to encourage engagement. Public Relations Strategy and Budget: ECRHS will develop and implement a public relations strategy that includes media outreach, press releases, and thought leadership pieces to position ECRHS as a leader in telehealth services. The budget for public relations will be allocated based on the 6 media outlets' reach and engagement. Special Event and/or Promotional Elements and Budget: ECRHS will host special events and promotions such as free consultations, tele-health webinars,

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24 and virtual health fairs to create awareness and encourage sign-ups. The budget for special events and promotions will be allocated based on the event's scope and reach. Consistent, Coordinated Message The consistent, coordinated messages for all promotional elements will focus on the convenience, affordability, and accessibility of the telehealth service. The messaging will highlight the benefits of using the telehealth service such as reduced wait times, access to healthcare professionals from the comfort of their own home, and reduced healthcare costs. The messaging will also emphasize ECRHS's commitment to providing high-quality healthcare services to the community.

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25 References Phoenix University (n.d). Case Study: East Chestnut Regional Health System. Pdf

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Wk 5- Marketing Mix Strategy

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