Question

Using the case study “Bringing Healthcare Marketing into the Twenty-First Century”. If you were the new director how would you proceed? What would you do during your first four weeks on the job. Create a list of projects for the director and prioritize them. Identify the kinds of information the director needs for each project and whom he should include in each project.

CASE STUDY: BRINGING HEALTHCARE MARKETING INTO THE TWENTY-FIRST CENTURY:

Kenji Katsuya had been doing freeland marketing for a number of small health organizations in rural Utah for five years and had earned a reputation for excellence and professionalism. His marketing communications were visually appealing, clear, consistent, should seek a position in an organization instead of continuing his freelance work. One di and informative. He and his wife were expecting their first child, and they decided that he his clients told him that a small critical access hospital in the area, Ute River Hospital, was looking for a new head of marketing. He applied for the position and got it. had retired about two years earlier after having worked there for more than 30 years. At During his interview at Ute River, Kenji learned that the outgoing head of marketing first, Ute River's CEO had thought that she didn't need to replace him. After all, Ute River was the only hospital within a 75-mile radius; it had no real competition other than the large budget to produce its own marketing materials. After two years, the CEO changed her mind ment, the hospital allotted each of its departments an equal amount from the marketing hospitals in the Salt Lake City area. Instead of maintaining a separate marketing depart Even after learning that the hospital had not had a marketing department or head communications. Some departments had constructed homemade flyers with copier paper for two years, Kenji was surprised and a bit shocked when he saw Ute River's marketing of various colors. On many of the pieces they had used multiple fonts, underlining, and boldface. The text contained misspellings and incorrect grammar, and the messages were confusing. Other departments had large signs featuring photos of Ute River's patients and 130 Healthcare Marketing: A Case C E TWENTY-FIRST CENTURY and decided to hire a marketing head. caregivers. Some had created their own logos. Others had no communications at all the marketing materials the previous marketing head had developed for the hospital itself were outdated. Ute River wasn't running print, radio, television, or electronic advertisements and didn't even have a website. But the crazy quilt of marketing materials wasn't Kenji's only problem. The depart- ment heads were angry about having to return their marketing funds to re-create a central marketing budget. Many expressed hostility toward him outright, particularly when they found out that the new marketing budget was nearly triple what it had been under the old marketing head. Kenji knew, however, that he had the strong support of the CEO and the board. The increase in the marketing budget was a clear message that the organization was ready to move its marketing communications forward. Kenji's job was to create a consistent, professional image of Ute River Hospital and find the best marketing media and channels for it He was ready for the challenge.

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Answer 1

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As a director, I have many duties to improve the health care system of the 21 century. It will not be an easy task, but the potential benefits are great. To cross the divide between today's system and the possibilities of tomorrow, strong leadership and clear direction will be necessary.

Health care marketing activities typically focus on branding logos, external communication, public relations, and advertising. As a director, there are many important roles in the marketing field of healthcare. Hospital is a serious business, so it should be spread through the proper way. There should be quality and uniqueness in each and every concept related to healthcare. That is improving health service delivery models, empowering patients and health system users, readying the health workforce to make the most of digital technologies such as artificial intelligence, using big data in public health policy the importance of cross-border collaboration, using routine and real-world data to generate evidence on treatments and therapies,and improving overall health system governance.