Details

Strategic Marketing For Health Care Organizations

Building A Customer-Driven Health System
1. Aufl.

von: Philip Kotler, Joel I. Shalowitz, Robert J. Stevens
80,99 €
Verlag:	Wiley
Format:	EPUB
Veröffentl.:	19.01.2011
ISBN/EAN:	9781118047170
Sprache:	englisch
Anzahl Seiten:	576

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Beschreibungen

Titelbeschreibung

This much-needed text offers an authoritative introduction to strategic marketing in health care and presents a wealth of ideas for gaining the competitive edge in the health care arena. Step by step the authors show how real companies build and implement effective strategies. It includes marketing approaches through a wide range of perspectives: hospitals, physician practices, social marketing, international health, managed care, pharmaceuticals, and biotechnology. With Strategic Marketing for Health Care Organizations, students and future administrators will have a guide to the most successful strategies and techniques, presented ready to apply by the most knowledgeable authors.

Inhaltsverzeichnis

Tables, Figures, and Exhibits xi Preface xv Acknowledgments xvii The Authors xix Part One One: The Role of Marketing in Health Care Organizations 3 Overview: Marketing is Pervasive in Health Care 4 The Elements of Marketing Thought 6 Two: Defining the Health Care System and Its Trade-Offs 13 Overview: Defining a Health Care System 15 A Framework for Understanding Health Care Systems 16 Strategic Choice Model for Organizations and Health Care Systems 25 Strategic Implications for Health Care 29 Three: The Health Care Industry and Marketing Environment 41 Overview: The U.S. Health Care System Needs Improvement 43 Defining a Well-Designed Health Care System 45 Major Participants in the Health Care System 48 Key Managed Care Trends 56 Dynamic Relations among Health Care Stakeholders 71 The Changing Health Care Environment 73 Four: Determinants of the Utilization of Health Care Services 85 Overview: Why People Seek Health Care 86 Multiple Factors Influence Health-Seeking Behavior 95 Local (Small Area) Variations 104 Part Two Five: Strategy and Market Planning 109 Overview: Defining the Organization’s Purpose and Mission 111 Strategic Planning 111 Marketing Strategies 135 Reassessment of Mission Statement 139 Strategic Alliances 141 Marketing Planning 141 Six: How Health Care Buyers Make Choices 145 Overview: Key Psychological Processes 147 The Buying Decision Process: The Five-Stage Model 155 Organizational Buying and Decision Making 163 Seven: Using Market Information Systems and Marketing Research 177 Overview: The Need for Market Information 179 The Components of a Modern Marketing Information System 180 Internal Records System 181 Health Care Services: The Clinical and Financial Systems 182 Health Care Products: The Order-to-Payment Cycle 182 The Marketing Intelligence System (MIS) 182 Marketing Research System 188 The Path Model: Understanding the Health Care Consumer 197 Marketing Decision Support System 201 Developing a Marketing Research Plan: Application and Example 203 Forecasting and Demand Measurement 206 Appendix: Secondary-Data Sources 213 Eight: Market Segmentation, Targeting, Positioning, and Competition 217 Overview: Market Segmentation 219 Segmentation of Consumer Markets 222 Market Targeting 231 Market Positioning 235 Competitive Forces and Competitors 245 Part Three Nine: Shaping and Managing Product and Service Offerings 261 Overview: Distinguishing Product Types and Levels 263 The Nature of Services 266 Viewing the Product Mix 271 Managing Product Lines 272 Ten: Developing and Branding New Offerings 281 Overview: The New Offering Development Process 283 Building the Brand 296 Managing the Stages of the Product Life Cycle 304 Building, Maintaining, and Terminating a Brand 313 Eleven: Pricing Strategies and Decisions in Health Care 317 Overview: Understanding Pricing 318 Consumer Payers 320 Government Payers 341 Private Payers 344 Twelve: Designing and Managing Health Care Marketing Channels 351 Overview: Marketing Channels and Value Networks 353 The Role of Marketing Channels 356 Channel Functions and Flows 358 Channel Levels 360 Service Sector Channels 360 Channel-Design Decisions 361 Identifying Major Channel Alternatives 362 Evaluating the Major Alternatives 364 Channel-Management Decisions 365 Modifying Channel Arrangements 368 Channel Dynamics 369 Legal and Ethical Issues in Channel Relations 373 Thirteen: Designing and Managing Integrated Marketing Communications 375 Overview: The Role of Marketing Communications 377 Marketing Communications and Brand Equity 378 Communications Process Models 380 Developing Effective Communications 382 Advertising 397 Sales Promotion 411 Public Relations and Publicity 414 Events and Experiences 418 Factors in Setting the Marketing Communications Mix 423 Measuring the Communications Results 424 Managing the Integrated Marketing Communications Process 424 Coordinating Media 425 Implementing Integrated Marketing Communications 425 Fourteen: Personal Marketing Communications: Word-of-Mouth, Sales, and Direct Marketing 429 Overview: Personal Communication Channels 431 Word-of-Mouth Marketing 433 Designing the Sales Force 441 Health Care Sales to Hospitals and Physicians 454 Direct Marketing 458 Part Four Fifteen: Organizing, Implementing, and Controlling Marketing 471 Overview: Organizing for Marketing 474 Helping the Hospital Become Patient-Oriented 477 Marketing Implementation 478 Evaluation and Control 479 Glossary 491 Notes 511 Index 531

Rezension

Praise for Strategic Marketing for Health Care Organizations "This outstanding book not only delineates powerful conceptual frameworks and tools but is also studded with real-life, captivating examples in organizations that range from governments to biotech firms to Web portals, that illustrate how to make it happen. A tour de force." —Regina E. Herzlinger, Nancy R. McPherson Professor of Business Administration, Harvard Business School "This book is a first-rate introduction to the concepts and tools professional marketers use to develop cutting-edge value propositions for key target audiences in a range of health care arenas. It offers both frameworks for thinking about marketing strategy and insights into a range of tactical alternatives. It is a state-of-the-art volume for those in various health care fields who are eager to be better marketers, students who want to join their ranks, and those who simply are wondering what marketing is all about and how it might help their organizations." —Alan R. Andreasen, professor of marketing, McDonough School of Business, Georgetown University "Kotler, Shalowitz, and Stevens, in this important book, Strategic Marketing for Health Care Organizations, make many valuable contributions to our field, especially their discussion of tradeoffs among the three core aims of any health care system: cost, quality, and access. Students and professionals continually face this problem all the time." —Lawton R. Burns, James Joo-Jin Kim Professor, professor of Health Care Systems and Management, the Wharton School of the University of Pennsylvania and director, Wharton Center for Health Management and Economics "This work places marketing as a core activity impacting all of health care, from prevention to continuing care. It provides a comprehensive foundation for beginners and a valuable reference for experienced managers on a major and often overlooked aspect of management." —John R. Griffith, Andrew Pattullo Collegiate Professor, Department of Health Management and Policy and director, Griffith Leadership Center, Department of Health Management and Policy, University of Michigan School of Public Health

Autorenportrait

THE AUTHORS Philip Kotler is the S.C. Johnson Distinguished Professor of International Marketing at Northwestern University's Kellogg School of Management and the author of more than thirty books. Joel Shalowitz is Professor of Health Industry Management and director of the Health Industry Management Program at the Kellogg School of Management and Professor of Medicine and Preventive Medicine, Feinberg School of Medicine, Northwestern University. Robert J. Stevens is president of Health Centric Marketing in Durham, North Carolina and an Adjunct Professor at the School of Public Health at the University of North Carolina at Chapel Hill.

Back cover copy

Praise for Strategic Marketing for Health Care Organizations "This outstanding book not only delineates powerful conceptual frameworks and tools but is also studded with real-life, captivating examples in organizations that range from governments to biotech firms to Web portals, that illustrate how to make it happen. A tour de force." —Regina E. Herzlinger, Nancy R. McPherson Professor of Business Administration, Harvard Business School "This book is a first-rate introduction to the concepts and tools professional marketers use to develop cutting-edge value propositions for key target audiences in a range of health care arenas. It offers both frameworks for thinking about marketing strategy and insights into a range of tactical alternatives. It is a state-of-the-art volume for those in various health care fields who are eager to be better marketers, students who want to join their ranks, and those who simply are wondering what marketing is all about and how it might help their organizations." —Alan R. Andreasen, professor of marketing, McDonough School of Business, Georgetown University "Kotler, Shalowitz, and Stevens, in this important book, Strategic Marketing for Health Care Organizations, make many valuable contributions to our field, especially their discussion of tradeoffs among the three core aims of any health care system: cost, quality, and access. Students and professionals continually face this problem all the time." —Lawton R. Burns, James Joo-Jin Kim Professor, professor of Health Care Systems and Management, the Wharton School of the University of Pennsylvania and director, Wharton Center for Health Management and Economics "This work places marketing as a core activity impacting all of health care, from prevention to continuing care. It provides a comprehensive foundation for beginners and a valuable reference for experienced managers on a major and often overlooked aspect of management." —John R. Griffith, Andrew Pattullo Collegiate Professor, Department of Health Management and Policy and director, Griffith Leadership Center, Department of Health Management and Policy, University of Michigan School of Public Health