Answer the following End-of-Chapter Questions: ChapterQuestionsChapter 1questions 3, 4, 5, 7chapter 2questions 2, 3, 5chapter 3questions 2, 3, 5 I selected the most interesting and applicable questi

Chapter 1

3. An orthopedic group practice has decided to develop a pediatric sports medicine program. Identify potential target markets for this new service. Describe the approach the group might take to assess whether there would be a positive response to this program if the group decides to make a financial investment, allocate space, and commit personnel to rolling out such a program.

4. In developing the new pediatric sports medicine program (described in question 3), what uncontrollable environmental factors should be considered? This group practices in a large metropolitan area. There are two large health care systems that in recent years have begun to employ their own physicians in a large practice.

5. A major concern for many physicians is the belief that marketing “creates” needs. Explain the complexity of this issue. Assume you have been invited to a conference and will participate in a debate on this subject. The session chair has not told you which side of the debate you will be presenting. Prepare each side of the argument.

7. Explain the differences among existing customers, target markets, and stakeholders for an acute care county hospital. That hospital has historically taken care of those individuals who are less well insured or socioeconomically disadvantaged. The clinical staff is highly qualified and committed to the mission of the institution. In recent years, the hospital has found that county support for its budget has decidedly decreased. In light of your description of the target market, existing customers, and stakeholders, how might this factor into a marketing director’s concerns in light of budget realities and the need to attract a well-insured patient population.

Chapter 2

2. An organization’s strategic plan is guided by the mission that defines its purpose for existing. The mission must recognize who the customer is and what the customer wants to buy.

3. To avoid marketing myopia, an organization must: (a) map the organization’s stakeholders, (b) determine stakeholder salience, (c) research stakeholder issues and expectations, (d) engage stakeholders, and (d) embed a stakeholder orientation.

5. A differential advantage is essential in the development of an effective plan for a program or service. A differential advantage can be derived from the product or service, cost, or market. Health care organizations also need to recognize trust as a key source of a differential advantage.

Chapter 3

2. What environmental factors would you suggest account for (a) in-company clinics that deal with employee medical problems, such as the one established by Toyota, and (b) the success of after-hours clinics and urgent-care facilities in many metropolitan areas?

3. Assume you were hired to design an MCO plan targeted to baby boomers in San Antonio, Texas, a city with a large Hispanic population. How would you make this service offering unique to respond to the major trends discussed within this chapter?

5. The U.S. Justice Department settled a case involving ClassiCare Network, a joint venture of eight Long Island hospitals. The joint venture was to act as the “exclusive bargaining agent” in negotiations with all HMOs regarding hospital discounts. The agreement reached with the hospitals barred this arrangement. On what grounds and rules was the Justice Department action based?