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EXHIBIT 2-3 Marketing Plan Outline for a Clinical Service
Marketing Plan Outline
For each clinical service:
MANAGEMENT SUMMARY
What is our marketing plan for this service in brief?
This is a 1-page summary of the basic factors involving the marketing of the service next year, along with the results expected from implementing the plan. It is intended as a brief guide for management.
ECONOMIC PROJECTIONS
What factors in the overall economy will affect the marketing of this service next year, and how?
This section will comprise a summary of the specific economic factors that will affect the marketing of this service during the coming year. These might include employment, personal income, business expectations, inflationary (or deflationary) pressures, etc.
THE MARKET–Qualitative
Who or what kinds of organizations could conceivably be considered prospects for this service? Depending on the clinical program, these might include patients, referral physicians, third-party payers, employers, or other health care institutions in the value chain.
This section will define the qualitative nature of our market. It will include demographic information, industrial profiles, and business profiles for all people or organizations that could be customers for this service.
THE MARKET–Quantitative
What is the potential market for this service? Can a quantitative estimate be conducted that provides a projection that leads to a financial analysis and the reimbursement of the costs of the investment?
TREND ANALYSIS
Based on the history of this service, where do we appear to be headed?
This section is a review of the past history of this service. Ideally, we should include quarterly figures for the last 5 years showing dollar volume; patient volume; share in primary, secondary, and tertiary service areas; referral flow sources and volume of business from each service over the past 5-year period; payer mix data, and all other applicable historical data.
COMPETITION
Who are our competitors for this service, and how do we stand competitively?
This section should define our current competition, both on the immediate service area, regionally, and depending on the service beyond the service area. It should be a careful analysis outlining who the competitors are, what their market position and share are, why they have (or have not) been successful, and what actions they might be expected to take regarding this service during the coming year. This section might describe the changing shift in the competitive landscape.
PROBLEMS AND OPPORTUNITIES
Internally and externally, are there problems inhibiting the marketing of this service, or are there opportunities we have not taken advantage of?
This section will comprise a discussion on both inhibiting problems and unrealized opportunities. It should include a discussion on the internal and external problems that can be controlled. Are there policies or operational procedures that will need to be adjusted if this service is offered or enhanced? It should also point out areas of opportunity regarding this service that we are not now exploiting. How strong is the brand equity as an opportunity to leverage or must it be considered as a weakness? Does the opportunity have synergistic effects for the organization? Are there internal resource constraints? Cultural issues that will be problematic in the implementation of the service? What are the barriers to entry for new service opportunities? Regulatory concerns? Buyers whether they are third-party payers or employers with significant power? How does the service further improve population health management initiatives?
OBJECTIVES AND GOALS
Where do we want to go with this service?
This section will outline the immediate short- and long-range objectives for this service. Short-range goals should be specific and apply to the next fiscal year. Long-range goals will necessarily be less specific but still have defined metrics and should project for the next 3- to 5-year planning horizon. Objectives should be stated in two forms:
Qualitative—reasoning behind the offering of this service and what modifications or other changes may be anticipated in light of a potentially changing external environment.
Quantitative—likely future growth in patient volume, future forecasted revenue growth, anticipated increase in market share over planning horizon, anticipated increase in profit.
ACTION PROGRAMS
Given past history, the economy, the market, and the competition, what must be done to reach the goals set for this service?
This section will be a description of the specific actions we plan to take during the coming year to assure the objectives set for the service in item VIII are achieved. These would include advertising and promotion, web strategy objectives, and sales strategy. It would also include programs to be designed and implemented by service line managers. The discussion should cover what is to be done, schedules for completion, methods of evaluation, and officers in charge of executing the program and measuring results.
