Review the tabs to go through the case studies where healthcare companies
Supporting Lectures:
Review the following lectures:
Demarketing
Avoiding Common Failures in the Future of Healthcare Marketing
Strategic Alignment
The project assignment provides a forum for analyzing and evaluating relevant topics of this week on the basis of the course competencies covered.
Introduction:
Healthcare leaders will be faced with opportunities, more than ever, to strategically align their marketing initiatives. This is a result of entrants in the market—increasing competition, healthcare services and medical interventions growing scarce, and heightened scrutiny to change unhealthy behaviors. As a result, unique strategic initiatives for demarketing, a germinal concept originally introduced by Kotler and Levy (1971), is expected to resurface.
In this assignment, you will analyze the concept of demarketing and its implications in the healthcare field. Likewise, you will select one demarketing initiative and elaborate on its potential implications for success.
Please review the following and using specific information, from these resources, your course resource, and additional research, address the tasks posed below:
Tasks:
Define demarketing and discuss its implications in healthcare.
Discuss the three primary concepts of demarketing.
Mention when healthcare organizations face opportunities to utilize demarketing strategies.
Mention some demarketing tactics are commonly used by healthcare organizations. How do these organizations reduce the total demand and the selective demand?
Discuss the specific dangers associated with the demarketing approach in the healthcare market.
Select one of the following topics and elaborate on potential demarketing opportunities relevant to current market trends. Be sure to address the current demand for demarketing your selection and its relevance to the healthcare community.
Government demarketing on the United States welfare state (i.e., Medicaid, Medicare, CHIP, Social Security, etc.)
Health risk demarketing on consumer smoking
Place demarketing on institutional long-term care facilities
Resources:
From the South University Online Library, read the following articles:
Strategic Demarketing of Healthcare Services
Demarketing Products Which May Pose Health Risks: An Example of the Tobacco Industry
De-marketing Tobacco through Price Changes and Consumer Attempts Quit Smoking
Demarketing Inappropriate Health Care Consumption
Demarketing, Yes, Demarketing
Remarketing, Yes, Remarketing Health Care
Demarketing Places: Rationales and Strategies
Demarketing Tobacco through Governmental Policies – The 4Ps Revisited
Up in Smoke: Demarketing and Consumer Smoking Cessation
Reference:
Kotler, P., & Levy, S. J. (1971). Demarketing, yes, demarketing. Harvard Business Review, 79, 74–80.
From the Internet, review the following:
Farquhar, J. D., & Robson, J. (2017). Selective demarketing. Marketing Theory, 17(2), 165–182.
Kern, C. L. (2006). Demarketing as a tool for managing visitor demand in national parks: An Australian case study. Retrieved from http://www.canberra.edu.au/researchrepository/file/eaf19c35-61ce-3f80-1e16-fce424112f75/1/full_text.pdf
To support your work, use your course and text readings and also use the South University Online Library. As in all assignments, cite your sources in your work and provide references for the citations in APA format.
Submission Details
Present your response in a 6- to 8-page Microsoft Word document formatted in APA style.
On a separate page, cite all sources using APA format.
Name your file as SU_MHA6080_W5_Project_LastName_FirstName.
Demarketing
The concept of demarketing is not new; however, it has not been widely discussed in contemporary issues. Demarketing refers to the concept of decreasing demand for a product or service that is in limited supply. This is relative in healthcare, especially as medical supplies, products, and interventions are growing scarcer as the population using such services is increasing at an alarming rate. Likewise, demarketing is useful to change the behavior of a given population. Demarketing sits at the opposite spectrum of traditional marketing strategies and initiatives.
Take, for example, the concept of tobacco products. During the 1950s, the concept of smoking cigarettes was “cool, cheap, legal, and socially acceptable” (Rodrigues, 2009). Marketers took full advantage of the opportunity to place their products in every convenience store, airport, and movie theater in the country. By the mid-1960s, trends in cigarette smoking among adults reached 42.4% (CDC, 2016). Young adults were targeted and by the mid-90s, smoking by high school students reached 36.4% (CDC, 2016). It would appear that big tobacco corporations were successful in their marketing strategies. It wasn’t until 1951 when scientist Sir Richard Doll uncovered the correlation between smoking and lung cancer that sparked a nationwide initiative to increase efforts to protect the health and well-being of secondhand smokers (Rodrigues, 2009). Thereafter, new initiatives were developed to reduce smoking. Such demarketing initiatives proved to be successful as the current population of smokers has declined dramatically in the United States (CDC, 2016).
References:
Centers for Disease Control and Prevention. (2016). Trends in current smoking among high school students and adults, United States, 1965–2014. Retrieved from https://www.cdc.gov/tobacco/data_statistics/tables/trends/cig_smoking/index.htm
Rodrigues, J. (2009). When smoking was cool, cheap, legal and socially acceptable. Retrieved from https://www.theguardian.com/lifeandstyle/2009/apr/01/tobacco-industry-marketing
Demarketing Campaigns
Review each image to know more about some demarketing initiatives.
Displays a media that presents the initiatives by the government or organizations to improve the health conditions in the US through demarketing.
Smoking Kills
Once the truth about nicotine was made aware to the public, demarketing initiatives began. Instead of advertising the “cool” effects of smoking cigarettes, real stories from suffering patients with lung cancer were advertised.
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Additional Materials
From the South University Online Library, read the following articles:
Strategic Demarketing of Healthcare Services
Demarketing, Yes, Demarketing
Avoiding Common Failures in the Future of Healthcare Marketing
As with any plan or initiative, uncertainties exist. The same holds true in healthcare marketing where the population is diverse and the variables are oftentimes unknown. Healthcare leaders can better equip themselves for success by taking time to identify common failures present in the field.
From the first stage of inception to the last stage of execution, teams must be willing to adjust to changing situations. The unique nature of healthcare creates an especially challenging environment for leaders. As populations change, demand changes. Likewise, as demand changes, so does supply. It is important for healthcare leaders to understand the flexible nature of the market to prevent the proverbial pendulum from swinging too far in any one direction. Even after the initiative has been deployed, the healthcare leader must continue to assess the dynamics of change and allow for adjustments to accommodate unexpected certainties, “A marketing plan must allow the organization to bend but not break when the unexpected happens” (Hillstead & Berkowitz, 2013, p. 296).
Smoking Campaigns
Displays a media that presents a link for the learners to look at some sample advertisements regarding smoking cigarettes.
Original marketing efforts regarding smoking included misleading and false information regarding its effect on individual health. Imagine joining an initiative that promised to make you healthier, or wiser, or smarter, only to find out later that the promises were wrong. In some instances, false promises are, in fact, a strategic plan to increase marketability. However, such false promises may result in consequences, including legal actions and financial penalties.
Review the link to look at some sample advertisements regarding smoking cigarettes.
In a world of technological advancements, there’s no telling where marketing initiatives in healthcare will end up. What once began as a minimalistic outlook on how to promote a message, has since transformed into a multibillion-dollar industry that has the potential to reach many, change markets, and impact lives. On the forefront of transformation in the healthcare sector lies unique responsibilities that must be matched with the willing leader who is able to drive such change. The following are the essential elements and characteristics for leaders desiring to make a lasting and positive impact in the field of health services.
Take Ownership
Nobody likes a lifeless leader. When you are able to stand up and enthusiastically express the direction of a marketing initiative, followers are more likely to listen. Likewise, hearing your sense of purpose will motivate them to complete the tasks required of them.
Remain Accountable
You are essentially the captain of the boat. As a result, you are responsible to ensure the success of the initiative, and in the event of failure, you are required to admit defeat. Remaining accountable shows your team that you are indeed human, possess a suitable level of ethical standards, and are part of the team.
Be Bold
If ever there was a time to have a voice, the time is during those rare moments of opportunity that can propel a marketing initiative beyond its competition. More than taking blind risks, remaining bold allows you the opportunity to show others that it is okay to share your thoughts and ideas with the rest of the group.
Understand Your Customer
More so than ever before, healthcare marketing focuses specifically on the customer and what they value and long-term relationships. Before jumping into a marketing initiative or blind strategy, take time to understand your customer and its unique demographics.
Be Willing to Participate
Rather than waiting to be told what to do, be willing to volunteer and participate. Understand your talents and skills and offer them to the marketing initiative at hand.
Reference:
Hillstead, S. G., & Berkowitz, E. N. (2013). Health care market strategy (4th ed.). Burlington, MA: Jones and Bartlett Publishing.
Marketing Mistakes
Review the tabs to go through the case studies where healthcare companies have made marketing mistakes.
Case Study 1 : Advertising Quality of Care in a Hospital Setting
Displays a media that presents two case studies where healthcare companies have made marketing mistakes and how those have in return impacted the companies, country, and its citizens.
Assume that a local hospital advertises that it provides the “best quality of care” at “record times” in their Emergency Room (ER). “Never wait longer than 20 minutes” is commonly advertised on billboards throughout the city. Even the electronic wall in the subway station daunts, “Current ER wait time is less than 9 minutes.” The hospital has been known as the provider of choice as a result. However, a recent news report reveals that these assertions might be rather far from the truth. Complaints from more than fifty patients over the past few months have been received at the hospital; and after no resolution, one patient opted to contact the local media.
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Case Study 2: Lost in Translation
Additional Materials
From your course textbook, Health Care Market Strategy, read the following chapter:
Step 10: Conclusion
From the South University Online Library, read the following articles:
The Mistake Companies Make When Marketing to Different Cultures
How to Stop a Good Idea Going Bad
The Most Common Mistakes Companies Make with Global Marketing
Five Marketing Mistakes That Cost Your Health Care Organization Patients
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