As Healthy Dynamics (HD) moves forward in the

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Deliverable 4: Marketing and Promotion Strategy

Promotional Message

Healthy Dynamics is a healthcare organization that focuses on providing all medical services to its patients. Its vision is to become a market leader in offering the best wellness program products and services across the states. Its mission is to develop unique wellness program products and services that creates conveniences for customers.

One of its strategic goals is to improve the quality through leveraging technology. The organization is equipped with latest technology and equipment’s that will enable them to attain their desired goal of quality and assured services. The cost of services in Healthy Dynamics is friendly an assurance that they keep patient’s life and safety first not finances.

References

Alvarez, L., Soler, A., Guiñón, L., & Mira, A. (2019). A balanced scorecard for assessing a strategic plan in a clinical laboratory. Biochemia Medica, 29(2), 284-291. https://doi.org/10/11613/BM.2019.020601

Bunnell, R., Ryan, J., Kent, C., & CDC Office of Science and CDC Excellence in Science Committee. (2021). Toward a New Strategic Public Health Science for Policy, Practice, Impact, and Health Equity. American Journal of Public Health, 111(8), 1489-1496. https://doi.org/10.2105/AJPH.2021.306355

Cuschieri, S., Pallari, E., Terzic, N., Alkerwi, A., & Sigurðardóttir, Á. K. (2021). Mapping the burden of diabetes in five small countries in Europe and setting the agenda for health policy and strategic action. Health Research Policy and Systems, 19(1), 1-10. https://doi.org/10.1186/s12961-020-00665-y

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Deliverable 3: Engaging Stakeholders

Brandy Felicita

Rasmussen University

Healthcare Strategic Planning and Marketing

Dr. Ide

1

May 2, 2022

Table 1 Strategy Map

The project will consider the inclusion of cultural diversity among the key stakeholders. For instance, specialists and employees as per the organizational policy are recruited considering age, gender, ethnicity, and race (Johnson & Orr, 2020). This already shows the internal stakeholders reflect diversity. Social interactions between shareholders and interest groups provide dimensions in expectations and mobilizing interests to meet organizational needs (Johnson & Orr, 2020). Patients to be selected as participants in the project will also be considered under cultures and conditions (Neto & Borges, 2019). The pharmaceuticals and community wellness organizations will be required to provide the diversity and inclusivity policy to depict diversity considerations (Neto & Borges, 2019). Adaptive factors displayed by institutions in the macro context foster acceptance of current market dynamics (Neto & Borges, 2019). Thus, considering inclusivity policy would explore organizational adaptations of diversity (Neto & Borges, 2019).

Ensuring fairness and equity will entail the selection stakeholders through random sampling. This is after an evaluation of their reputation in the community (for the organizations). Final approval depends on adequacy of settlement in respect to participation, opportunities, and allocation schemes (McGovern & Rubenstein, 2020). Further, the process will entail fair background evaluations to avoid discriminatory instances. Alternatively, employees and specialists will be selected by their colleagues in different departments for representation. The selected individuals are required to build commitment and prioritize the mission. Internal stakeholders play an imperative role in influencing changes required in the strategy plan. Allowing the team mates to select their preferred candidates would effectively lead to fairness and equity (Jasti et al., 2019).

Stakeholder Survey

Key Questions

1. What do you think is critical in ensuring quality healthcare standards are met?

2. What are your organizational standards in meeting quality assurance?

3. What measurements could be deployed to measure, review, and evaluate? (Jasti et al., 2019).

4. Are KPI’s effective in measuring healthcare quality?

5. How will incorporating quality KPI’s in the organization impact operations, processes, and outcomes?

6. How do your internal stakeholders perceive of the current quality measures?

7. Will the workplace culture allow quality measure changes and how will they be integrated in a span of three months?

8. Do the current quality measures and quality integration levels up to the expected standard?

9. In your organization what necessitates quality assurance and how is it effectively embedded in your workplace policy? (McGovern & Rubenstein, 2020).

Effectiveness Questions

1. What are your thoughts on what should be included in our agenda for the next meeting?

2. How would you influence changes you feel are required to improve quality standards and measures?

3. What reviews would you provide in our current quality focus strategy?

4. Which measures would you incorporate in our organization to influence quality assurance?

5. What would you term as a satisfactory meeting regarding this project? (Neto & Borges, 2019).

References

Jasti, B., Livesye, J., Oppenheimer, P., Boyce, E. & Long, T. (2019). Development, implementation, and assessment of a comprehensive strategy plan in a school pharmacy. American Journal of Pharmaceutical education, 83(6) 6899. https://doi.org/10.5688/ajpe6899

Johnson, S. & Orr, K. (2020). What is business school research for? Academic and stakeholder perspectives, politics, and relationability. Studies in higher education, 45(3) 557-578. https://doi.org/10.1080/03075079.2018.1564901

McGovern, F. & Rubenstein, W. (2020). The negotiation class: a cooperative approach to class actions involving large stakeholders. Texas law review, 99(73). https://web.p.ebscohost.com/ehost/pdfviewer/pdfviewer?vid=12&sid=14d30bf6-a12f-4064-ba50-d36f17499a73%40redis

Neto, J. & Borges, J. (2019). Narratives of stakeholders under the perspective of the strategy as social practice. Revista de Administracao Mackenzie, 20(1). https://doi.org/10.1590/1678-6971/eRAMR190118

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1

6

Deliverable 1: Strategic Planning

Rasmussen University

Healthcare Strategic Planning and Marketing

Internal Memorandum for Business Planning and strategic planning

TO: All employees of Healthy Dynamics

FROM: Project Assessment Leader

RE: Development of Better Revenue from the Healthcare Industry

The healthcare sector can be confusing and complex for many people to understand. This is due to the changes in government mandate and technological advancements. Notably, it is becoming highly crucial to plan the success of healthcare organizations. The organization can better prepare for the unknowns by preparing for our future. Thus, a strong business and strategic plan help all levels of the company despite it being small or large. To understand the future of the industry, it is crucial to also understand the differences between business planning and strategic planning in health care (Ginter et al., 2018).

Most importantly, business planning is commonly confused with strategic plans but is not that similar. Every organization needs to have both plans, and thus it is crucial to identify the differences between the two plans. Foremost, business planning includes the description of the foundation of a healthcare organization, its capabilities, owners, market, and industry in which it operates. Business planning also involves detailing how the healthcare organization generates revenues and its financial projections. A health care business plan can assist the stakeholders in defining and identifying the targets audience and crucial prospects. It also aids in evaluating and comparing the business practices information against the industry (Alvarez et al., 2019).

On the other hand, strategic planning in healthcare includes increasing objectives and setting goals for where the organization sees itself in the future. Strategic planning aims to align an institution's action with the organization's values and mission. Strategic planning helps the organization have goals and objectives and create a plan to achieve them (Alvarez et al., 2019).

Focus area that can increase revenue

Indeed, there is no proven method on how the healthcare organization can increase revenue, but the organization can boost its revenue by increasing sales. Increasing marketing sales can help differentiate the company brand and implement innovations to stay ahead of other organizations. Due to massive competition, the organization can have striven to have modern sales and marketing strategies to increase revenue and ensure that the business brand does not suffer. To increase revenues, health care should begin by focusing on patients, whereas the business should be customer driven. This should involve having new and more effective tools to help patients become better (Bunnell et al., 2021).

The customer-driven approach also involves maintaining consistent outreach. Mainly, during these pandemic times, many health care organizations have delays. Thus, it's the perfect time to reengage and encourage patients to begin actively managing their wellness and healthcare (Ginter et al., 2018). These should involve promoting text messages and target messages through social media, whereby the business will conduct direct outreach. The company should also ensure it stays connected with the patient by creating messages around news services, providing updated check-in procedures, and reminding patients about telehealth services (Bunnell et al., 2021). Another approach to increase revenue with health care is extending practice hours, maximizing marketing, adding patient visits to the physical; days, providing timely appropriate and observing new services.

Question to address the development of a strategic plan

When developing a strategic plan, there are several questions every leader and team should ask. These includes

I. Where do we want to be in 4 to 6 years?

II. Where is the business today in relation to these goals?

III. What obstacles lie in the business path, and how can the business remove the barriers?

IV. How will we measure the business progress and know where it has reached its goals?

Healthcare leadership team members

Chief Executive officer

Chief administrative officer

Chief Financial Officer

Chief Nursing Officer

Chief Medical officer

Chief Information officer

Roles and responsibilities of the team members

During the creation the healthcare strategic plan, several healthcare leadership team members should be involved. The team leader is crucial as they offer the chance to contribute to various operational areas. Foremost, there is the hospital's chief executive officer, who is charged with the duties and responsibilities of the entire hospital. Since the individual is the final decision maker on all aspects of the strategic plans, finances, policies, and operations, they play a crucial role in ensuring the strategic plan's success (Cuschieri et al., 2021).

The second team leader is the chef's administrative officer, second to the chief executive officer. Thus, during strategic planning, the individual is responsible for facilitating and ensuring the strategic planning aligns with the hospital operations and the CEO's decisions (Parsapour et al., 2021). The chief financial officer also leads the accounting and finance departments and establishes financial policies. Thus, there are crucial in strategic planning as they provide the necessary financial advice needed to ensure the organization's strategic planning becomes a success and viable (Alvarez et al., 2021).

Another individual is the chief information officer responsible for all technological infrastructure patent data and healthcare data security. The person ensures that all the necessary data for strategic planning and success is available and that all the essential technology is also available. The chief medical officer is another crucial team leader who oversees hospital care acts and acts in corroboration with hospital physicians and executives to ensure that medical care is proper and necessary. The individual is crucial in strategic planning as they assist in ensuring the goals and objectives align with the business services. The last team lead is the chief nursing officer, who deals with nursing protocols and operations and the quality and delivery of patient care—the team leader assists in ensuring that the laid down objectives and goals are met and followed (Parsapour et al., 2021).

References

Alvarez, L., Soler, A., Guiñón, L., & Mira, A. (2019). A balanced scorecard for assessing a strategic plan in a clinical laboratory. Biochemia Medica, 29(2), 284-291. https://doi.org/10/11613/BM.2019.020601

Bunnell, R., Ryan, J., Kent, C., & CDC Office of Science and CDC Excellence in Science Committee. (2021). Toward a New Strategic Public Health Science for Policy, Practice, Impact, and Health Equity. American Journal of Public Health, 111(8), 1489-1496. https://doi.org/10.2105/AJPH.2021.306355

Cuschieri, S., Pallari, E., Terzic, N., Alkerwi, A., & Sigurðardóttir, Á. K. (2021). Mapping the burden of diabetes in five small countries in Europe and setting the agenda for health policy and strategic action. Health Research Policy and Systems, 19(1), 1-10. https://doi.org/10.1186/s12961-020-00665-y

Ginter, P. M., Duncan, W. J., & Swayne, L. E. (2018). The strategic management of health care

organizations. John Wiley & Sons.

Parsapour, A., Gooshki, E. S., Malekafzali, H., Zahedi, F., & Larijani, B. (2021). The second strategic plan of medical ethics: a national report. Journal of Medical Ethics and History of Medicine, 14. file:///C:/Users/bfeli/Downloads/1067-Article(with%20all%20authors%20names%20&%20affiliations)-7914-1-10-20211227.pdf

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Achieving Organization Goals

Vision and mission statements

Vision statement

To become a market leader in offering the best wellness program products and services.

Mission statement

Develop unique wellness program products and services that creates convenience for customers.

(Manaughton, 2022)

The focus of the organization should be to enhance the level of efficiency of the current products. This can be attained through improving the quality of the wellness program offerings through identifying a specific gap in the market and maximizing on offering a suitable product to match the needs of the market. Therefore, the company should not venture into other products, rather it should focus on making it more comprehensive for the clients through implementation of differentiation strategy. This is the strategy used in enhancing the quality of the products offered (Manaughton, 2022).

2

Strategic objectives

Objective 1: To improve quality through leveraging technology.

Technology helps in enhancing quality and convenience.

Technology and innovation plays a vital role in creating differentiated products and services.

(Grondnitzky, 2018)

In attaining the strategic objective on improvement of product quality, the company should leverage innovation and creativity. This can be attained through conducting an extensive research to determine the trending technology and innovations in healthcare and determining possible ways of implementing the strategies in the organization. Technology would play a vital role in ensuring the products offered are of high quality and convenient in meeting the needs of the target market. The mission of the company is to become a market leader in providing best wellness program products in the industry. This is attained through differentiation and market focus (Grondnitzky, 2018).

3

Strategic objectives

Objective 2: To maximize customer experience and satisfaction.

Helps in expanding customer base.

Helps in increasing revenue through increased sales made by customers.

(Rivers, 2018)

Another strategy that can be applied in improving the convenience of the products is through maximizing customer satisfaction and experience. This refers to the ability of the company to offer wellness programs that meets the needs of the customers or target market. This is attained through conducting research to determine customer preferences and using the data to provide a customized product that is best suited to the needs of the target customers. Maximizing customer experience would increase sales volume as more customers make purchases services and products offered by the company. Also, customer experience enhances customer loyalty as customers are satisfied with the quality of the products (Rivers, 2018).

4

Strategic objectives

Objective 3: To enhance talents, skills, and competence in the organization.

High level of competence enhance efficiency in service delivery.

High level of competence enhance customer experience.

(Smith, 2021)

The third strategy to be implemented in the organization in attaining the objectives is increasing training programs and awareness programs to the employees. This is done to ensure the employees and the members of staff have necessary skills needed in improving the quality of services and products offered. The members of staff must understand the objectives of the organization and ways to maximize customer experience particularly in their interactions with the customers. It is for this reason that the organization should embark on training the employees and ensuring the employees are made aware of the mission and the vision of the organization (Smith, 2021).

5

Strategic objective statements

Objective 1: To improve quality through leveraging technology.

Through extensive research to determine the trending technology and innovations in healthcare.

Determining possible ways of implementing the strategies in the organization.

(Grondnitzky, 2018)

Each of the outline's objective is attained through specific actions. The first objective involves leveraging technology. This is attained through conducting research on recent and most efficient technology (Grondnitzky, 2018).

 

6

Strategic objective statements

Objective 2: To maximize customer experience and satisfaction.

Attained through conducting research to determine customer preferences.

Using the data to provide a customized product that is best suited to the needs of the target customers.

(Rivers, 2018)

Each of the outline's objective is attained through specific actions. The second objective is maximizing customer experience. This is attained through improving the quality and efficiency in service delivery (Rivers, 2018).

 

7

Strategic objective statements

Objective 3: To enhance talents, skills, and competence in the organization.

Training the employees involved in the production or service delivery effectively.

Hands on

Presentations

Hand outs

To improve in competence through training.

(Smith, 2021)

Each of the outline's objective is attained through specific actions. The third objective is enhancing the level of talents, skills and competence in the organization. This is attained through training the employees and other members of staff involved in either production or service delivery (Smith, 2021).

 

8

Reference

Smith, C. (2021). Grow Like You Mean It. Inc, 43(3), 43–44. https://web.p.ebscohost.com/ehost/pdfviewer/pdfviewer?vid=6&sid=e13f5dbd-1f81-4599-b54c- 7dff4d13c2ce%40redis

Grodnitzky, A. (2018). 5 Ways Sales Enablement Will Drive Revenue in 2019. TD: Talent Development, 72(12), 50–54. https://web.s.ebscohost.com/ehost/pdfviewer/pdfviewer?vid=4&sid=19a7e8a2-b194-4510- b08e-ce120e030742%40redis

Manaughton, P. (2022). Building smart airports: Technology solutions to improve health, enhance experience and increase revenue. Journal of Airport Management, 16(2), 125–133. https://web.s.ebscohost.com/ehost/pdfviewer/pdfviewer?vid=6&sid=19a7e8a2-b194-4510- b08e-ce120e030742%40redis

Rivers, A. (2018). Thinking Outside the Box (Office): Some companies are finding success with creative revenue streams. Dance Magazine, 92(1), 124. https://web.s.ebscohost.com/ehost/pdfviewer/pdfviewer?vid=8&sid=19a7e8a2-b194-4510- b08e-ce120e030742%40redis

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