1)”The Bindler-Ball Healthcare Model: A New Paradigm for Health Promotion” discusses a new model for child health nursing. Provide a brief summary of the article and evaluate the merits of the model. If a health care organization decided to implement this model, what types of communication would need to happen to make the implementation a success?
2)”Healthcare Marketing in the 21st Century: Beyond Promotion to Constructing Experiences to Achieve High Performance” discusses customer intelligence as it relates to marketing health care services. What is customer intelligence? How should the health care manager use customer intelligence to strategically create patient experiences? Provide an example to support your response.
3)CHAPTER8 Missed OpportunitiesSNAPSHOTInstitutions:Briarwood Medical Center, a 550-bed, not-for-profit institution offering general medical and surgical servicesCrestview Hospital, a 475-bed, for-profit establishment providing general medical and surgical servicesLocation:Oakland (population 204,086), located in the East South Central region of the United StatesCharacters:Mr. Michael Anderson, Chief Executive OfficerMs. Susan Daniels, Chief Marketing OfficerMs. Pamela Goldman, Board PresidentMr. Frank Miller, Chief Executive Officer (retired)(all of Briarwood Medical Center)Mr. Steve Williams, Sales Representative, Southeastern OutdoorContext:In this case, the top marketing officer of a medical center attempts to secure two billboards occupying a prized location, but her re-quest is rejected by the institution’s chief executive officer, leading to a rather precarious situation. Susan Daniels, Chief Marketing Officer at Briarwood Medical Center, has been on a roller coaster ride that unfortunately ended on a low point. This all started 1 month ago when she received a telephone call from Steve Williams, a sales representative from Southeastern Outdoor. Much to Susan’s surprise, Steve communicated that both facings of a billboard located adjacent to Briarwood Medical Center would be available at the end of the month. The two panels had long been leased by State Street Paints, a family-owned company that recently communicated that it was going out of business after 35 years of service. For the first time in years, the panels were available, presenting an excellent marketing communica-tions opportunity for Briarwood Medical Center because the billboard panels, situated on the main traffic corridor running by the establish-ment, were located in such proximity that they appeared to be placed on medical center property.Steve knew that Susan had been very interested in securing the panels for Briarwood Medical Center and he also knew that the ideal location of the panels made the establishment an obvious lessee. On learning of the availabilities, Susan found it difficult to contain her enthusiasm. She was very much aware that the panels offered countless opportunities to market the medical center and believed that they would be excellent investments. This was especially the case as Briarwood Medical Center was entangled in a seemingly endless battle for market share against a skilled competitor, making every opportunity to win patients crucial.Briarwood Medical Center, a 550-bed, not-for-profit healthcare estab-lishment, is based in Oakland, a city of 204,086 residents located in the East South Central region of the United States. It competes against an aggressive for-profit competitor, Crestview Hospital, a 475-bed facility providing roughly parallel services in the same market. Briarwood is the more historic of the two institutions, having been founded 75 years ago, and traditionally enjoyed decades of market leadership as a result of being the best practices provider in Oakland, outpacing competitors on every level. However, Briarwood Medical Center’s market position began to change 20 years ago with the introduction of Crestview Hospital into the market. For the first time in its history, Briarwood Medical Center faced a competitor that challenged each and every competitive advantage pos-sessed by the institution, a feat made even more difficult given Crestview Hospital’s close proximity, located just 2 miles away from Briarwood on the same roadway, State Street. MISSED OPPORTUNITIES 43Briarwood Medical Center initially struggled in this new environment, slowly losing market share for a decade. Poor results led Briarwood’s gov-erning board to appoint a new management team, of which Susan was a member, and the fortunes of the institution began to change thereafter. Briarwood eventually recaptured much of its lost market share, giving it a small edge over Crestview Hospital in the market leadership battle. Much of Briarwood Medical Center’s success has been credited to Susan as she was the architect of the establishment’s marketing initiatives, which helped restore competitiveness and prosperity.An aggressive marketer, Susan intended to acquire the soon-to-be- available billboard panels, but one problem stood in her way—Briarwood’s new Chief Executive Officer, Michael Anderson. Michael was hired 6 months ago, replacing the retiring Frank Miller, a member of Briarwood’s turnaround team who was appointed along with Susan 10 years ago. In recent meetings, Susan has come to realize that Michael does not respect the discipline of marketing, especially its advertising component, viewing patient traffic simply to be the result of physician referrals or insurance coverage mandates.Susan knew better and she had data to support her position. While physician referrals and insurance coverage do influence patient traffic, so do marketing communications, among many other things. Her re-search indicated that many patients have the opportunity to select most any healthcare provider in Oakland, as most insurance plans offered in the community permit at least some degree of choice. And most physi-cians in the area have privileges at multiple hospitals in the community. Given this, patients have a choice as to where they receive medical ser-vices, something that, at least in part, is influenced by marketing com-munications.In fact, Susan’s recent patient satisfaction survey indicated that 42% of new patients were at least somewhat influenced to visit Briarwood Medical Center as a result of its advertisements. She, too, was very aware of those patients who do not have a relationship with any medical provider, know-ing that these patients often look to advertising, among other things, as they go about making their patronage decisions. And this did not even begin to address the value of marketing communications in influencing patronage in the area of elective services. Despite Susan’s evidence and ra-tionale, Michael remained unconvinced, viewing advertising to be a cost rather than an investment. 44 CHAPTER 8Given this history, Susan knew that convincing Michael to support the purchase of the billboards would be very difficult but, undeterred, she scheduled a meeting with him to discuss the billboard lease. Because her advertising budget was already committed to other initiatives, she did not have the funds necessary to secure the panels and therefore needed access to additional resources. Each of the two panels costs $2500 per month for a total lease fee of $30,000 over the 6-month contract period—the minimum term available. In the meeting, Susan made a compelling case for leasing the billboard panels, but Michael emphatically rejected her request and noted that he believed Briarwood was already spending too much money on advertising.After the meeting, Susan began to ponder the fate of Briarwood Medical Center under a leader who ignored factual information and failed to ac-knowledge that marketing efforts largely were responsible for Briarwood’s turnaround 10 years ago. Susan knew that many board members were heavily supportive of marketing initiatives, having witnessed associated results over the years, but she felt as though she could not break the chain of command to ask for their assistance. Given Michael’s resistance, Susan believed that she had no other choice than to forfeit the billboard opportunity.A few weeks pass and, with a new month beginning, Susan set out to work on a bright Monday morning. As she drove down State Street, about to turn into Briarwood’s employee parking lot, her eyes glanced up at the north facing of the billboard she had been so desirous of securing. Her heart nearly stopped. Listed in bold letters and bright colors right before her eyes was the billboard of Crestview Hospital. Briarwood’s arch rival had secured not just one facing, but both facings, situated in perfect view of patients entering and leaving Briarwood Medical Center from either direction on the heavily traveled State Street. 4)cHapter 9 And the tag line used in the ads—The Best Medical Care in Oakland—did not help matters. G
iven the proximity of the panels to campus, it was almost like Briarwood Medical Center was promoting Crestview Hospital. Susan was crushed.Immediately on making her way into her office, Susan received a tele-phone call from Pamela Goldman, President of Briarwood’s governing board, and she was furious. Pamela had tried to reach Michael for an explanation as to how Briarwood allowed this to happen, but he had not responded, so she decided to contact Susan for answers. Susan, equally outraged, was more than happy to enlighten Pamela on the past few weeks at Briarwood Medical Center.
1. Susan found Crestview Hospital’s new billboard postings to be especially troubling because they were placed in a location directly adjacent to Briarwood Medical Center. What do you see as the pos-sible ramifications of these postings for Briarwood Medical Center? For example, how might patients of the establishment react? What about other community stakeholders?
2. Michael thwarted an opportunity to secure the prized billboards, seemingly resulting from negative views of marketing generally and advertising specifically. Despite solid evidence of the benefits of marketing and advertising when used appropriately, some in the healthcare industry possess views similar to those held by Michael. Why do you think this is the case?
3. What actions do you believe Briarwood Medical Center should take to counter Crestview Hospital’s new billboard postings? Assuming that the governing board mandates that additional advertising funds be forwarded to Susan for bolstering Briarwood’s advertising initia-tives, how would you recommend that these funds be spent? Please justify your recommendations.
4. Pamela seemed very upset about Crestview Hospital’s billboards and she demanded answers. As the case concluded, it appeared that Susan was about to provide those answers, likely pointing the fin-ger at Michael. Given the billboard debacle, how should Briarwood Medical Center’s governing board address Michael? Do you see his tenure at Briarwood threatened? Why or why not?
5. Susan appeared to struggle with whether she should contact Briarwood Medical Center’s governing board when Michael rejected her request. She knew the board members very well, given her years of service at Briarwood, but she opted to respect the chain of com-mand. Had you been in Susan’s position, what action would you have taken and why?
Matthew Fields, Vice President of Marketing at White Rose Medical Center, is cautiously optimistic. He has just committed resources to an advertising method never before used by his establishment and he has high hopes that his gamble will yield excellent results. Specifically, Matthew has decided to promote White Rose Medical Center using cinema advertising and he has just signed a contract for such with Vista Cinemas, the largest theater chain in the region, providing one 30-second spot featuring White Rose Medical Center to theater audiences prior to each movie shown over the course of a 3-month contract period.White Rose Medical Center is a financially sound, well-operated general health and medical facility located in Newcastle, a city of 113,544 situated in the West North Central region of the United States. The not-for-profit, 325-bed establishment competes with four comprehensive healthcare pro-viders in the city. As might be expected, these systems compete vigorously with one another in the battle for market share, something that compels Matthew to be especially innovative in his efforts to reach and attract tar-get audiences in Newcastle and the surrounding region.Outshopping is not much of an issue for the healthcare providers in Newcastle, the physical center and largest city of an expansive geographic region. As most of the surrounding area is rural, consisting of several moderately sized cities and many small communities, residents across the region look to Newcastle’s comprehensive medical care providers to deliver the vast majority of their healthcare wants and needs. Given the market cap-tivity, the greatest threat faced by White Rose Medical Center is not from out-of-market competitors, but from Newcastle’s other medical providers.Formally trained in marketing at both the undergraduate and graduate levels, Matthew has led the marketing operations of White Rose Medical Center for 12 years and he is largely credited with achieving and main-taining the medical center’s razor thin market leadership position over its arch rival, the for-profit Century Medical Center. With such a small mar-gin separating the two facilities, Matthew understands the importance of consistently communicating White Rose Medical Center’s benefits to target populations in the region and he does this very well.In accordance with guidance from his marketing education, Matthew’s approach to marketing communications is consistent with textbook rec-ommendations. He meticulously formulates the marketing communica-tions mix, investigating advertising, public relations, personal selling, sales promotion, and direct marketing o 48 CHAPTER 9promotions goals and objectives, selecting the mix that he believes will best accomplish designated mandates. Importantly, Matthew does not sim-ply throw caution to the wind and hope that marketing communications deliver results; instead, he studies various communicative mechanisms and establishes methods for measuring results.He operates on a strict mandate that if he cannot measure the results of a given marketing communications device, he does not make the pur-chase. Just as with any progressive marketer, Matthew always keeps an eye out for new opportunities to communicate with target audiences. In fact, this mindset is exactly what led to his decision to try cinema advertising, prompted by a recent visit from Veronica Mitchell, a sales representative for Vista Cinemas.Vista Cinemas is the region’s largest movie theater chain, operat-ing 12 theater complexes for a grand total of 48 screens, each typically running up to five movies per day on a 7-day per week basis. Vista has long been running coming attractions and concession promotions in the 10-minute period preceding its movies, but it only recently began to offer opportunities for businesses to purchase advertisements in the time slots situated just before feature presentations begin.After studying data supplied by Veronica, Matthew was impressed. Vista Cinemas intentionally selected highly diverse movie mixes to at-tract equally broad cross-sections of the population, a “something for everyone” approach to entertainment. Matthew did not see this approach to be problematic; in fact, he viewed it to be a benefit, especially given that White Rose Medical Center provided services that were equally di-verse, spanning the gamut of human life. Given this, he believed that a general advertisement reminding audiences of the excellent care and attention that one receives at White Rose Medical Center would yield optimal results.Veronica suggested a 3-month package that provided roughly 20,000 advertising impressions—one 30-second advertisement presented prior to each of the feature presentations playing over the contract period—reaching an estimated 600,000 viewers. She emphasized that moviegoers would all largely be focused on the advertisement, given their relative captivity as they await feature presentations, making for high levels of attention.As with any medium of advertising that he had no prior experience using, Matthew was somewhat hesitant, but he decided to proceed when Veronica offered him a very economical introductory rate over the 3-month term. He UNANTICIPATED CONSEQUENCES 49supplied the marketing communication—essentially an enhanced version of an existing 30-second television advertisement providing a general portrayal of White Rose Medical Center—and awaited the deployment of the cinema advertising campaign, which was scheduled to begin the following month.The new month began on a Saturday, one of the biggest movie days, ushering in White Rose Medical Center’s debut on the big screen. That evening, Matthew made a point to attend a movie playing at one of Vista’s theaters in Newcastle to view White Rose’s advertisement firsthand. The White Rose advertisement ran as promised, wedged between the com-ing attractions and feature presentation. Matthew was unable to ascertain much from the audience, given the low light, but the level of attentive-ness certainly appeared to be very high, especially given the placement of White Rose’s advertisement in such close proximity to the feature film. Leaving the theater, the potential of cinema advertising began to dawn on him.On arriving at his office on Monday morning, he was surprised to find that the voice mailbox of White Rose Medical Center’s commu-nity relations hotline, a line provided by the medical center to solicit suggestions from patients and other community stakeholders, was over-flowing. No less than 50 messages were left, all of them from angry moviegoers, furious at White Rose Medical Center for running cinema advertisements.The messages from callers were highly varied in tone and approach, but they shared a common theme. Callers viewed movies to represent a sort of escape from their daily lives and they expected that escape to be commercial free, especially given the costs of attending movies. Most callers expressed their disappointment and some current patients even communicated that they would look to other providers in the region if White Rose continued the advertisements. A few even mentioned that if the advertisements had been related to entertainment, such as those of dining establishments or recreation facilities, they would not have taken offense, but they viewed healthcare advertisements to be out of place in the movie environment. The worst messages were from a handful of call-ers who threatened to boycott the medical center if it did not remove the advertisements. These were all serious threats—especially given the tight battle for market leadership between White Rose and Century Medical Center—and Matthew well knew that the negative word-of-mouth would be brutal. 50 CHAPTER 9Needless to say, Matthew’s initial feeling of confidence that cinema ad-vertising just might be a good thing for White Rose Medical Center was quickly diffused, turning what he thought to be a boom into a bust. He contacted Veronica and asked her to pull the cinema advertisements.
1. When White Rose Medical Center’s cinema advertisements were initiated, callers immediately began leaving messages of protest on the medical center’s community relations hotline, generally indicat-ing that their movie experience was violated by the advertisements. Placing yourself in the role of a moviegoer, do you view such adver-tisements in the same way? Why or why not? How does the particu-lar product advertised factor into your decision?
2. On listening to the protest messages on White Rose’s hotline, Matthew immediately decided to pull the cinema advertisements; this despite the advertisements having only been running for 2 days. Do you think this move was wise? Why or why not?
3. Based on protests, the White Rose cinema advertising campaign of-fended at least some moviegoers. Assuming that the negative senti-ment was widespread and the campaign indeed missed the mark, what could Matthew have done differently to reach cinema audi-ences via marketing communications in a manner that would make sense and not be offensive? For this inquiry, you are encouraged to think very creatively.
4. Matthew selected a cinema advertising package that provided one 30-second spot prior to each movie, regardless of its content or rat-ing, over the contract period. Casting aside questions of whether cinema advertising is or is not beneficial to healthcare institutions, do you think acceptance of such a package is appropriate, given that some of the movies shown over the course of the contract period might possess themes that would be unbecoming for healthcare en-tities? Be sure to supply the rationale behind your response.
5. What lessons does this case provide for healthcare institutions in how they go about selecting various marketing communications mechanisms upon which they engage target audiences? PART THREEMarketing Management