Detailed Healthcare Marketing Plan: Coastal Medical Centre Analysis

This report analyzes the marketing challenges faced by Coastal Medical Centre (CMC) and proposes a comprehensive marketing plan. It identifies issues such as high healthcare costs, overstaffing, and lack of a centralized supply system. The plan recommends strategies including cost reduction through staff consolidation, opening new departments like telehealth and wellness centers, and providing marketing and corporate strategy training to employees. Objectives include reducing healthcare costs, establishing new departments, increasing employee marketing competency, and improving organizational profits. Actions are prioritized to address high costs and improve overall market position. The report emphasizes the need for CMC to address its limitations and focus on employee training to achieve competitive advantage and improve patient satisfaction.

Running head: HEALTHCARE MARKETTING PLAN
HEALTHCARE MARKETTING PLAN
Name of the Student:
Name of the University:
Author note:

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Introduction
The purpose of a marketing plan is to outline key business activities and strategies which
are required by organizations with the aim to gain a competitive advantage in terms of market
share, business profits and customer satisfaction in comparison to other rivals in the field
(Gilligan & Lowe, 2018). The following paper will aim to provide a brief yet detailed discussion
on the key components, objectives and strategies to be considered with respect to development of
marketing plan for the healthcare organization, Coastal Medical Centre (CMC).
Discussion: General Healthcare Marketing Plan
Observations and Driving Factors
It can be observed that despite its reputable position, CMC faces issues with respect to
high healthcare costs, excessive overstaffing, poor marketing and corporate strategy and lack of
centralized supply system. Thus, there is a need for development of a marketing plan based on
cost reduction, staff consolidation, enhanced workforce competency, increased profits and
increased customer satisfaction as the key driving factors.
Overall Marketing Position
From the above brief description, it can be observed that CMC’s current position is under
threat in comparison to its rivals who have relatively innovative, cost effective and widespread
services. CMC’s critical position is further under threat due to prevalent issues of high healthcare
costs and overstaffing.

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Marketing Strategies and Initiatives
Thus, based on the above, CMC is recommended to undertake the following marketing
strategies and initiatives:
 It has been well established that CMC is functioning within an area where a majority of
the population are residing below poverty. Additionally and ironically, the services and
resources provided by the CMC are one of the most expensive. Thus, with respect to the
same, one of the most necessary marketing initiatives required to be administered by the
CMC is to reduce its overall healthcare costs. This can be done via mitigating its scenario
of overstaffing and the presumed amount of financial resource required to pay them
(Agha, Frandsen & Rebitzer, 2019). Thus, consolidation of repeat departments coupled
with dissemination of staff to remote medical and wellness centers will pave the way for
increased profits and thus, reduced financial expenditures as well as out-of-pocket costs
(Siekman & Hilger, 2018). Additionally, opening entry of patient and not just employee
influx to the wellness centers, coupled with establishing public health assessment based
departments will pave the way for timely mitigation of healthcare illness and reduces
expenditures incurred in disseminating trauma or emergency ambulatory care.
Additionally, outsourcing services or deliverance of virtual healthcare services in the
form of telehealth mechanisms can also pave the way for patient care at lower healthcare
costs (Dalton & Byrne, 2017).
 As compared to its rivals, CMC has no provisions with respect to prevalence of burn
units, neonatal units, wellness centers as well as remote health centers. Establishment of
these departments will not only assist in competitive advantage, but will also consolidate

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the problem of overstaff, provide cost effective preventive intervention and pave the way
for greater profits (Salmond & Echevarria, 2017).
 The CEO of CMC denoted the lack of corporate and marketing strategy within the CMC.
Thus as a supplementary initiative, there is a need for the organization to enroll
employees in presidential positions within educational workshops, seminars and training
programs teaching marketing and corporate strategy (McWilliams & Schwartz, 2017).
Objectives
Thus, based on the above initiatives and strategies for gaining competitive advantage,
CMC must demonstrate its progression or deterioration of profits based on the following targets:
 To achieve a 10% reduction in overall healthcare costs within the next 12 to 24 months.
 To establish new departments in terms of telehealth, wellness, trauma care and neonatal
care within the next 12 to 24 months.
 To achieve a 5% recruitment of employees in presidential and executive positions with
optimum corporate and marketing competency within the next 12 to 24 months.
 To achieve a 10% increase in organizational profits as compared to competitors within
the next 12 to 24 months.
Actions and Priority
Thus, with respect to the above initiatives, CMC is recommended to implement the
following actions in the given order of priority (Correia, 2020):
1. Establishment of telehealth, trauma, neonatal and consolidated departments along with
dissemination of staff to remote or wellness clinics, as the first priority for addressing
high costs.

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2. Establishment of new recruitment and marketing educational policy with respect to
procuring competent executives and presidents with optimum competence as the second
priority for redirecting direction and structure within CMC’s existing marketing strategy.
Conclusion
Thus, to conclude, this paper provides a brief yet detailed insight in to the key
components and objectives to be considered with respect to development of a comprehensive
marketing plan for CMC. As observed from the case study, there is a need for the CMC to
mitigate its current limitations with respect to high medical costs, overstaffing, resource supply
and establishment of wellness plans outside the organizational and suburban vicinity. To
conclude, in addition to the above consideration, CMC’s marketing plan must also focus on the
dissemination of marketing based training to its employees.

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References
Agha, L., Frandsen, B., & Rebitzer, J. B. (2019). Fragmented division of labor and healthcare
costs: Evidence from moves across regions. Journal of Public Economics, 169, 144-159.
Correia, T. (2020). Chapter Nine: Reducing Healthcare Costs in Portugal: Outcomes and
Implications for Public and Private Medicine. In Navigating Private and Public
Healthcare (pp. 181-199). Palgrave Macmillan, Singapore.
Dalton, K., & Byrne, S. (2017). Role of the pharmacist in reducing healthcare costs: current
insights. Integrated pharmacy research & practice, 6, 37.
Gilligan, C., & Lowe, R. (2018). Marketing and healthcare organizations. CRC Press.
McWilliams, J. M., & Schwartz, A. L. (2017). Focusing on High-cost Patients: the Key to
Addressing High Costs?. The New England journal of medicine, 376(9), 807.
Salmond, S. W., & Echevarria, M. (2017). Healthcare transformation and changing roles for
nursing. Orthopedic nursing, 36(1), 12.
Siekman, N., & Hilger, R. (2018). High users of healthcare: strategies to improve care, reduce
costs. Cleveland Clinic journal of medicine, 85(1), 25-31.