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Palmetto Health System: A Successful Marketing Plan
Palmetto Health System: A Successful Marketing Plan
This paper explores Palmetto Health System’s marketing plan and analyzes how well their marketing plan defines what Palmetto Health (PH) is trying to accomplish. Part of the analysis will include how well PH understands its environment, market served, and their competitors. This paper also evaluates whether PH’s strategy action match is logical, the marketing objectives are specific and whether the tactics used to accomplish PH’s goals are specific and appropriate. Palmetto Health’s marketing plan should logical, realistic, and cohesive. Barriers to the plan will be identified and analyzed regarding PH’s marketing plan’s success. Since the implementation of the Affordable Care Act, healthcare organizations in
America must change from volume to value, no easy task. The next paragraph describes
Palmetto Health's organization.
PH is a public, nonprofit hospital with 1,835 licensed beds located in Columbia, South
Carolina ( About PH, 2016). PH is the largest and most comprehensive teaching hospital in South Carolina ( About Palmetto Health [ About PH]. 2016). PH is comprised of seven acutecare hospitals and includes Baptist Easley, Palmetto Health Baptist, Palmetto Health
Parkridge, Palmetto Health children’s Hospital, Palmetto Heart Center, Palmetto Richland, and Palmetto Health Tuomey ( About PH, 2016). PH’s Vision is, “ To be remembered by each patient as providing care." Therefore, PH’s marketing plan must define their vision ( PH, 2015). PH aims to impact individuals’ health, create a healthy community, and provide quality screening, intervention, and education ( PH,2015). PH also plans to foster & promote collaboration different agencies & organizations ( PH, 2015)
PH promised to give back 10 percent of its annual revenue to the community ( PH,2015). PH provided a Cancer Health Initiative that used clinics, health fairs, schools, faithbased and civics programs; these free screenings were available to PH’s market area ( PH,2015). PHs other free programs included a Diabetes Health Initiative, Palmetto Healthy Start, & the Maternal & child Health Initiative ( PH,2015). Giving back 10 percent to the community justifies PH’s vision ( PH, 2015).
PH understands it environment because it funds necessary community initiatives that reflects PH’s vision statement ( PH,2015). PH funds various free programs & works to foster a culture where the health care team, members, patients families, & a diverse community are recognized in AfricanAmerican, women, men, Hispanics, Asians, and PacificIslanders, history month's ( PH,2015). PH multiple innovative initiatives that improve total health of all people in the communities it serves by investing 49,693,600 dollar in 2015 ( PH,2015).
PH’s marketing objectives are clear, appropriate, and backed by 10 percent of total corporate revenue ( PH,2015). During 18 years of service to the community in 2015, PH invested 49,693,600 dollars by fastening and collaboration among various agencies & organizations. PH’s funding is able to accomplish its Vision ( PH,2015).
PH’s tactics are specific appropriate and backed by Palmetto Health Foundation ( PH,2015). PH also accepts and seeks public & private donation as a nonprofit organization. PH also engages partners in the community to further enhance healthcare services to meet its marketing objectives ( PH,2015).
PH’s marketing plans is logical & realistic. All nonprofits seek public & private donations to fund their goals. ( PH,2015). PH engages community partners and donates 10 percent of their revenue ( PH,2015). This is a logical & realistic marketing plan ( PH,2015).
PH’s marketing plan is cohesive. The mission and vision of PH along with its goals & objectives work together to accomplish its marketing plan ( PH,2015). The marketing plan of PH & Palmetto Health Foundation fit together well to accomplish the objectives of the organization's goals ( PH, 2015).
Possible barriers to PH's marketing plan include expenses that exceed the set budget, lower profits margins than forprofit hospitals, and overuse of the services ( Horowitz & Cutler,2015). The federal tax code that requires nonprofit hospitals to pay for medically underserved populations will be difficult for some nonprofits. However, PH has a strong budget with funding community agencies, public & private donations, and the Palmetto Health Foundation.
Horowitz, J., & Cutler, D. (2015, March 3). The ACA’s Hospital TaxExemption Rules and the practice of medicine. Retrieved from http://healthaffairs.org/blog/2015/03/03/theacashospitaltaxexemptionrulesandthepr acticeofmedicine/
Kotler, N., Kotler, P., & Kotler, W. I. (2008). Museum marketing and strategy. Designing missions, building audiences, generating revenue and resources. San Francisco, CA:
Palmetto Health. (2015). Palmetto Health: Report of the Tithe 2015. Retrieved from https://www.palmettohealth.org/documentlibrary/documents/communityhealth-annual-r eport2015
Running head: PALMETTO HEALTH 1
Running head: PALMETTO HEALTH 1 H]. 2016). PH is comprised of seven acutecare hospitals and includes Baptist Easley, Palmetto Health Baptist, Palmetto Health
PH’s marketing plan is cohesive. The mission and vision of PH along with its goals & objectives work together to accomplish its marketing plan ( PH,2015). The marketing plan of PH & Palmetto Health Foundation fit together well to accomplish the objectives of the organization's goals ( PH, 2