The institutional affiliation
MEMORANDUM
INTRODUCTION
Medical marketing has grown an increasingly complicated cause of the fast developing business of healthcare organizations. The old model of focusing on just patients and physicians stopped working. So, it has become incredibly important for doctors to market their medical practices in order to build their own brand, gain new patients and improve business from the current ones. Nowadays, marketing teams need to broaden their consideration horizons and focus on the following criteria: Patients, Physicians, Professional Healthcare Administrators, Payers and Policy Makers (Mycek, 2015). The Texas Medical Center, Cleveland Clinic and New York-Presbyterian Hospital will be analyzed according to the new 5 P’s of Healthcare Marketing in order to identify the perspectives and business potential of these organizations.
ANALYSIS
The Texas Medical Center is the world’s largest medical center with almost 106,000 employees and 54 institutions. The organization is aimed to achieve the highest possible standards of patient care, medical research and health education, as well as to support the well-being within the local, national and international community (Beyer, 2015).
Patients: More than 7 million people visit the Texas Medical Center from around the world over the course of the year. Close patient and community engagement helps transform barriers into actionable policy that improve access to care. There are various levels of healthcare service in which patients may be treated, namely, Intensive Care, Intermediate Care and Acute Care.
Physicians: All of the physicians at the Texas Medical Center are nationally and internationally renowned in their specialty and subspecialties, as well as are certified by the American Board of Ophthalmology, and considered as faculty members in the Department of Ophthalmology and Visual Science at The University of Texas Medical School at Houston.
Professional Healthcare Administrators: In an effort to develop an efficient service, the Texas Medical Center is managed by professional medicals with much experience in healthcare and management fields, in particular, CEO Robert C. Robbins, is an internationally recognized cardiac surgeon and the executive vice president, William McKeon was more than once awarded for innovations in cardiovascular monitoring and the system of matching cancer patients to clinical trials, etc.
Payers: The current patients can request financial aid regarding the services rendered at the Texas Medical Center. In this way, full pay patients are deemed to be those health consumers who are looking for particular elective procedures dedicated to their treatment. Thus, full settlement will be expected at/before the time services provided. Self-pay patients may qualify for discounts up to 40% for inpatient services and 50% for outpatient services received (Beyer, 2015).
Policy Makers: The Organization Policy is updated periodically by Executive Directors and afterwards is posted on the official website. Recently, a new program was launched to combine the intellectual efforts of the healthcare institutions to inform governmental legislators on the health policy issues. Furthermore, this tool can levy to craft the organization own health care policy at the local, state and federal level (Martin, 2015).
Cleveland Clinic is considered as one of the most respected non-profit health organizations in the United States that replaced the city’s full-service hospital. In addition to the main campus, the clinic consists of 10 community hospitals and 16 family health centers, which constitute the bulk of its assets. The organization focuses on high-priced specialty care bringing almost $6.7 billion revenue in 2015 (Abelson, 2015).
Patients: The official statistics reports 6.62 million of outpatient visits over the year, including 164.704 of acute admissions and 208.807 of surgical cases. The facility has recently expanded the hours of its separate walk-in clinic, where patients with small injuries can come in without appointments. Thus, the clinic tries to persuade people who go to the emergency room for their basic medical care to visit the walk-in clinic instead.
Physicians: Owning a medical staff of more than 3000 physicians, Cleveland Clinic joined a handful of hospitals around the United States that are posting physician ratings on their own websites. The Cleveland Clinic’s ratings can be described as average of all responses to the system’s outpatient and inpatient surveys. Recently, the healthcare system took a sampling of 40 of its docs and tallied their scores based on already-existing physician review websites (Abelson, 2015).
Professional Healthcare Administrators: The board of directors is represented by specialists in different healthcare fields starting from Dermatology finishing on Plastic Surgery. They manage to keep the Cleveland Clinic on the high administrative and service levels; thus, it is widely recognized to be among the top five hospitals in the United States (Herper, 2013).
Payers: Hospital admission fees are lower from where they were five years ago. Cleveland Clinic applied test payment models like the Medicare program for so-called accountable care organizations in order to deliver care services at less expensive costs. The hospital represents a small victory over facility charges, as the clinic is now permitted to tack on to patients’ bills to cover the increased overhead of operating their buildings (Ross, 2016).
Policy Makers: The Cleveland Clinic’s management tightly cooperates with lawmakers, government agencies, and advocacy organizations at the local, state and federal levels to ensure laws and regulations implemented by policy makers. In addition, the team of policy makers has applied numerous incremental fixes, namely, reducing errors, enforcing practice guidelines, implementing electronic medical records.
New York-Presbyterian University Hospital is a not-for-profit academic medical center, involving 15 adult- and 10 pediatric- specialties. It is widely recognized by high level of patient safety, low level of accidents and medical mistakes. The healthcare organization performed 31.612 annual inpatient and 78.190 outpatient surgeries, and reported over 104.600 admissions in 2015.
Patients: With over 5 million patients yearly, the hospital keeps increasing its volumes. To provide patients with more support from their families, there are no set visiting times. Patients or a support person selected by the patient when he/she is admitted may decide on the person and time of visiting. New York-Presbyterian Hospital does not restrict, limit, or otherwise deny visitation privileges based on ethnicity, culture, physical or mental disability (Carrillo, Shekhani & Deland, 2011).
Physicians: The facility provides a wide range of ambulatory and inpatient services, owning over 350 physicians in 43 specialties. The practicing physicians are recognized medical specialists who make up the teaching staff of the New York-Presbyterian University (Carrillo, Shekhani & Deland, 2011).
Professional Healthcare Administrators: By managing healthcare operations, Hospital Administrators ensure that the facility is equipped to perform both efficiently and effectively to the current and potential patients. Thus, the top management is mainly represented by active or past surgeons, physicians and nurse administrators (Carrillo, Shekhani & Deland, 2011).
Payers: The board members indicated that the hospital’s positive financial outlook is strengthening their bid to stay open in an effort to dig the hospital out of earlier financial difficulties. However, the hospital admission fees remain quite high if to compare to the pricing of other healthcare facilities in the state (Carrillo, Shekhani & Deland, 2011).
Policy Makers: The management of New York-Presbyterian University Hospital seeks to directly compare different methods of diagnosis and treatment in order to motivate patients facing individual and population-wide decisions every day. The hospital’s policy-makers, represented by CEO and Executive Directors, suggest a focus on organizational and political policies as the basis of cost- effectiveness and organizational improvements (Carrillo, Shekhani & Deland, 2011).
CONCLUSION
Taking into consideration the 5 P’s analysis of the three major healthcare organizations in the United States, we can state that the Texas Medical Center has the biggest potential for further development and improvement of its facilities and services. The wide range of healthcare services, flexible discount politics and the well-organized top management cooperation allowed establishing a strong policy attractive for all patients.
Generally, when an organization management considers options for the expenditure or redesign of the environment, they create the opportunity for large-scale transformation. When healthcare leaders determine necessary future programs and facility investments, they often do not know where to focus their energy on or how to achieve the greatest value for their community. Thus, the 5 P’s of Healthcare Marketing can deliver all the necessary information required for optimal outcomes, organizational thriving and prosperity (Balik, MacAllister, & White, 2016).
References
Abelson, R. (2015). Cleveland Clinic grapples with changes in health care. Retrieved June 22, 2016 from http://www.nytimes.com/2015/03/18/business/cleveland-clinic-grapples-with-changes-in-health-care.html?rref=collection%2Ftimestopic%2FCleveland%20Clinic&_r=0
Balik, B., MacAllister, L., & White, K. (2016). How to use the 5 P’s of transformational design to build better health care spaces. Retrieved June 22, 2016 from http://www.hhnmag.com/articles/6917-how-to-use-the---ps-of-transformational-design-to-build-more-effective-health-care-spaces
Beyer, S. (2015). The Texas Medical Center: Houston’s medical mini-city. Retrieved June 22, 2016 from http://www.forbes.com/sites/scottbeyer/2015/12/11/the-texas-medical-center-houstons-medical-mini-city/#5737ab03153d
Carrillo, J., E., Shekhani, N., S., & Deland, E., L. (2011). A regional health collaborative formed by New York-Presbyterian aims to improve the health of a largely Hispanic community. Retrieved June 22, 2016 from http://content.healthaffairs.org/content/30/10/1955.full.pdf
Martin, J. (2015). TMC throws hat into politics with new policy program. Retrieved June 22, 2016 from http://www.bizjournals.com/houston/blog/2015/01/tmc-throws-hat-into-politics-with-new-policy.html
Mycek, C. (2015). The new 5 Ps of healthcare marketing. Retrieved June 22, 2016 from http://getresultsinaction.com/the-new-5-ps-of-healthcare-marketing/
Ross, C. (2016). Cleveland Clinic patient wins fight over “facility fee”; broader problems persist in hospital funding. Retrieved June 22, 2016 from http://www.cleveland.com/healthfit/index.ssf/2016/01/cleveland_clinic_patient_battl.html
