Marketing Plan
"A new program must define its identity rather than have it done by default." (Walsh, 1996).
Marketing begins well before program implementation. The process of needs assessment
itself will begin to spread the word about palliative care and the developing program.
Educational programs are an excellent way to market palliative care services while improving
patient care. Before launching, the palliative care program can be marketed to providers expected
to serve as sources of referral.
Conventional avenues of communication are useful to market the palliative care program, including
E-mail notices, posters, flyers, continuing education program announcements, participation in Grand
Rounds or other regularly scheduled conference, or articles in newsletters.
The institution's marketing staff and/or Public Affairs/Communications office(s) can be a valuable
resource to help in marketing the palliative care program. Seek their support early in planning
your marketing efforts.
Use business concepts to help market the service.
Resource:
Perrault WD, McCarthy EJ. Basic Marketing: A Global-Managerial Approach. 14th Edition. McGraw Hill, 2002.
Product
What does the service offer? Is it what people want? Need? One treatment-oriented oncologist
reported he used the palliative care service for 100% of his patients because it made his life
better - fewer desperate telephone calls and more grateful patients.
Price
What does it cost customers to get palliative care services? In addition to money and the
payment policies of insurers, think in terms of effort, burden, and ease of accessing you.
One service failed because it was hard to get them to see patients, they would only see certain
kinds of patients at certain times. In addition, the referring service felt scolded when they did
refer. In other words, the price of using the service was too high.
Place
Is the service conveniently located? How can it be accessed? Who helps make the service easily
accessible and available to the target audience? Remember, the target audience is more than just
patients and families.
Promotion
What are the ways in which your key customers will learn about you? Where do they look for
information? Will the new team go to every possible conference and committee meeting to talk
about the service?
What do others say about the service? The word-of-mouth marketing of the physicians, staff,
and patients that the program has cared for are one of the best sources of marketing. Do they
sing the praises of the service or do they complain about it? People will use again what they
found helped them with a problem in the past.
A few important aspects of marketing are:
- Evaluate your proposed messages. Are they consistent with the host organization's messages?
- Team members presence on clinical service units, at meetings, and in the halls represent marketing opportunities
- Evaluate the targets of your marketing
- Within the organization
- CEO, Leadership
- Board of Directors
- Medical staff
- Nursing, social work, Chaplaincy, pharmacy, therapies staff
- Other services, wards
- External to the organization
- Community hospice organizations
- Community physicians
- Public
- Determine how will you track your success at promoting the program
The San Diego Hospice and its programs use the following questions to guide
the marketing. This has resulted in 30-40% growth per year in numbers of patients served,
revenue, and philanthropy:
- "How can I help you find the front door?"
- "How can I say yes?"
- "How can I help you realize your next steps?"
CAPC Resources:
Additional resources on "Preparing a Business Plan"
 |
Home •
Development •
Rationale •
Elements •
Lexicon •
Resources •
FAQ
Summary •
Overview •
Contributors •
Help •
Get Acrobat •
Contact Us
|
|
CAPCManual Attribution:
von Gunten CF,
Ferris FD,
Portenoy RK,
Glajchen M, eds.
CAPCManual: How to Establish A Palliative Care Program.
New York, NY: Center to Advance Palliative Care, 2001.
©
Center for Palliative Studies, San Diego Hospice & Palliative Care, San Diego, CA
and
The Department of Pain Medicine and Palliative Care, Beth Israel Medical Center, New York, NY, 2001
Permission to reproduce for non-commercial educational purposes with display of
attribution and
copyright is granted.
Last updated: February 20, 2002
|
|
|
Development
Select section:
Change, Groups, Phase 1,
2, 3, 4
•
Change
In Individuals
In Organizations
Stages of Change
Awareness
Adoption
Implementation
Institutionalization
•
Small Group Structure / Function
Leadership
Group Formation
Group Function
•
Phase 1: Prepare to Plan
Potential of Planning Process
How Much is Enough?
Ensuring Impact
Form Initial Workgroup
Elaborate Initial Idea
Stakeholders, Customers
Need, Purpose of Program
Planning Questions
Planning Steps, Timeline
Resources Needed to Plan
Use of Consultants
Use of Retreats
Write Planning Proposal
Selling, Getting Approval
•
Phase 2: Plan the Program
Form Planning Workgroup
Review, Revise Process
Strategic Planning
What is Strategic Planning?
Models
Steps
How Much is Enough?
Resources
Review Stakeholders, Customers
Conduct Needs Assessment
Company
Competition
Customers
Conduct SWOT Analysis
Case Study - United Hospital Fund
Define the Program
Purpose, Values
Mission, Vision
Mission
Vision
Service Delivery Model
Goals, Objectives
Strategies, Tactics
Strategic Decision Points
Business Planning
Case Examples:
Cleveland Clinic
University of Virginia
Organizational Structure, Leadership
Financial Plan
Implementation Plan
Human Resources
Physical Resources
Informational Resources
Community Resources
Operations
Evaluation
Marketing Plan
Targets, Timing
Write Proposal
Suggested Proposal Outline
Sell Plan
•
Phase 3: Implement the Program
Staff Recruitment
Staff Training
High Functioning Team
Standards of Practice, Policies, Procedures
Clinical Evaluation
•
Phase 4: Review Program, Revise Plan
Form Review Workgroup
Program Evaluation
Plan Evaluation
Continuous Quality Improvement
Utilization Review
Appropriateness of Hospitalization
Documentation
Pearls
Respond to Denials
Revise Plan, Further Development
|
