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Marketing in the Private Sector

Marketing in the Private Sector. Simon Pierce Acting Matron Bournemouth Nuffield Hospital. Marketing. Marketing is the Management process responsible for anticipating, identifying and satisfying customer requirement, profitably. Where you fit in the market place.

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Marketing in the Private Sector

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  1. Marketing in the Private Sector Simon Pierce Acting Matron Bournemouth Nuffield Hospital

  2. Marketing Marketing is the Management process responsible for anticipating, identifying and satisfying customer requirement, profitably.

  3. Where you fit in the market place • It’s important to start with a National (if applicable) and local Competitor review

  4. National Review (NH) • Use the internet • Established for 48 years • 41 hospitals currently - 3 tbo ‘04 • Charitable status • 5 partnership hospitals, clustering • Acute care • Market share - 19.8% rev. 18.3% beds • The market place (NHS contracts / Patient Choice)

  5. Local Review (BNH) • 1st NH built established in 1957 • Originally funded by donation • Competitors • - BMI The Harbour Hospital • - BMI The Winterbourne Hospital • - New Hall Hospital Salisbury (Capio) • -Poole NHS Trust • -Bournemouth & Christchurch NHS Trust • - Wessex Nuffield Hospital

  6. Be ever vigilant! Monitor your competitors by: • SWOT analysis • Gather information - mystery shopping • Review needs of customers

  7. Who are your customers? BNH Customers: • Patients - insured and uninsured • Consultants • GP’s • NHS Trusts • Others (MOD) • Insurers

  8. Who are your customers? BNH Customers: • Patients - insured

  9. Who are your customers? BNH Customers: • Patients - uninsured

  10. Who are your customers? BNH Customers: • Consultants

  11. Who are your customers? BNH Customers: • GP’s

  12. Who are your customers? BNH Customers: • NHS Trusts • Others

  13. Identify your customer needs • Consultants - Hassle free, theatre slots, efficiency, safe environment, equipment, referrals, professionalism • GP’s - Take the problem, happy patients, preferred consultant, information and communication, update on services • Patients - safe environment, convenience, no waiting, food(!), car parking, 1:1 • Insurers - Set standards of care, keen prices, two way information

  14. So …. What does a Marketing Manager actually do? • Find, develop and set up new business opportunities for the hospital

  15. How? • Liaise with Consultants and GP’s • Advertising • PR and Releases • Corporate ID • Open evenings • Educational events (PGEA Seminars, Practice Nurse Seminars, Practice Manager events) • Entertainment • Business to Business (Chambers of Commerce) • Statistical analysis

  16. How do we as a hospital decide what services we should offer? • We specialise!

  17. So now we know…. • What services we can offer • What our USP’s are • Who our competitors are • Who our customers are

  18. So which services should we promote each year? • Corporate Strategy • Hospital strategic plan • Business Plan • Marketing Plan

  19. The Business Plan • External influences - population trends etc • Local picture - competitor review, waiting lists, specialities etc • Internal review - relationships, partnerships with stakeholders • Business Goal and philosophy • Regional synergies • Quality (HQS, IiP, Care Standards etc) • Cost efficiency - central purchasing etc • Human resources • Risk Management

  20. The Marketing Plan • National overview • Local overview • SWOT analysis • Objectives and actions • Quality - Corporate ID, Service delivery, Customer Care, Repeat customers • Evaluation reports - post activity report, budget updates • The Budget

  21. Summary • Look at your local market place • Identify customer needs • Appraise your facilities • Do your research - who else is doing it - is investment required • What are your USP’s? • Pilots trials • Advertise - what medium? • Evaluate! • Questions

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