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10 year marketing plan st. luke's   garcia, cristina
 

10 year marketing plan st. luke's garcia, cristina

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    10 year marketing plan st. luke's   garcia, cristina 10 year marketing plan st. luke's garcia, cristina Presentation Transcript

    • 10 year Marketing Plan for St. Luke’s Global City Cristina M. Garcia 19 January 2011
    • 5 steps for Part 1
      • St. Luke’s Global City’s PTM are health-conscious working individuals of class A and B
      • In search of the best and latest medical technology and services money can buy… at a fraction of the price
      • Can choose Makati Medical Center, The Medical City, etc.
      • Gap is all other brands that can offer the same services and quality at a cheaper price
      • Insufficient data available to assess market size.
    • 5 steps for Part 2
      • Product: St. Luke’s Global City
      • Price: Is most likely priced higher than its competitors
      • Promo: Print ad
      • Place: Global City – Fort Bonifacio
      • Uses a niche strategy to succeed
    •  
    • 1. Primary Target Market
      • Individuals
        • Class A and B
        • Working
        • Single or Married
      • Employed individuals and their dependents
      • Want the “best” and “latest” medical technology and services at a fraction of the price
    • 2. PTM’s needs, wants, and demands
    • 2. My PTM ’s NWE
      • Health-conscious individuals choose St. Luke’s Global City
        • for the best and latest medical technology money can buy
      • They choose St. Luke’s Global City over other Tertiary Hospitals because
        • They want to experience the best healthcare money can buy, at a fraction of the price!
        • They need to feel secure about the quality of the healthcare provided
        • They expect the best services for the price
    • 3. Industry Rivals - Direct
    • 3. Industry Rivals - Direct
    • 3. Industry Rivals - Variables
      • Location
      • Diagnostic Exams available
      • Price
      • Physicians
      • Ambiance
      • Services offered
      • Exclusivity
      • comfort
    • 4.Competitive Position Map
      • No data
      • St. Luke’s Global City positions itself strongly in a niche market
        • It is the only private tertiary hospital in the country that offers state-of-the art, high technology machines and equipment for diagnostic testing.
        • For all ages, but focusing on ages 18-80 years needing diagnostic testing
    • 5. Market share
      • No data
    • 6. Product
      • Insufficient data on promotional material/ad
      • Since there is no data to describe the product on the ad, it is assumed that the PTM are already aware of the reputation, educated on what they have to offer, or have experienced services in St. Luke’s Medical Center, whether in Global City or Quezon City
    • 6. Strategy: Product
      • Add more information about the brand in the ad campaign.
        • Ex. St. Luke’s Global City offers state-of-the-art equipment not available in any other hospital in the country
        • Ex. Well-known for the best and latest technology
        • Ex. No need to go abroad to have yourself tested. Everything you need is right here in St. Luke’s Global City
    • 7. Promo
      • As advertised in the Philippine Daily Inquirer
      • Also advertised on St. Luke’s Global City and Quezon City websites
    •  
    • 7. Strategy: Promo
      • Up-to-date means utilizing up-to-date campaign materials like the internet and SMS.
        • Add more ways of contacting St. Luke’s including website and SMS inquiries on prices and packages
      • Advertise in business-related magazines since their readers are the executives, who can afford the services they have to offer, and also need them (e.g. coronary angiogram)
    • 8. Price
      • Insufficient data
    • 8. Price
      • Based on location, amenities, reputation as the leader in technology, the prices of available services most likely are higher than their rivals
    • 8. Strategy: Price
      • Add more information about the cut in price in the ad campaign.
        • Ex. Coronary Angiogram previously 60,000 now 30,000.
    • 9. Place
    • 9. Place
      • Located in Fort Bonifacio, Global City
      • Strategic location – near high end subdivisions like Forbes Park and Dasmarinas Village
        • Entrant to niche of Makati Medical Center, the only other Tertiary hospital in this catchment area
    • 9. Strategy: Place
      • Brighter signage material
      • Picture in ad showing location of St. Luke’s Global City
    • 10. St. Luke’s Global City uses a niche strategy to win
      • St. Luke’s Global City wants to dominate its niche market of employed individuals and their dependents of class A and B
      • It benefits from and banks on the excellent reputation of St. Luke’s Quezon City as the premiere hospital for up-to-date and state of the art technology
    •  
    • 5 steps for Part 1
      • St. Luke’s Global City’s PTM are health-conscious working individuals of class A and B
      • In search of the best and latest medical technology and services money can buy… at a fraction of the price
      • Can choose Makati Medical Center, The Medical City, etc.
      • Gap is all other brands that can offer the same services and quality at a cheaper price
      • Insufficient data available to assess market size.
    • 5 steps for Part 2
      • Product: St. Luke’s Global City
      • Price: Is most likely priced higher than its competitors
      • Promo: Print ad
      • Place: Global City – Fort Bonifacio
      • Uses a niche strategy to succeed
    • 10 year Marketing Plan for St. Luke’s Global City Cristina M. Garcia 19 January 2011