Running head: HEALTHCARE MARKETING PLAN HEALTHCARE MARKETING PLAN Healthcare Marketing Plan Name: Institution: Strategies Used to Exploit Opportunities The healthcare organization has the ability to increase its consumer base and establish channels in other regions. According to Harrington et al. (2011), establishment of outlets is capital intensive. Therefore the organization may employ a strategy where it seeks funding through debt financing at an appropriate interest rate from lending institutions. The increased number of outlets will take advantage of the growing healthcare market and population increase of the region. Since the low pricing of products and services is attractive to the target market in the industry, an opportunity presents its self in the organization to market itself as affordable. The organization can take advantage of this by utilizing a psychological pricing strategy that makes consumers view prices as affordable. Purshouse et al., (2010) states that using this strategy, the organization takes advantage of psychological perceptions among individuals, for instance, product or a service may have an indicated marked price of $5.99 instead or $6 or $9.98 instead of $10. Specific Promotional Techniques The organization can promote its healthcare services by education its potential consumer on healthcare prevention tips. The tips can be shared using social media, text messages and email on a weekly or monthly schedule. The use of this technique is instrumental for it forms a personal bond with patients for it shows them that the organization is concerned with their well-being (Taylor, 2014). The organization can further promote its self through the use of Pay-Per-Click Advertisement. Westerhof (2014) states that the techniques offer entities a strong and instant presence on search engines such as Google. The organization would be promoted to a great target population since Google is widely used a search engine. In addition, the technique is cost effective for charges are made per the number of visits the advertisement brings to the organization’s official website (Westerhof, 2014). Budget Estimates The plan requires the establishment of additional outlets, use of a different pricing strategy, use a pay per click advertising and sharing of prevention tips using emails, social media, and text messages. The alteration and use of a different pricing strategy will not cost the organization. Conferring to Google’s charges, the use of pay per click advertising will cost the organization a definite amount per day. For instance, if the organization is willing to spend $10 a day, its total cost per month will be $300. Advertisements are stopped immediately the organization reaches a threshold of clicks that cost $10 per day (google.com, n.d). The cost of sharing prevention tips through emails and social media will not add to the organization's costs as it is part of the institution's data and internet pla ...

1. Running head: HEALTHCARE MARKETING PLAN
HEALTHCARE MARKETING PLAN
Healthcare Marketing Plan
Name:
Institution:
Strategies Used to Exploit Opportunities
The healthcare organization has the ability to increase its
consumer base and establish channels in other regions.
According to Harrington et al. (2011), establishment of outlets
is capital intensive. Therefore the organization may employ a
strategy where it seeks funding through debt financing at an
appropriate interest rate from lending institutions. The
increased number of outlets will take advantage of the growing
healthcare market and population increase of the region.
Since the low pricing of products and services is attractive
to the target market in the industry, an opportunity presents its
self in the organization to market itself as affordable. The
organization can take advantage of this by utilizing a
psychological pricing strategy that makes consumers view

2. prices as affordable. Purshouse et al., (2010) states that using
this strategy, the organization takes advantage of psychological
perceptions among individuals, for instance, product or a
service may have an indicated marked price of $5.99 instead or
$6 or $9.98 instead of $10.
Specific Promotional Techniques
The organization can promote its healthcare services by
education its potential consumer on healthcare prevention tips.
The tips can be shared using social media, text messages and
email on a weekly or monthly schedule. The use of this
technique is instrumental for it forms a personal bond with
patients for it shows them that the organization is concerned
with their well-being (Taylor, 2014). The organization can
further promote its self through the use of Pay-Per-Click
Advertisement. Westerhof (2014) states that the techniques
offer entities a strong and instant presence on search engines
such as Google. The organization would be promoted to a great
target population since Google is widely used a search engine.
In addition, the technique is cost effective for charges are made
per the number of visits the advertisement brings to the
organization’s official website (Westerhof, 2014).
Budget Estimates
The plan requires the establishment of additional outlets,
use of a different pricing strategy, use a pay per click
advertising and sharing of prevention tips using emails, social
media, and text messages. The alteration and use of a different
pricing strategy will not cost the organization. Conferring to
Google’s charges, the use of pay per click advertising will cost
the organization a definite amount per day. For instance, if the
organization is willing to spend $10 a day, its total cost per
month will be $300. Advertisements are stopped immediately
the organization reaches a threshold of clicks that cost $10 per
day (google.com, n.d).
The cost of sharing prevention tips through emails and
social media will not add to the organization's costs as it is part
of the institution's data and internet plan, however, broadcast

3. text messages will cost the organization. The cost of leasing an
establishment for setting up an outlet may cost the organization
an estimate of $5,000 a year per outlet. According to Bulk SMS
(2016), the average market cost of sending bulk text messages
to organizations is at $592 for 20,000 text messages.
Tracking Effectiveness of the Marketing Plan
Tracking of the effective marketing plan will make use of
Anastasia’s (2015) insights on tracking the effectiveness of
marketing plans. Marketing metrics that will be measured
include Individual visitors to the official website, tracking the
number of new customer versus returning customers, page views
and feedback from broadcast text messages (Anastasia, 2015).
References
Anastacia, A. (2015). How to Measure the Effectiveness of
Marketing Campaigns. Retrieved October 13, 2016, from
https://www.cleverism.com/how-to-measure-effectiveness-of-
marketing-campaigns/
Bulk Sms. (2016). BulkSMS Credit Pricing. Retrieved October
13, 2016, from http://www.bulksms.com/pricing/
Google. (n.d.). How costs are calculated in AdWords. Retrieved
October 13, 2016, from
https://support.google.com/adwords/answer/1704424?hl=en
Harrington, C., Hauser, C., Olney, B., & Rosenau, P. V. (2011).
Ownership, financing, and management strategies of the ten
largest for-profit nursing home chains in the United States.
International Journal of Health Services, 41(4), 725-746.
Purshouse, R. C., Meier, P. S., Brennan, A., Taylor, K. B., &
Rafia, R. (2010). Estimated effect of alcohol pricing policies on
health and health economic outcomes in England: an
epidemiological model. The Lancet, 375(9723), 1355-1364.
Tylor, V. (2014). 5 Effective Healthcare Marketing Strategies
You've Never Tried (They're Easy!). Retrieved October 13,
2016, from https://www.simplycast.com/blog/5-effective-
healthcare-marketing-strategies-youve-never-tried-theyre-easy/
Westerhof, M. (2015). Top 7 Current Healthcare Marketing

4. Techniques and Trends. Retrieved October 13, 2016, from
http://www.medicalwebexperts.com/blog/top-7-current-
healthcare-marketing-techniques-trends-312/
Running head: US NURSING WORKLOAD AND PATIENT
SAFETY
1
US NURSING WORKLOAD AND PATIENT SAFETY
2
US Nursing Workload and Patient Safety—A Human Factors
Engineering Perspective
Name
Institution
US Nursing Workload and Patient Safety—A Human Factors
Engineering Perspective
Overview
Heavy workload for hospital nurses is an issue undermining the
quality of services offered to patients. Some reasons attributed
to this situation include higher demand for nurses augmented
with less number of operating nurses, increase in work
overtime, less staffing policies by healthcare providers, and
reduced times for patient stay under hospitalization, and
population aging. This discussion focuses on the effect that high
US nursing workload has on patient safety. It also addresses
continuous quality improvement from a nursing perspective.
Literature Review Concepts
Concept 1: Increasing US population is associated with the ever
rising health costs and increased nurses’ workload in the US

5. The US population is projecting an increase in the elderly (over
65 years) by about 54 percent by the year 2020 (Scanlon &
Karsh, 2010). Rising health costs have also been a reason for
US hospitals pursuing a reduction in nursing staff. This cost
factor has also reduced the length of time that hospitalized
patients are allowed to stay in the hospital. Some other factors
that increase the US nursing workload include expectations at
the workplace and other healthcare work system factors.
Under such circumstances, US nurses end up handling
additional non-professional tasks such as delivering food trays,
transporting patients, and coordinating ancillary services are
assigned to nurses. As a result, it increases their workload
unnecessarily. High US nursing workload has in turn affected
the levels of patient safety in hospitals. It also reduces the job
satisfaction levels of nurses that may translate to increased
nurse’s turnover.
A hierarchical approach can be used to classify nursing
workload in distinct levels- unit, job, patient, and situation
levels. The unit-level workload may be a case where many tasks
are assigned to a section of nurses working in a shift. The job-
level workload may be understood where different units and
specialties determine the amount of work done by the nurses.
The general floor nurses may have comparatively less workload
than those assigned to the intensive care unit. The variations in
the nurses’ line of work such as critically ill patients and
situations of emergency may determine patient level and
situational level workloads respectively (Holden, 2011).
Concept 2: High nursing workload in the US is associated with
non-optimal patient care and rising patient dissatisfaction rates
A massive nursing workload is associated with less optimal
patient care and patient dissatisfaction. Much research in this
area tries to establish a link between nurse staffing levels and
nursing-sensitive patient outcomes. A study across various
hospitals in California found that if the registered nurses

6. worked for one additional hour per in-patient day, there was a
correlated reduction of 8.9 percent for factors associated with
pneumonia for surgical patients. The rate of pneumonia was
established to be significantly higher when few registered
nurses attend duty.
One study of 799 hospitals across 11 counties in the US
established a relationship between long hours of registered
nurses’ care per day and low failure-to-rescue rates. Another
study in non-federal hospitals across Pennsylvania indicated
that any additional increase in patient per nurse correlated with
a 7% growth in mortality after 30 days of hospitalization
(Holden, 2011). It also increased the levels of failure to rescue.
Insufficient US nursing staff is also linked to drug
administration problems, improper patient supervision, self-
extubation and poor documentation (Kimball & O'Neal, 2002).
Nurse-patient ratio still stands out as a preferred measure of
nursing workload in most clinical studies. It is easy to use, but
it limits several other dimensions in the human engineering
approach. Following a human factors engineering approach is
necessary for giving insights into the effect of nursing workload
on patient safety, since there are many more factors at play
other than the nurses’ staffing levels. It is imperative to note
that workload is contributed by many factors that cannot be
sufficiently measured by the nurse-patient ratio only. The
SEIPS model for evaluating work healthcare systems and their
impact on patient safety acknowledges organizational
characteristics, including nursing workload, as determinants of
patient safety (Holden, 2013).
Concept 3: High US nurses’ workload increases work burnout,
stress and rampant procedure deviations among the nursing staff
A high workload leads to increased levels of stress and burnout
among nurses. This situation may ultimately result in emotional
exhaustion, anger, and inefficient performance occasioned by
reduced cognitive and physical ability. In the end, the quality of
patient care and safety is undermined. A high nursing workload

7. is also associated with an increase in errors in the course of
duty. Time pressure may reduce the concentration of nurses
when they are performing safety-critical operations (Holden,
2013). This situation may lead to execution errors, lapses, and
knowledge errors.
High nursing workloads may also result in deliberate deviations
by nurses from established processes meant to ensure patient
safety. Operating procedures and rules may be affected by the
organizational and social context under which a nurse operates,
causing violations in cases where nurses decide to work with
the healthcare systems. Nurses may choose to violate protocols
under routine or emergency situations when under pressure.
Commonly, most nurses are likely to fail to match patient
identification and medical administration records with their
appropriate medication.
A high nursing workload is associated with lack of time for the
nurses to attend to their tasks. A nurse may decide to choose
certain tasks over others due to heavy workload, resulting in
reduced patient safety (Holden, 2013). For example, the time
for collaboration between physicians and nurses may reduce,
resulting in less quality service. A high nursing workload is
also connected to deteriorated motivation among nurses. Most
nurses become dissatisfied under high workload, leading to high
rates of absenteeism, low job morale, poor performance, and
high nurses’ turnover. In turn, these aspects reduce the quality
of care offered to patients and their levels of satisfaction.
References
Kimball, B., & O'Neal, E. (2002). Health care's human crisis:
The American nursing shortage.
Holden, R. J., Scanlon, M. C., Patel, N. R., Kaushal, R., Escoto,
K. H., Brown, R. L., ... & Karsh, B. T. (2011). A human factors
framework and study of the effect of nursing workload on

8. patient safety and employee quality of working life. BMJ
quality & safety, 20(1), 15-24.
Holden, R. J., Carayon, P., Gurses, A. P., Hoonakker, P., Hundt,
A. S., Ozok, A. A., & Rivera-Rodriguez, A. J. (2013). SEIPS
2.0: a human factors framework for studying and improving the
work of healthcare professionals and
patients. Ergonomics, 56(11), 1669-1686.
Scanlon, M. C., & Karsh, B. T. (2010). The value of human
factors to medication and patient safety in the ICU. Critical care
medicine, 38(6 0), S90.
P a g e | 1 Syllabus Last Updated 7/25/2016
Undergraduate Course Syllabus
HCM 325: Healthcare Marketing
Center: Online
Credits: 3
Course Prerequisites
None
Course Description
This course explores key marketing concepts that the healthcare
leader needs to understand to plan and

9. implement an effective marketing strategy. The concepts
explored include the marketing process, needs
assessment, developing marketing campaigns, and evaluating
efficacy or marketing efforts.
Course Outcomes
Explain common marketing issues present within healthcare
organizations
Correlate the relationship between the needs assessment and
marketing processes
Interpret market data applicable to the campaign process
Propose strategies to maximize the effectiveness of healthcare
marketing campaigns
Required Materials
online bookstore, MBS Direct, rather than any other vendor.
Purchasing directly from the bookstore ensures that
you will obtain the correct materials and that the Help Desk,
your advisor, and the instructor can provide you with
support if you have problems.
American Psychological Association. (2009). Publication
manual of the American Psychological Association (6th

10. ed.). Washington, DC: Author. ISBN: 978-1-4338-0561-5
This course requires the use of Skillsoft for access to the
eBook, videos, and other assets that you can use
throughout the course. You will access Skillport through the
following link: https://snhu.skillport.com.
You will be enrolled in Skillsoft to utilize the following book,
in addition to assigned videos:
Thomas, R. K, & Calhoun, M. (2007). Marketing matters: A
guide for healthcare executives. Chicago, IL: Health
Administration Press. ISBN: 978-1-56793-276-8
https://snhu.skillport.com/skillportfe/main.action?path=summar
y/BOOKS/26352
http://bookstore.mbsdirect.net/snhu.htm
https://snhu.skillport.com/
https://snhu.skillport.com/skillportfe/main.action?path=summar
y/BOOKS/26352
P a g e | 2 Sy l l a b u s L a s t U p d a t e d 7/ 25 / 2 0 1 6
Instructor Availability and Response Time
Your class interaction with the instructor and your classmates
will take place in Blackboard on a regular, ongoing

11. basis. Your instructor will be actively engaged within the
course throughout the week. You will normally
communicate with your instructor in the weekly discussions or
the General Questions forum in Blackboard so that
communicate with your instructor via SNHU email at any time,
particularly when you want to discuss something of
a personal or sensitive nature. Your instructor will generally
provide a response within 24 hours.
Grade Distribution
Assignment Category
Number of
Graded Items
Point Value
per Item
Total Points
Discussions
Journal Assignments
Final Project
Milestone One
Milestone Two

12. Milestone Three
Final Project Submission
7
3
1
1
1
1
35
75
75
75
75
305
245
225
75

13. 75
75
305
Total Course Points: 1,000
This course may also contain practice activities. The purpose of
these non-graded activities is to assist you in
mastering the learning outcomes in the graded activity items
listed above.
University Grading System: Undergraduate
*Please refer to the policy page for information on the
incomplete grade process.

14. Total Points: 1,000
Grade Numerical Equivalent Points
Lower Upper
A 93-100 4 930 1000
A- 90-92 3.67 900 929
B+ 87-89 3.33 870 899
B 83-86 3 830 869
B- 80-82 2.67 800 829
C+ 77-79 2.33 770 799
C 73-76 2 730 769
C- 70-72 1.67 700 729
D+ 67-69 1.33 670 699
D 60-66 1 600 669
F 0-59 0 0 599
I Incomplete
IF Incomplete/Failure*
IP In Progress (past end
of term)

15. W Withdrawn
Points Equivalent
http://family.snhu.edu/Resources/policiesandprocedures/COCE/
Pages/Incomplete-Grades-COCE.aspx
P a g e | 3 Sy l l a b u s L a s t U p d a t e d 7/ 25 / 2 0 1 6
Grading Guides
Specific activity directions, grading guides, posting
requirements, and additional deadlines can be found in the
Course Information area in the Assignments and Rubrics folder.
Weekly Assignment Schedule
The Learning Modules area in Blackboard contains one module
folder for each week of the course. All reading and
assignment information can be found in the folders.
Assignments and discussion board posts during the first week
of each term are due by 11:59 p.m. Eastern Time. Assignments
and discussion posts for the remainder of the term
In addition to the textbook readings that are listed, there may be
additional required resources within each

16. module in Blackboard.
Module Topics and Assignments
1 Introduction to Healthcare Marketing
Marketing Matters, Chapter 1
1-1 Discussion: Is Your Organization a Marketing
Organization?
1-2 Journal: The Importance of Communication
1-3 Final Project Review
2 Analyzing the Marketing Process
Marketing Matters, Chapter 2
2-1 Discussion: The Marketing Process
2-2 Final Project Milestone One: Introduction of Organization
and Product/Service
3 Marketing Research and Planning
Marketing Matters, Chapter 3
3-1 Discussion: Making Assumptions
3-2 Final Project Milestone Two: Target Market and SWOT
Analysis
4 Marketing as an Investment

17. Marketing Matters, Chapter 4
4-1 Discussion: Justifying Costs
4-2 Journal: Considering Finances
5 Know Your Competition
Marketing Matters, Chapter 5
5-1 Discussion: Competitive Advantage
5-2 Final Project Milestone Three: Competitive Analysis
6 Essentials of Promotion
Marketing Matters, Chapter 6
6-1 Discussion: Promotional Techniques
6-2 Journal: Internet Marketing
P a g e | 4 Sy l l a b u s L a s t U p d a t e d 7/ 25 / 2 0 1 6
Attendance Policy
Online students are required to submit a graded
assignment/discussion to Blackboard during the first week of
class. If a student does not submit a posting to the graded
assignment/discussion during the first week of class, the

18. student is automatically withdrawn from the course for non-
participation. Review the full attendance policy.
Late Assignments Policy
Meeting assigned due dates is critical for demonstrating
progress and ensuring appropriate time for instructor
feedback on assignments. Students are expected to submit their
assignments on or before the due date. Review
the full late assignment policy.
SNHU College of Online and Continuing Education Student
Handbook
Review the student handbook.
Diversity and Disability Statement
The College of Online and Continuing Education (COCE) at
SNHU values diversity and inclusion. SNHU strives to
create inclusive and welcoming academic environments. If there
are aspects of the instruction or design of this
course that present barriers to your inclusion, please notify the
Disability Resource Center (DRC) as soon as
possible. We will work with you and your instructor to address
needs and concerns. We encourage all students
with known or suspected physical, medical, sensory,

19. psychiatric, and/or learning disabilities to register with the
Disability Resource Center (DRC) in order to assess learning
needs and take advantage of available academic
accommodations and support services.
SNHU does not discriminate on the basis of race, color, national
origin, sex, disability, age, religion, citizenship,
marital status, gender identity or expression, sexual orientation,
veteran/military status, or genetic information in
its programs and activities. Requests for disabilities
accommodations within COCE should be directed to:
Disability Resource Center (DRC)
(866) 305-9430
(877) 520-8916 (fax)
[email protected]
We welcome COCE students, faculty, and staff to consult with
the Disability Resource Center (DRC) on disability-
related questions or concerns. We look forward to hearing from
you.
7 Finalizing the Marketing Plan
Marketing Matters, Chapter 7

20. 7-1 Final Project Submission: Healthcare Marketing Plan
8 Measuring the Results of a Healthcare Marketing Plan
Marketing Matters, Chapters 8 and 9
8-1 Discussion: Final Project Review
http://family.snhu.edu/Resources/policiesandprocedures/COCE/
Pages/Attendance,%20College%20of%20Online%20and%20Con
tinuing%20Education.aspx
http://family.snhu.edu/Resources/policiesandprocedures/COCE/
Pages/Late%20Assignments.aspx
https://my.snhu.edu/Resources/StudentHandbooks/Pages/default
.aspx
mailto:[email protected]
P a g e | 5 Sy l l a b u s L a s t U p d a t e d 7/ 25 / 2 0 1 6
Complaints regarding discrimination and accommodations
should be directed to:
(603) 645-9664
(603) 645-9717 (fax)
[email protected]
Academic Honesty Policy
Southern New Hampshire University requires all students to
adhere to high standards of integrity in their academic

21. work. Activities such as plagiarism and cheating are not
condoned by the university. Review the full academic
honesty policy.
Copyright Policy
Southern New Hampshire University abides by the provisions of
United States Copyright Act (Title 17 of the United
States Code). Any person who infringes the copyright law is
liable. Review the full copyright policy.
SNHU College of Online and Continuing Education Withdrawal
Policy
Review the full withdrawal policy.
Southern New Hampshire University Policies
More information about SNHU policies can be found on the
policy page.
Assessment Calibration and Student Work Samples
College of Online and Continuing Education may, on occasion,
utilize anonymous student work samples for internal
professional development and staff training. If you have any
questions or concerns, contact your advisor. If you
would like to withdraw permission for use of your work, please

22. contact the assessment calibration administrator at
[email protected] See this document for more information.
mailto:[email protected]
mailto:[email protected]
http://family.snhu.edu/Resources/policiesandprocedures/COCE/
Pages/Academic%20Honesty%20Policy%20-
%20College%20of%20Online%20and%20Continuing%20Educat
ion.aspx
http://family.snhu.edu/Resources/policiesandprocedures/COCE/
Pages/Academic%20Honesty%20Policy%20-
%20College%20of%20Online%20and%20Continuing%20Educat
ion.aspx
http://family.snhu.edu/Resources/policiesandprocedures/Pages/
All%20Policies%20and%20Procedures/Copyright.aspx
https://my.snhu.edu/_layouts/FormServer.aspx?XsnLocation=htt
ps://my.snhu.edu/FormServerTemplates/COCE.Withdrawal.revis
ed.form.xsn&SaveLocation=https%3A%2F%2Fmy%2Esnhu%2E
edu%2FOffices%2FCOCE%2FAdvising%2FCourse%20Withdra
wal%20Library&OpenIn=browser
http://family.snhu.edu/Resources/policiesandprocedures/COCE/
Pages/COCE%20Policies%20Repository%20List.aspx
mailto:[email protected]
https://my.snhu.edu/Offices/COCE/Documents/assessment_calib
ration_and_student_work_samples.pdf