Marketing plan in Healthcare

1. Marketing Plan for
National Heart Institute

2. Group 2 Presentation
2
1-Nancy (600220522)
2-Mahmoud (600220038)
3-Amgad (600220025)
4-Islam (600220251)
5-Yasmen (600220285)
6-Mohamed Kamel (600220316)
7-Ahmed Mansour (600220377)

3. Table of Contents
◉ Introduction to the National Heart Institute
◉ Evaluation of the External Business Environment (PESTEL & Porter)
◉ Evaluation of the Internal Environment
◉ SWOT & TOWS ANALYSIS
◉ STP process & USP
◉ Balanced ScoreCard
◉ SMART Objectives
◉ Strategy
◉ 7 P’s
◉ Different activities that would enhance PE
◉ Channels to Measure Patient Satisfaction
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4. Introduction to National Heart Institute
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Specialty:
Founded in 1964. It is a 360-bed, teaching hospital with
services and programs in cardiology and cardiac surgery.
Location: Agouza - Giza Governorate
Services offered by the institute:
NHI offers all kinds of diagnostic and therapeutic services for cardiac patients.
-There are 5 catheterization laboratories which serve 1500 diagnostic and therapeutic cases every month.
-A specialized pediatric, peripheral, and electrophysiology units complete the full array of interventional cardiac
services offered by the Institute.
-Procedures performed:
• Coronary angioplasty (PCI)
• Arrhythmia ablations
• Congenital heart anomalies correction
• Pacemaker insertion
• AICD (automatic internal cardioverter defibrillator) insertion

5. Evaluation of the External Business Environment
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6. 6

7. Porter’s Five Forces Analysis
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• High entry barriers (governmental
regulator policies – highly specialized
knowledge with multiple subspecialities
– Medical training).
• High capital requirements (costs of
building – skilled staffing - medical
equipment).
• Long time to be up and running
(cumulative experiences – Brand name
for cardiology practice).
• Wide range of potential medical suppliers
(governmental UPA & private) for
pharmaceutical, medical equipment, medical test
kits & maintenance materials  advantageous
bargaining power of the hospital.
• Certain unique niche supplies (cardiac stents &
valves) only by a particular international
suppliers reduction the bargaining power of
the hospital esp. with EGY pound flotation.
• Too expensive to switch unique niche suppliers
causing delay in the number of operation &
increase waiting list.
• Governmental ( university hospitals - other
teaching hospitals) – NGO (Magdi Yacoub
Heart Foundation - Al Nas Hospital) –
Private Hospitals (DAF – Cleopatra – As-
Salam –Safa).
• Better quality of services in NGO & Private
hospitals but costly compared to ours.
However, our quality & diversity of services
is better than other Governmental hospitals.
• Strong barrier to exit as it’s a leading
governmental hospital in the specialty
practice with subsided prices
• Low threat of a substitute (community
health services or clinics or centers) as
no other services can offer a value
proposition that is uniquely different
from present diverse highly specialized
healthcare services.
• Large number of cardiac patients
(adult & pediatric) getting continuous
services with subsided prices.
• Too costly for the patients to switch to
private sector esp. for operations &
Cath. Interventions – weak patient
bargaining power.
• Patient seeks getting seen earlier
privately if he can afford it, because of
long waiting lists.

8. Evaluation of the Internal Environment
The internal environment analysis is conducted after the external
environment analysis.
The 7's model is composed of:
1. Strategy (short/medium/long term)
2. Structure (clear lines of reporting/communicating)
3. Style (Participative /Democratic/Autocratic/Dictatorship leadership)
4. Staff (skilled staff/Retention plan/new recruitment)
5. Skills (Leadership/Management /Technical /Inter &Intra personal skills)
6. System (Performance /Financial/IT /Accounting /Quality control system)
7. Shared values (Timeliness/Reliability/internal efficiency/Customer satisfaction/Transparency/
Brand reputation/Quality)
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10. COMPETITOR MATRIX
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Lower quality Higher quality
Lower Price
Higher Price
Saudi German
Nasser
Institute
Bolak
General
Hospital
National
Heart
Institute
DAF
Kasr Alainy

11. SWOT ANALYSIS
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STRENGTHS
-S1: Strong brand name.
-S2: Highly qualified staff
-S3: Highly advanced equipments
-S4: Strong health insurance
contract (Government analysis)
WEAKNESSES
-W1: Long waiting time
-W2: High turnover of staff
-W3: Paper records
OPPORTUNITIES
-O1: Merge with international brand names
(Social analysis)
-O2: New geographic area (Government analysis)
-O3: New medical insurance contract (social
analysis)
-O4: GAHAR accreditation
THREATS
-T1: Surrounded by highly qualified
technical competitors (competitors
analysis)
-T2: High cost of suppliers
-T3: Poor government funding

12. TOWS ANALYSIS
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13. STP process
Our institute is service focused Diagnosis & treatment of children and adult
cardiac patient & make all advanced surgeries to all ages.
CUSTOMER TARGET: -Children & adult
-Public insurance
POSITION STATEMENT: Cardiac hospital with the highest technological
competencies.
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15. SMART Objectives
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1- Retention Plan ( Increase salaries by 30% + improve residency
programs + Continuous education to the staff)
2- Creation of an inventory committee to prevent constant shortage in
supplies, to be fully functional by the 2nd quarter of 2022
3- Purchasing a fully integrated digitalized system + training of the whole
staff, start implementing EMR by the end of 2022
4- Decrease OR waiting list 30% by the end of 2022
5- Opening of a new building extension to decrease crowding in the main
facility (long term objective)

16. Roadmap of a Successful Growth Startegy
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1 3 5
6
4
2
1.Research our development
opportunities (New geographic
area )
3-Developing strategies &
identifying tools needed to support
these goals
5-Validating the
growth experiments
2.Setting our growth goals (Opening of a new
building extension to decrease crowding) 4-Runing growth experiments
& analyzing the results
6-Fostering extreme accountability by
optimizing the growth plan while revisiting
the SMART objectives

17. Strategy
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The strategy to be used is: Market Development Strategy
Opening a new building extension of NHI needs an effective
geographic expansion strategy which is critical to the long-term
sustainability.
There are some considerations for evaluating new extension for
geographic expansion as:
• Market Attractiveness: Factors such as population size,
population growth, household income, and percentage of
residents with private insurance can provide valuable
directional support for NHI to explore for expansion
opportunities.
• Drive Time and Travel Patterns: Exploring high volume
traffic areas and resident travel patterns offers guidance for
areas of expansion and potential physician practice or
ambulatory care locations.

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Also, It is a must to define the biggest challenges, form a clear strategy and guide decision-making for space
allocation, design, materials and more.
Here are several steps to take.
1. Interview knowledgeable staff to uncover challenges
NHI must serve all stakeholders, from senior leadership and administrators to facility managers and
frontline staff. Interviewing these parties gives you a crucial understanding of their challenges, so you can
plan your hospital expansion to address them.
2. Evaluate existing systems
Bring designers and engineers on-site to evaluate and quantify the operational efficiencies of your facility’s
layout, traffic flows, technology systems and other key building elements, including: Medical technologies,
Energy usage and opportunities to capture energy-efficiency savings
3. Define the financial capacity
Conduct a thorough financial evaluation and align your project team’s thinking to your budget. Define
which services and areas drive profit or are losing money. Nail down your budget and, just as importantly,
gauge your construction financing needs.

19. 7 P’s
Physical Evidence
• Building & Logos
• Security and Parking Facility
• Ambiance and physical environment
• Aesthetics (Décor, Cleanliness and
Waiting Seats & Lighting)
• Token Display system
• Good communication and
responding
• Appropriate diagnostic and
treatment equipment
Process
• Using HIS and other networks
• Attention to patients’ comments
and complains
• Describing the details of services to
the patients
• Speed of service delivery by the
staff
Promotion
• Social Media Platform
• Online Reviews
• Public relations and publicity
• Advertising (TV, Billboard, Radio &
Printed Material)
Product
• Quality of Services
• Update & new Services
• Consulting Services
• Telemedicine
• Waiting list for needed services
• Home care after discharge
Price
• Appropriate tariff fees comparing
to other centers
• Ccontract with basic and
complementary insurances
• Wwaive for the poor patients
• Free services
• Transparent and on time bills of
the patients
Place
• Location based on the population
• Appropriate transportation
• Possibility of delivering portable
services
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People
• Good relationship between
staff and patients
• Scientific skills of the staff
• Adequate No of people for
service delivery
• Attention of staff to mental
needs of the patients
• Using uniforms based on the
hospital’s uniform

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Different activities that would enhance PE:
1. Instruct front office staff to be friendly & helpful
2. Ensuring (Waiting rooms/ WCs/ Admission rooms)
are clean & comfortable
3. Keep wait times to a minimum
4. Pt protection (Safety/ Inf control/ Lost & found)
5. Prompt responsiveness of hospital staff
6. Good communication with clinicians with explainable
discharge information
7. Adequate pain management
8. Offering online scheduling
9. Sending appointment confirmations & follow up reminders

21. Assessment of Service Quality & Pt Satisfaction using SERVQUAL model
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- Provide pts across all channels with a robust Customer Relationship
Management (CRM) and ticket tracking solution to avoid making
customers repeat themselves.
- Monitor, measure, and track performance against Key Performance
indicators (KPIs).
- Prioritizing care coordination and patient engagement (associated with
satisfaction and outcomes).
- Understanding the effects of new care delivery models on patient
experiences and outcomes.
- Developing robust measurement approaches that provide timely and
actionable information to facilitate organizational change.
- Improving data collection methods and procedures to provide fair and
accurate assessments of individual providers.

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Measuring of Customer Satisfaction Across Communication Channels
A. Net Promoter Score (NPS)
NPS survey might ask how likely you are to recommend this
company/product/service to a friend. This provides a measure
of customer satisfaction as well as assessing customer loyalty.
B. Customer Satisfaction Score (CSAT)
CSAT is a straightforward way of measuring customer
satisfaction. It measures how customers feel about a service or
interaction. It can be as simple as a survey that asks customers
how satisfied they were with the experience by rating it on a
scale from 1-5 or 1-10.
C. Customer Effort Score (CES)
CES focuses on a very specific assessment, to determine how
easy it was for customers to complete an interaction.
Obviously, the easier the process, the happier the customer.

23. THANK YOU!
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