1. The Joint Commission requires healthcare organizations to repor.docx

1. The Joint Commission requires healthcare organizations to
report SENTINEL EVENTS. Hospital administrators then
execute a root-cause analysis, determine best practices and
implement changes to prevent a future incident. Sentinel events
become public!
1) Define the termn: Sentinel event and
2) Give an example of a hospital Sentinel event a
2.
The hospitals planning efforts usually led by the hospital CE0.
Part of the Strategic planning process is the evaluation of the
hospitals internal and external environnnents. As a future health
Care Administrator, you will need to be skilled at SWOT
analysis leadership
a. Define the term: SWOT
b. In performing a strategic swoT analysis of the hospital's
internal and external environments, it serves as the first step in
creating the organizations strategic plan. State one example that
describes a fictional 200-bed community hospital's situation for
each category: s, w, o and T. (examples are NOT given in your
text so, you need to come up with your own example for each of
the 4 swoT categories.) provide each example with a full
sentence description. Here's an example of what am looking for:
w: This hospital does not employ hospitalists. By relying only
on community providers to manage the inpatient course of their
patients, the ALos of this hospital is above the national mean.
S :
W :
O :
T :
3.
1- State the classic four (4) Ps of Marketing. (page 280-281)

2- Using the text and/or other references as guidance, describe
in your own words how each of the (4) Ps apply to Hospital
Markets using examples. Remember this is a 10 point essay!
P1:
P2:
P3:
P4:
4.
List four (4) roles/functions of the ethics committee in a
hospital
5.
List four (4) principles of biomedical ethics that can be used as
tools to resolve complex ethical dilemmas inherent to patient
care.
1.
A- Identify and discuss reasons why firms become so infatuated
with pricing.
There is no other component of the marketing program that
firms become more infatuated with than pricing. There are at
least four reasons for the attention given to pricing. First, the
revenue equation is pretty simple: Revenue equals the price
times quantity sold. There are only two ways for a firm to grow
revenue: increase prices or increase the volume of product sold.
Rarely can a firm do both simultaneously. Although there are
literally hundreds of ways to increase profit by controlling costs
and operating expenses, the revenue side has only two
variables—one being price and the other being heavily
influenced by price.

A second reason that firms become enamored with pricing is
that it is the easiest of all marketing variables to change.
Although changing the product and its distribution or promotion
can take months or even years, changes in pricing can be
executed immediately in real time. Likewise, product,
distribution, or promotion changes can also be quite expensive,
especially if research and development (R&D) or production
must be rescheduled. Conversely, changing prices is a very low-
cost option.
The third reason for the importance of pricing is that firms take
considerable pains to discover and anticipate the pricing
strategies and tactics of other firms. Salespeople learn to read a
competitor’s price sheet upside down at a buyer’s desk.
Retailers send “secret shoppers” into competitors’ stores to
learn what they charge for the same merchandise. In this age of
e-commerce, tracking what competitors charge for their goods
and services has become so daunting that an entire price-
tracking industry has emerged.
Finally, pricing is given a great deal of attention because it is
considered to be the only real means of differentiation in mature
markets plagued by commoditization. When customers see all
competing products as offering the same features and benefits,
their buying decisions are primarily driven by price.
Having a solid understanding of these issues is important
because far too many firms and their managers use a seat-of-
the-pants approach to pricing by guessing the best price for
their goods and services. Guessing is never a good strategy in
marketing; it can be downright deadly when it comes to setting
prices.
B- Why is pricing given a great deal of attention? ( answer this
in your way please)

2. In many (if not most) circumstances, cutting prices to
increase sales volume is not a good idea. Explain why this is so.
What are some alternatives that are preferable to cutting prices?
All marketers understand the relationship between price and
revenue. However, firms cannot charge high prices without
good reason. In fact, virtually all firms face intense price
competition from their rivals, which tends to hold prices down.
In the face of this competition, it is natural for firms to see
price cutting as a viable means of increasing sales. Price cutting
can also move excess inventory and generate short-term cash
flow. However, all price cuts affect the firm’s bottom line.
When setting prices, many firms hold fast to these two general
pricing myths:
Myth 1: When business is good, a price cut will capture greater
market share.
Myth 2: When business is bad, a price cut will stimulate sales.
Unfortunately, the relationship between price and revenue
challenges these assumptions and makes them a risky
proposition for most firms. The reality is that any price cut must
be offset by an increase in sales volume just to maintain the
same level of revenue. Let’s look at an example. Assume that a
consumer electronics manufacturer sells 1,000 high-end stereo
receivers per month at $1000 per system. The firm’s total cost
is $500 per system, which leaves a gross margin of $500. When
the sales of this high-end system decline, the firm decides to cut
the price to increase sales. The firm’s strategy is to offer a $100
rebate to anyone who buys a system over the next three months.
The rebate is consistent with a 10 percent price cut, but it is in
reality a 20 percent reduction in gross margin (from $500 to
$400). To compensate for the loss in gross margin, the firm
must increase the volume of receivers sold. The question is by
how much. We can find the answer using this formula:

Percent Change
in Unit Volume
=
Gross Margin %
Gross Margin % ± Price Change %
–1
.25
=
.50
.50 – .10
–1
As the calculation indicates, the firm would have to increase
sales volume by 25 percent to 1,250 units sold in order to
maintain the same level of total gross margin. How likely is it
that a $100 rebate will increase sales volume by 25 percent?
This question is critical to the success of the firm’s rebate
strategy. In many instances, the needed increase in sales volume
is too high. Consequently, the firm’s gross margin may actually
be lower after the price cut.
Rather than blindly use price cutting to stimulate sales and
revenue, it is often better for a firm to find ways to build value
into the product and justify the current price, or even a higher
price, rather than cutting the product’s price in search of higher
sales volume. In the case of the stereo manufacturer, giving
customers $100 worth of CDs or DVDs for each purchase is a
much better option than a $100 rebate. The cost of giving
customers these free add-ons is low because the marketer buys
them in bulk quantities. This added expense is almost always
less costly than a price cut. And the increase in value may allow
the marketer to charge higher prices for the product bundle.
3. Discuss the issues associated with the increasing

fragmentation of mass media audiences. How are advertisers
and media companies coping with the issue?
The traditional media business is hanging on for the ride of its
life. That ride is called fragmentation and it’s going to forever
change the way both media and advertisers do business. The
problem is that consumers’ attention is being spread across an
increasing array of media and entertainment choices. Those
choices include the Internet, targeted cable programming,
video-on-demand, TiVo (or digital video recorders), iPods,
DVDs, video games, and wireless phones. Today, mass
audiences are dwindling fast as consumers spend less time with
traditional media such as television, magazines, and
newspapers. Consumers now expect to use media whenever and
wherever they want, and on any device. They are no longer wed
to full-length television programming or to leisurely reading the
newspaper.
For advertisers, these trends are alarming because it is their
traditional bread-and-butter demographic that is fragmenting the
most. For example, the number of 18- to 34- year-old men who
watch primetime television has been declining steadily since
2000. Those who watch television increasingly use TiVo or
other DVR devices to skip advertising. These changes are
forcing marketers to adapt by finding newer, more effective
ways to reach their target audiences. One way marketers are
countering the trend is by linking sales promotion to target
markets through strategic integration into related television
programming. Company sponsorship of programming can allow
a close connection between brand and target market.
In addition to outright sponsorship of popular programs,
marketers are also making deals with television and cable
networks to place their products into actual programs. In-
program product placements have been successful in reaching
consumers as they are being entertained rather than during the

competitive commercial breaks. Media companies themselves
have also been forced to adapt, most notably by fragmenting
their content and business models to match their fragmented
audiences. One way that companies have addressed the problem
is by making their content available on multiple platforms.
Despite the challenges of reaching fragmented audiences, the
trend actually has a big side benefit. The science behind
traditional broadcast television ratings and audience
measurement has always been uncertain. With on-demand
services, advertisers are able to precisely measure audience
characteristics whether the content is delivered via the Internet,
cable, or wireless devices. This one-two punch of profits and
precise measurement may mark the death of the traditional 30-
second primetime television spot.
4. Discuss the steps involved in the AIDA model of outlining
promotional goals. How does IMC strategy shift from one step
to the next in the model? How does the important of various
promotional elements vary across the steps?
Ultimately, the goals and objectives of any promotional
campaign culminate in the purchase of goods or services by the
target market. The classic model for outlining promotional goals
and achieving this ultimate outcome is the AIDA model—
attention, interest, desire, and action:
Ÿ Attention – Firms cannot sell products if the members of the
target market do not know they exist. As a result, the first major
goal of any promotional campaign is to attract the attention of
potential customers.
Ÿ Interest – Attracting attention seldom sells products.
Therefore, the firm must spark interest in the product by
demonstrating its features, uses, and benefits.

Ÿ Desire – To be successful, firms must move potential
customers beyond mere interest in the product. Good promotion
will stimulate desire by convincing potential customers of the
product’s superiority and its ability to satisfy specific needs.
Ÿ Action – After convincing potential customers to buy the
product, promotion must then push them toward the actual
purchase.
The role and importance of specific promotional elements varies
across the steps in the AIDA model. Mass-communication
elements, such as advertising and public relations, tend to be
used more heavily to stimulate awareness and interest due to
their efficiency in reaching large numbers of potential
customers. Along with advertising, sales promotion activities,
such as product samples or demonstrations, are vital to
stimulating interest in the product. The enhanced
communication effectiveness of personal selling makes it
ideally suited to moving potential customers through internal
desire and into action. Other sales promotion activities, such as
product displays, coupons, and trial-size packaging, are well
suited to pushing customers toward the final act of making a
purchase.
5. Identify and discuss the issues and challenges involved in
measuring the effectiveness of an advertising campaign. Is it
relatively easier to measure effectiveness before or after the
campaign has been implemented? Explain.
Evaluating the effectiveness of advertising is one of the most
challenging tasks facing marketers. Many of the effects and
outcomes of advertising take a long time to develop, especially
regarding important outcomes such as enhanced brand image,
corporate reputation, and positive product attitudes. The effect
of advertising on sales lags in some cases, with the effect
occurring long after the campaign has ended. The seemingly

unending methods that can be used to evaluate advertising
effectiveness further complicate the task of measuring
advertising results. Some methods include evaluating the
achievement of advertising objectives; assessing the
effectiveness of advertising copy, illustrations, and layouts; and
evaluating the effectiveness of various media. Effectiveness
measures can also look at different market segments and their
responses to advertising—including brand image; attitudes
toward the advertising, the brand, or the firm; and actual
customer purchasing behavior.
Advertising effectiveness can be evaluated before, during, or
after the campaign. A pretest attempts to evaluate the potential
effectiveness of one or more elements of the advertising
program. To pretest advertisements, firms often use a panel of
actual or potential buyers who judge one or more aspects of an
advertisement. Pretests are founded on the belief that customers
are more likely to know what type of advertising will influence
them. During an ad campaign, the company typically measures
effectiveness by looking at actual customer behavior patterns
such as purchases, responses to toll-free telephone numbers,
rate of coupon redemption, page visits to the firm’s website, or
even personal communications. The firm may record the number
of inquiries or communication contacts, and judge advertising
effectiveness based on industry norms or the firm’s own internal
benchmarks. Firms may even peruse blogs for evidence of the
effectiveness of their promotional campaigns.
The evaluation of advertising effectiveness after a campaign is a
posttest. The nature of the firm’s advertising objectives will
determine what kind of posttest is most appropriate. For
example, if a campaign’s objective is to increase brand
awareness or create a more favorable attitude toward the firm,
then the posttest will measure changes in these variables.
Customer surveys, panels, or experiments may be used to
evaluate a campaign based on communication objectives. Firms

will also use performance outcomes such as sales or market
share changes to determine campaign effectiveness.
Unfortunately, the connection between advertising and these
types of outcomes is not always clear. The difficulty in linking
advertising to sales becomes compounded by the fact that many
factors can affect sales. Furthermore, most of these factors are
beyond the control of the firm. For instance, competitors’
actions, regulatory decisions, changes in economic conditions,
and even the weather might influence or diminish a firm’s sales
or market share during a specific time period when advertising
effectiveness is under scrutiny.
6. Discuss the role of sales promotion in consumer markets. In
your answer, identify several types of consumer sales promotion
activities and how they might be used in an overall IMC
program.
Any member of the supply chain can initiate consumer sales
promotions, but manufacturers and retailers typically offer
them. For manufacturers, sales promotion activities represent an
effective way to introduce new products or promote established
brands. Coupons and product sampling are frequently used
during new product launches to stimulate interest and trial.
Retailers typically offer sales promotions to stimulate customer
traffic or increase sales at specific locations. Coupons and free
products are common examples, as are in-store product
demonstrations. Many retailers are known for their sales
promotions such as the free toys that come with kid’s meals at
McDonald’s, Burger King, and other fast food establishments.
A potentially limitless variety of sales promotion methods can
be used in consumer markets. Truthfully, developing and using
these methods is limited only by the creativity of the firm
offering the promotion. However, firms will typically offer one
or more of the following types of sales promotions to
consumers:

Ÿ Coupons – Coupons reduce the price of a product and
encourage customers to try new or established brands. Coupons
can be used to increase sales volume quickly, to attract repeat
purchasers, or even to introduce new product sizes or models.
To be most effective, coupons need to be accessible, easy to
recognize, and easy to use. For the most part, this requires that
coupons be distributed on packages (the highest redemption
rates), through inserts in print advertising, through direct mail,
or through in-store displays.
Ÿ Rebates – Rebates are very similar to coupons except that
they require much more effort on the consumer’s part to obtain
the price reduction. Although consumers prefer coupons because
of the ease of use, most firms prefer rebates for several reasons.
First, firms have more control over rebates because they can be
launched and ended very quickly. Second, a rebate program
allows the firm to collect important consumer information that
can be used to build customer databases. The best reason is that
most consumers never bother to redeem rebate offers. This
allows a firm to entice customers to purchase a product with
only a minimal loss of profit.
Ÿ Samples – Free samples are one of the most widely used
consumer sales promotion methods. Samples stimulate trial of a
product, increase volume in the early stages of the product’s life
cycle, and encourage consumers to actively search for a
product. Samples can be distributed through the mail, attached
to other products, and given out through personal selling efforts
or in-store displays. Samples can also be distributed via less
direct methods. For example, free samples of soap, shampoo,
coffee, or sunscreen might be placed in hotel rooms to create
consumer awareness of new products.
Ÿ Loyalty Programs – Loyalty programs, or frequent-buyer
programs, reward loyal customers who engage in repeat
purchases. These programs are popular in many industries due
to their potential to dramatically increase profits over the long
term. We are all familiar with the frequent-flier programs

offered by major airlines. Other companies, such as hotels, auto
rental agencies, and credit card companies, offer free goods or
services for repeat purchases.
Ÿ Point-of-Purchase Promotion – Point-of-purchase (POP)
promotion includes displays, counter pieces, display racks, or
self-service cartons that are designed to build traffic, advertise
a product, or induce impulse purchases. POP promotions are
highly effective because they are used in a store where
consumers make roughly 70 to 80 percent of all purchase
decisions. Another type of POP promotion is an in-store product
demonstration. Examples of these demonstrations include
fashion shows, food preparation demonstrations in grocery
stores, and free makeovers in the cosmetics departments of
department stores and specialty stores.
Ÿ Premiums – Premiums are items offered free or at a minimum
cost as a bonus for purchasing a product. Examples of premiums
include a free car wash with a gasoline fill-up, a free toothbrush
with a purchase of a tube of toothpaste, and the toys offered
inside a McDonald’s Happy Meal. Premiums are good at
increasing consumption and persuading consumers to switch
brands.
Ÿ Contests and Sweepstakes – Consumer contests, games, and
sweepstakes encourage potential consumers to compete for
prizes or try their luck by submitting their names in a drawing
for prizes. In addition to being valuable information collection
tools, contests and sweepstakes are good at attracting a large
number of participants and generating widespread interest in a
product. Because they require no skill to enter, sweepstakes are
an effective way to increase sales or market share in the short
term.
Ÿ Direct Mail – Direct mail, which includes catalog marketing
and other printed material mailed to individual consumers, is a
unique category because it incorporates elements of advertising,
sales promotion, and distribution into a coordinated effort to
induce customers to buy. The use of direct mail has grown
tremendously in recent years due to consumer time constraints,

relatively low cost, and the advent of sophisticated database
management tools.
Firms can use any one or all of these consumer promotion
methods in their overall IMC program. However, the choice of
one or more methods must be made in consideration of the
firm’s IMC objectives. Furthermore, the choice must also
consider the use of sales promotions by competitors and
whether a particular method involves ethical or legal
dimensions. Consumer sweepstakes, in particular, have specific
legal requirements to ensure that each entrant has an equally
likely chance of winning.
7. Discuss the relationship between customer expectations and
customer satisfaction. What might cause expectations to be
higher or lower? How is the zone of tolerance a useful
diagnostic tool in terms of developing strategies aimed at
improving customer satisfaction?
Customer expectations can vary based on the situation. For
example, expectations are likely to be very high (that is, closer
to the ideal end of the range) in situations where personal needs
are very high. Expectations also tend to be higher when
customers have many alternatives for meeting their needs. Other
situations can cause customer expectations to be lower.
Customers may have lower expectations (that is, closer to the
tolerable end of the range) when the purchase is not involving
or when the monetary or nonmonetary prices are low. Customers
can also become more tolerant of weak or poor performance
when they have fewer product alternatives or when the poor
performance is beyond the control of the firm (e.g., bad
weather, excessively high demand, or natural disasters).
The difference between the upper and lower end of the range of
possible customer expectations is an important strategic

consideration in managing customer satisfaction. Marketers
often refer to the upper end of expectations as desired
performance expectations (what customers want) and the lower
end of the range as adequate performance expectations (what
customers are willing to accept). The extent of the difference
between desired and adequate performance is called the zone of
tolerance. The width of the zone of tolerance represents the
degree to which customers recognize and are willing to accept
variability in performance (i.e., quality, value, or some other
measurable aspect of the marketing program). Performance can
fall above the zone of tolerance (i.e., customer delight), within
the zone of tolerance (i.e., customer satisfaction), or below it
(i.e., customer dissatisfaction).
We can think of these issues in a strategic sense by considering
the zone of tolerance as a moving target. If the zone is narrow,
the difference between what customers want and what they are
willing to accept is also narrow. This means that the marketer
will have a relatively more difficult time matching performance
to customer expectations. Hence, customer satisfaction is harder
to achieve when the zone of tolerance is narrow. Conversely,
customer satisfaction is relatively easier to achieve when the
zone of tolerance is wide. In these instances, the marketer’s
hurdle is lower and the satisfaction targets are easier to hit.
Delighting the customer by exceeding desired expectations is an
exceedingly difficult task for any marketer. Causing customer
dissatisfaction by failing to meet even adequate expectations is
a situation that should be avoided at all times.
8. Explain the overall objective of customer relationship
management and the stages that customers are pulled through in
the process. For each stage, identify the marketing goals during
the stage as well as examples of strategies that may be used
The objective of CRM is to move customers from having a
simple awareness of the firm and its product offering, through

levels of increasing relationship intensity, to the point where
the customer becomes a true advocate for the firm and/or its
products. The stages, goals, and examples include:
Awareness
Goals: 1) promote customer knowledge and education about the
product
or company
2) prospect for new customers
Examples: product advertising, personal selling (cold calls),
word of mouth
Initial Purchase
Goals: 1) get product or company into customers’ evoked set of
alternatives
2) stimulate interest in the product
3) stimulate product trial
Examples: advertising, product sampling, personal selling
Repeat Customer
Goals: 1) fully satisfy customers’ needs and wants
2) completely meet or exceed customers’ expectations or
product
specifications
Examples: good product quality and value-based pricing, good
service before, during,
and after the sale, frequent reminders and incentives
Client
Goals: 1) create financial bonds that limit the customer’s ability
to switch
products or suppliers
2) acquire more of each individual customer’s business
3) personalize products to meet evolving customer needs and
wants

Examples: frequent customer cards, frequent-flier programs,
broad product offering
Community
Goals: 1) create social bonds that prevent product or supplier
switching
2) create opportunities for customers to interact with each other
in a
sense of community
Examples: membership programs, affinity programs, ongoing
personal
communication
Advocacy
Goals: 1) create customization or structural bonds that
encourage the highest
degree of loyalty
2) become such a part of the customer’s life that he or she is not
willing
to end the relationship
3) think of customers as partners
Examples: customer events and reunions, long-term contracts,
brand-related memorabilia

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1. The Joint Commission requires healthcare organizations to repor.docx