Executive Summary The nanopatch should become the leading vaccination method in the healthcare realm especially for individuals that are apprehensive about of using common needles. The company seeks to grow its reputation in the healthcare industry by introducing an innovative product that diminishes pain during vaccination. Its objectives of producing a cost effective and painless vaccine include improved immunology, no cold chain, and painlessness during vaccination as it is made of micro-projections that deliver vaccines to immune cells on the outer layer of the skin. Moreover, it reduces needlestick injuries, and it is cost-effective because a physician uses less vaccine when compared to traditional injection techniques. Furthermore, costs are saved because minimal vaccine is used as the innovative micro-projection ensures equal distribution of the vaccine to immune cells. Nanopatch will change the vaccination experience for children, minimize needlestick injuries, and provides an ambient temperature stability of the vaccine. The Nanopatch is pain-free since it does not project deep enough to make contact with nerve endings in the skin. In fact, in the recent product testing stage using animals, the Nanopatch proved to be reliable, as it delivered flu vaccine with a significant success rate when compared to the normal syringe. The Nanopatch technology will reduce chances of cross-contamination of needle-borne diseases such as hepatitis and HIV, which will improve not only patient satisfaction but also the corresponding hospital experience. To sell the product and ensure consistency as per the set objectives, the Nanopatch will first target parents with children below the age of six years in the vaccination market segment, then, it will be expanded to the entire hospital structure. For the children’s vaccination segment, the product uses the notion that parents and children do not like painful needles. Also, the strategy seeks to capitalize on the high number of vaccinations that children below the age of five are subjected to; as such, they will form a huge market segment for the product. The product will be availed for both high and low-end markets with a one-fit-all pricing strategy to ensure the available market is not discriminated and ensure uniform brand performance in the industry. Given that the major target consumers are parents with children below the age of six years, marketers will target pediatric hospitals and clinics as niche markets using a focus strategy. However, there will be parallel marketing activities in adult hospitals, especially those offering care to the elderly. Another target market includes convenient drug stores that sell self-administered drugs such as insulin and supplements that require the use of a syringe. The pricing strategy will combine both the penetration and skimming techniques to enter the market. The penetration pricing strategy will take into consideration existing competition and cost of innov ...

1. Executive Summary
The nanopatch should become the leading vaccination method in
the healthcare realm especially for individuals that are
apprehensive about of using common needles. The company
seeks to grow its reputation in the healthcare industry by
introducing an innovative product that diminishes pain during
vaccination. Its objectives of producing a cost effective and
painless vaccine include improved immunology, no cold chain,
and painlessness during vaccination as it is made of micro-
projections that deliver vaccines to immune cells on the outer
layer of the skin. Moreover, it reduces needlestick injuries, and
it is cost-effective because a physician uses less vaccine when
compared to traditional injection techniques. Furthermore, costs
are saved because minimal vaccine is used as the innovative
micro-projection ensures equal distribution of the vaccine to
immune cells.
Nanopatch will change the vaccination experience for children,
minimize needlestick injuries, and provides an ambient
temperature stability of the vaccine. The Nanopatch is pain-free
since it does not project deep enough to make contact with
nerve endings in the skin. In fact, in the recent product testing
stage using animals, the Nanopatch proved to be reliable, as it
delivered flu vaccine with a significant success rate when
compared to the normal syringe. The Nanopatch technology will
reduce chances of cross-contamination of needle-borne diseases
such as hepatitis and HIV, which will improve not only patient
satisfaction but also the corresponding hospital experience.
To sell the product and ensure consistency as per the set
objectives, the Nanopatch will first target parents with children
below the age of six years in the vaccination market segment,
then, it will be expanded to the entire hospital structure. For the
children’s vaccination segment, the product uses the notion that
parents and children do not like painful needles. Also, the

2. strategy seeks to capitalize on the high number of vaccinations
that children below the age of five are subjected to; as such,
they will form a huge market segment for the product. The
product will be availed for both high and low-end markets with
a one-fit-all pricing strategy to ensure the available market is
not discriminated and ensure uniform brand performance in the
industry.
Given that the major target consumers are parents with children
below the age of six years, marketers will target pediatric
hospitals and clinics as niche markets using a focus strategy.
However, there will be parallel marketing activities in adult
hospitals, especially those offering care to the elderly. Another
target market includes convenient drug stores that sell self-
administered drugs such as insulin and supplements that require
the use of a syringe. The pricing strategy will combine both the
penetration and skimming techniques to enter the market. The
penetration pricing strategy will take into consideration existing
competition and cost of innovation. Depending on market
reception, the firm will decide on the maximum price of the
product; however, a premium price will be charged if demand
during the test phase exceeds expectation. Based on the
psychological selling point of the Nanopatch syringe, the
company is projecting a positive consumer reaction that might
increase sales volumes during the initial product launching
stages. The Nanopatch will be sold at a discount rate to
customers based on purchase volume and repeat buys. Emphasis
will be placed on word of mouth marketing and mass print
media advertising especially in pediatric healthcare centers and
innovation fares. Key features such as painlessness, cost
effectiveness, zero-disease infection, and use of low quantities
of vaccines will be the main selling points of the product.
Essay questions
Choose one question out of these questions.
· How does wellbeing change across the lifespan? Evaluate both

3. theory and research evidence in your answer. (JM)
· Compare and contrast the merits and shortfalls of the
biomedical and social models in describing the impact of being
diagnosed with a long-term condition (PN)
· Critically consider the contribution made by researchers from
a feminist perspective on our understanding of postpartum
depression. (RS)
· Examine how stereotypes affect individuals' health and well-
being from childhood to old age.(BH)
· Critically assess the relative roles of cultural and structural
factors underpinning decisions surrounding childhood
immunisation in under-immunised groups (DS)
·
Discuss the research on life events within early adulthood and
evaluate how these affect mental and physical health.(OR)
· Compare two issues that the biopsychosocial discussions about
death address regularly. (CML)
· Discuss what the main limitations of the biopsychosocial
model are regarding aging. (CML)
· Explain why agency is an important category in contemporary
discussions of illness and health. (CML)
Guidelines
3000 words will mean you need to think carefully about
structure.
You need to contrast two theories and discuss at least four
articles that discuss empirical evidence
When describing theory, make it clear
1) which element of health the theory seeks to explain
2) that your explanation is full
3) what the theory would predict
4) Consider any clashes with alternative theories- on which
points do they disagree?
When describing research, make clear;

4. 1) The purpose of the research- what are the testing? A
particular theoretical position?
2) Who were the participants in the research
3) What were they asked to do?
4) What were the results?
5) What are the implications of those results for theory?
6) Can you find any criticisms?Consider validity,
generalisability and reliability.
Table of Contents:
PAGE
Executive
Summary……………………………………………………………...
.... 2
Situational
Analysis…………………………….......…………………………....
.... 4
SWOTT
Analysis…………………………………………………...............
6
Environmental
Forces……………...……………………………................. 7
Competitive
Analysis………………………………………………............. 9
Target
Market.................……………………………………………………
…........ 10
Pricing....................................……………………………………
……………….... 12
Pricing
Objectives…………………………………............……………......

5. 12
Pricing
Strategies…………………………………....………………….......
13
Objectives/Strategies/Tactics………………...……………………
……………….. 13
Media
Plan..........................………………………………………………
………... 15
Media
Schedule............................………………………………………
………...... 17
TV
Commercials.......…………………………………………………….
.... 17
Radio
Ads.........................................................................................
............. 18
Facebook
Page........................................................................................
....... 18
Facebook
Ads.........................................................................................
........ 19
Billboards...........……………………………………………………
…….... 19
Mobile
Application.............................................................................
........... 20
Budget....................................................................................
.................................... 20

6. Controls.........................................………………………………
………………….21
Metrics………..........………………………………………………
………. 21
Contingency…….....…………………………………………………
…...... 23
Bibliography..................................………………………………
………………….24
Executive Summary:
As one of the nation’s leading pediatric hospitals and Indiana’s
first and only comprehensive hospital dedicated exclusively to
the care of children, we at Riley Hospital for Children have
provided compassionate care, support and comfort to children
and their families for 90 years (Riley). It’s that same
compassionate care, support and comfort that has created a
sense of trust and transparency with our patients, their families
and the rest of our community. After seeing our dedication to
changing and improving our patient’s lives, Memorial Hospital
of South Bend decided to join our team.
About five years ago, Riley Hospital for Children partnered
with Memorial Hospital of South Bend, creating the new Riley
Hospital for Children at Memorial. Due to the challengers in
the market, Memorial Children’s Hospital asked us to partner
with them in order to give them a competitive edge over Saint
Joseph Regional Medical Center, who is partnered with Peyton
Manning Children’s Hospital. In order to make Memorial stand

7. out in the South Bend area, we created a new service line: Riley
Children’s Cardiac Wellness Center.
The goal of our cardiac wellness clinic is to entice current
patients of Saint Joseph Regional Medical Center, while
simultaneously attracting new pediatric patients by providing
wellness services that no one else has. Most of our patients will
be referred from Memorial and Riley physicians, but we will
offer help to pediatric cardiac patients that are not referred as
well. Some of the major services we offer include
developing/maintaining nutrition and exercise plans, heart and
health education including pre/post surgery living (if needed),
and individual as-well-as group therapy sessions. We also offer
a free mobile app that is exclusively used by our wellness staff
in order to keep the patient’s families up-to-date with their
child’s wellness plan.
When someone in the family becomes ill, it is the woman of the
family that makes a majority of the health care decisions. This
fact has caused us to focus on women as our target market. To
be more specific, we are going to be targeting middle to upper
class mothers in their mid to late thirty’s that have a child with
cardiac problems. Our focus will include appealing to the well
being of the children in this target market by increasing their
quality of life, offering a peace of mind and ensuring long-term
heart health.
It is important that we have a plan for the direction we want our
wellness center to go in and several strategies looking at how
we are going to achieve this goal. We propose using several
objectives in order to try and measure our success. The first of
these are pricing strategies. These strategies will allow us to
base success off of our percentage of market share in the South
Bend area and our ability to be self-sustaining or conclude the
fiscal year with a black bottom line. We will also have three
main quantifiable objectives, which will be used to examine
community awareness, our percentage of new patient volume
and overall patient satisfaction. All of our objectives will need
to be met by the end of 2015. Part of our plan includes

8. implementing surveys at the conclusion of each unit of service
we provide. We can use these as an indicator for how well we
are doing and also help us identify what we can improve upon
moving forward. Although we will use these objectives as a
road map for where we want to be by the end of the year, it is
important that we remain flexible and realize that we can
modify the plan if something goes awry.
Situational Analysis:
Five years ago, Memorial Hospital of South Bend came to us
and asked us, Riley Hospital for Children, if we would take
control of their children’s hospital due to competition in their
market. Memorial Children’s hospital had to compete with
Saint Joseph Regional Medical Center, who partnered with
Peyton Manning Children’s Hospital. Five years after the
merger, to differentiate ourselves from the competition, we
decided that we are now opening Riley Children’s Cardiac
Wellness Center at Memorial. This wellness center will be
specifically centered on youth cardiac services. The specific
services we offer include:
· Nutritional services
· How to eat healthy/How to shop healthy
· Organizing/maintaining a balanced diet with a daily meal plan
for heart health and/or weight loss
· Exercise services
· Organizing/maintaining a weekly exercise routine for heart
health and/or weight loss
· Daycare services
· Available to families at the center during treatment times
· Patient centered care plans
· The “Who, What, When, Where and Why” a patient is
receiving heart wellness care from our facility
· Education services
· Heart Wellness
· Pre/Post Surgery Procedures

9. · Wound care
· Getting back to a normal lifestyle
· Individual and group therapy sessions
· Financial counseling
· Physical therapy
· Mobile wellness app exclusive to patients and their families
· Nutrition plan and tracking
· Exercising routine and tracking
· Patient portal
· Digital support groups (social media within the application)
Our clinical staff will include: Nutritionists, Dietitians,
Exercise Scientists, Physical Therapists, Nurse Practitioner,
Nurses (RNs), Child Care Providers, Administrators,
Psychologists and general front line staff. The target market
incorporates all cardiac patients from Riley Children’s Hospital,
Memorial Hospital, and any non-referred children with heart
problems. We are expecting that the majority of our clients will
be referred from Riley and Memorial physicians. However, we
will accept non–referred clients. Our plan is that referred clients
will be covered through their insurance, including Medicaid.
Financial counselors will be available to help people navigate
the financial burden that comes from not having insurance or
not being referred.
As a part of Riley Children’s Hospital at Memorial, we want to
target heart health in an area where there is little to no focus on
children’s cardiac wellness. According to The Children’s Heart
Foundation website, in America, congenital heart defects are the
leading birth defect. In South Bend, there are only two major
hospitals and neither have a specific focus on children’s heart
wellness before and/or after surgery.
SWOTT Analysis:
Strengths:
· We are a part of Riley Children’s Hospital and Memorial
Hospital. We have access to their resources and patients.

10. · There is only 1 other major hospital in our service area, Saint
Joseph Regional Medical Center. There is a Peyton Manning
Children’s Hospital cardiology clinic through Saint Joseph
Regional Medical Center, but it does not specifically focus on
cardiac wellness and does not have the same brand recognition
that Riley does.
· We provide financial counseling for families.
· We have a proactive approach for diagnosing heart conditions
early.
· We offer nutritional services for maintaining a healthy heart.
· We are the only cardiac wellness clinic in the region.
Weaknesses:
· Location of the mother institution in Indianapolis.
· Living up to the high expectations of Riley Children’s
Hospital.
· Cost of the services.
Opportunities:
· Brand new patients.
· Currently only one major competitor in the immediate area.
· Easy to market because we already have a widely known
brand.
· Easy to expand and add new features.
· Increasing demand of living a healthier lifestyle for children.
Threats:
· No certificate of need in Indiana so anyone could open a
children’s cardiac wellness center.
· Saint Joseph Regional Medical Center has partnered with
Peyton Manning Children’s Hospital to provide pediatric
specialty clinics in the South Bend area, including cardiology.
· After we open, anyone could easily duplicate our specialized
care clinic.
Trends:
· New technology in health care.
· Linking reimbursement to quality of care and health outcome.
· Increase in obesity rates in children.

11. Environmental Forces:
Economic:
· Inflation will make it more expensive for us to operate.
· The still struggling economy will make it harder for
consumers to afford our services.
· It may be difficult to convince consumers that there is a need
for our cardiac wellness services.
Technology:
· Better tests, diagnostic procedures and interventional
approaches for cardiac disease have increased the quality of
care. We can concentrate our marketing plan on our focus,
which is quality care for children cardiac patients.
· New technology increases the cost of care. We have
innovative new technology, funded by Riley and Memorial.
· Social Media has become a big part of the flow of information.
We will market our services on these websites, including
Riley’s and Memorial’s websites as well.
Regulatory:
· In the healthcare market, everything is regulated. We need to
ensure we stay up-to-date with all current regulations and
legislation in order to operate legally.
· FTC regulates deceptive or misleading advertising. We will
need to ensure our marketing plan advertises exactly what we do
without being deceptive.
· In order to avoid price fixing, we will need to ensure that we
have accurate and fair pricing for insured and uninsured patients
clearly listed on our website.
Social:
· In America, the number one birth defect is congenital heart
defects. This group will be one of the main segments we target
during our marketing campaign.
· During our marketing campaign, we will specifically be
targeting mothers because they usually make the health care
decisions for their families.
· Congenital heart defects affect all races and ethnic groups

12. almost equally. Because of this, our marketing campaign will
not specifically focus on one race or ethnic group.
Competitive Analysis:
Ann and Robert Lurie Children’s Hospital:
· Strengths:
· Medical staff includes 1,245 physicians in 70 pediatric
specialties
· Fantastic reputation (130 year legacy)
· Provide a large amount of charity care ($93 million in 2013)
· Only hospital in Illinois ranked in all 10 specialties and is one
of 12 hospitals nationally to receive U.S. News & World
Report’s Honor Roll award
· Weaknesses:
· Rebranded themselves in 2012, causing brand recognition loss
· Location in metropolitan area with a high crime rate
· Living up to the reputation’s expectation for great service and
care
· Competitive Advantage:
· High reputation as a multiple award winning hospital
· Provides an enormous amount of charity care, more than any
other children’s hospital in the country
Saint Joseph Regional Medical Center partnered with Peyton
Manning’s Children's Hospital:
· Strengths:
· Pediatric specialists from Peyton Manning Children’s Hospital
· Peyton Manning Children’s Hospital provides access to more
than 300 pediatric subspecialties
· Peyton Manning Children’s Hospital has the largest group of
emergency pediatric physicians in the state
· Name recognition in an area where Peyton Manning is popular
· Weaknesses:
· Hospital is dependent on Peyton Manning upholding his good
reputation
· Peyton Manning Children’s Hospital only offers basic services

13. for children in South Bend, while the more complicated and in-
depth procedures require a referral to their main hospital in
Indianapolis
· Religious affiliation may deter patients who do not hold
similar religious beliefs
· Competitive Advantage:
· Good reputation based on the Peyton Manning name
· Largest group of emergency pediatric physicians in the state
Target Market:
In any situation that includes children, we must assume that a
parent or guardian is going to be at the forefront of their care.
Therefore, when thinking of our target market, not only do we
need to understand the children that we will be serving, but also
the people in the parent/guardian roles who will be making the
health and finance decisions for the family. With that in mind,
research has shown that the woman of the house normally makes
the health and wellness decisions for the family. Thus, she will
be the main target in our marketing plan.
As we open our new wellness clinic service line, we have to
keep in mind that education is a large portion of wellness.
Knowing the educational demographic of our target market will
be vital in creating the educational services to offer. According
to the Bureau of Labor Statistic, 82.4% of South Bend residents
are high school graduates. At the same time, 22.8% of South
Bend residents hold a bachelors degree. Education is key to
living a happy and healthy lifestyle.
Target Market Geographics:
· South Bend, Indiana is approximately 41.88 square miles.
· The most recent Census Bureau data counts 2,440 people per
square mile with the total population at 100,886.
· Geographically segmenting our target market from
Indianapolis to South Bend allows us to tailor our marketing
plan to an area where there is a lack of focus on children’s
cardiac wellness.

14. Target Market Demographics:
· We are targeting mothers in their early to mid-thirties who
have one or more children, aged newborn to eighteen years old,
with cardiac complications.
· Our target market will ideally be middle to upper-middle class
mothers who have insurance.
· Our target market will, at minimum, have a high school
diploma, but ideally will have completed post-secondary
education as well.
Target Market Psychographics:
The benefits of our heart wellness clinic, while not quantifiable,
are ones that every parent looks for when dealing with a child
who has a heart condition. Parents will invest in our wellness
clinic services for the following benefits:
· Peace of mind
· Child’s improved heart health
· Nutrition education for the whole family
· Maximizing the child’s quality of life
· Lifelong support in the pursuit of a healthy heart
Pricing:
Pricing Objectives:
· Market Share - Currently, Riley Children’s Hospital at
Memorial has less than 50% of the market share in South Bend,
as there was more recognition with Peyton Manning Children’s
Hospital before our merger. Our goal is to increase the market
share of Riley Children’s Hospital at Memorial to 60% over the
next 5 years.
· Profit - Even though profit isn’t our main objective, we do
have an interest in producing a black bottom line. Due to
Riley’s cardiac wellness service line being brand new, it is
important that we start out strong and are financially self-
sustaining.

15. Pricing Strategies:
· Bundled Pricing - Our bundled pricing feature will be an
option for patients who need cardiac surgery as well as wellness
services. We will need to be sure the parents understand that
they are getting a discount by combining these services. By
bundling these two together, we will be able to accept
Medicaid.
· One-Price - Some patients will be referred to us who may not
need surgery while other children will not have insurance at all.
For these patients, we will enforce our one-price policy, with
discounts available. Discounts will be available if the patient
prepays for our services, or if they agree to a set payment plan.
Objectives/Strategies/Tactics:
Objective 1: Develop community awareness for Riley
Children’s Cardiac Wellness Center to 50% by the end of 2015.
Strategy: Use a popular public figure in South Bend who has a
personal tie to children’s cardiac care to endorse us.
Tactics:
· Advertising - Run a commercial during the evening news to
appeal to parents in our target market.
· Social Media - Create an informative Facebook page for our
Wellness Clinic and use it to provide the community with
personal experiences from those who have used our services.
Objective 2: Through the end of 2015, we want new patient
volume/referrals to reach 10%.
Strategy: Entice current Peyton Manning Children’s
Hospital patients/families to switch to Riley.
Tactics:
· Advertising - Develop radio ads at the beginning of the month
for Sunny 101.5, u93, NPR, and 99.9 offering a free heart scan
for your child through the end of the month. This ad will run
every 3 months.
· Social Media - After completing the first objective, use our

16. Facebook page to create ads on Facebook explaining new
children’s cardiac wellness services in the South Bend area.
Objective 3: Build patient satisfaction by 20% by the end of
2015 in order to enhance Riley’s overall image.
Strategy: Improve the overall quality of care and build a
relationship founded on trust with the patient and their family.
Tactics:
· Advertising - Purchase multiple billboards in the South Bend
area in order to describe our dedication to providing the best
quality care for our pediatric patients.
· Social Media - Create a mobile wellness app for parents so
they can be an active part of their child’s nutrition, fitness, and
overall wellness. They will have access to ask a Physician
forums and an entire community of parents whose children are
also utilizing Riley Children’s Cardiac Wellness services.
Media Plan:
(Note: these stories will be possible after our clinic has been
open approximately 2 years)
For our first media story, we will talk about the popular
public figure in South Bend whose child was diagnosed with a
heart condition. After this person brought their child to Riley
Children’s Hospital at Memorial for surgery, they also utilized
our Cardiac Wellness Clinic services in order to help their child
recover. At first, the new lifestyle presented by our wellness
clinic was tough for the family to adapt to; we emphasized
clean, healthy eating, the importance of slowly becoming active
again, proper wound care, and the value of participating in-
group and/or individual therapy sessions. Day after day, the
family came to our clinic and we helped them adapt to this new
lifestyle that they would now need to maintain in order to keep

17. their child’s fragile heart healthy. After approximately 6 weeks,
the child was fully recovered from their surgery and no longer
in dire need of our services. However, the family continues to
frequent our clinic because they know that we will be lifelong
advocates for their child’s heart health.
The second media story will entail hearing the story about a
little boy from South Bend with congenital heart disease. This
young boy did not experience symptoms until he was six years
old and was diagnosed at Riley Children’s Hospital. All of the
sudden, he had trouble keeping up with other kids his age. He
was experiencing shortness of breath when he would try and
exercise. The physicians at Riley discussed the importance of
nutrition, the correct prescriptions, and exercise. Since Riley
Children’s Hospital was so far away, it was hard for this child
to make any improvements. When our Riley Children’s Cardiac
Wellness Center at Memorial was established, he was able to
get the attention he needed and was able to have surgery in the
city where he lives. “If the cardiac wellness center had not
opened in South Bend, I don’t know what we would have done
both emotionally and financially.” said the young boys mother.
After 6 weeks, the young boy was once again active and playing
with the kids his age again. The family now knows they have a
cardiac specialist that will monitor and help them throughout
their lifetime.
Media Schedule:
January

18. February
March
Event
TV Commercials
x
x
x
Radio Ads
x
Facebook Page
x
x
x
Facebook Ads
x
x
x
Billboards
x
x
x
Mobile App
x
x
x
TV Commercials: By purchasing commercials with a specific
TV airtime, our goal is to attract our target market by showing
them the services that we offer, the benefit of using them and
the success stories that follow. “TV is the top way in which

19. Americans learn about new products and brands”
(MarketingCharts). Our TV advertising will consist of two
distinct ads that will run a total of four times a day on two
popular South Bend TV stations: WNDU (NBC) and WSBT
(CBS). The ads will play two times during the 6am/7am South
Bend morning news (on both networks) and two more times
during the 6pm/7pm South Bend evening news (on both
networks). With our target market being early to mid 30 year
old mothers, the idea is that they will be watching the news in
the morning while getting ready for work. And/or while getting
the kids ready for school. We expect the same result after they
get home from work/school and are doing their evening tasks
(e.g: preparing dinner, helping with homework, folding
laundry).
Radio Ads: Advertising on the radio will yield many benefits
for our marketing campaign. The first of these would be to
ensure our target market hears our advertisement by playing it
while most mothers are on their way to work from 6 a.m. to 9
a.m. and coming home from work from 5 p.m. to 8 p.m. By
choosing the most popular radio stations in the South Bend area,
such as Sunny 101.5, u93, NPR and 99.9, we will be able to
reach more people. Radio advertisements are also cheaper and
do not take as much time to create. The final advantage is going
to be making people aware of our new cardiac children’s
wellness center. We will be talking about the importance of
children’s cardiac wellness. The advertisements will talk about
Riley Children’s Cardiac Wellness Center at Memorial offering
free heart scans for children during the month of January. Every
three months we will offer these heart scans so that is why we
will have radio ads playing every three months.
Facebook Page: With an ever-changing market, social media has
come to the forefront for people to express their thoughts about
a product/service and provided the ability for businesses to
connect on a more personal level with their customers. At this

20. day and age, almost everyone has a Facebook page. By creating
a Facebook page for Riley Children’s Cardiac Wellness Center
at Memorial, we will be able to connect with our target market
and provide them an avenue to post questions, share stories and
interact with one another. This page will allow not only our
patients to interact with one another, but also with us. We can
see what is working and what they like or make adjustments for
things they may have issues with. Another advantage to creating
a Facebook page is that it is free but still lets us reach more
people at a much faster rate than other communication channels.
Facebook Ads: As mentioned above, Facebook is a vital tool in
our ever-evolving market. To be able to reach our target market
more effectively, we will use ads through Facebook to engage
young, active mothers. Facebook ads provide us a cheap way to
target this section of the population. The ads provide a high
level of exposure and are set up to display on the newsfeed of
friends who ‘liked’ our Facebook page. This type of ad is one
of the most popular and successful ads on Facebook. With that
said, normally parents who have a child with a chronic cardiac
condition also have some type of support system around them
that includes other parents who are going through or have
already been through the same condition. Therefore, with the
assumption that they will be connected through Facebook, we
can use that to our advantage by spreading news of our new
service line.
Billboards: Billboards will be another way for us to effectively
advertise our new cardiac wellness center. We will strategically
place these billboards near our competition, close by Notre
Dame University, and on 31 North, which is the connecting
highway between Indianapolis and South Bend. These are all
areas with a lot of traffic so there will be a higher level of
exposure. There are a variety of different types of billboards.
Based on our needs and objectives, we are choosing to use the
large billboard format. This design is the most effective for

21. generating brand recognition and letting the community know
that we exist. In a brief message on the billboards, we will
emphasize the quality of care that we provide for our pediatric
cardiac patients, which will strengthen our position in the South
Bend population.
Mobile App: Smartphones and tablets are everywhere, and it
seems like everyone has one. With the creation of our Riley
Children’s Cardiac Wellness Center app, we are ensuring word-
of-mouth referrals from our clients who find technology to be
an integral part of their child’s health care. Our mobile app will
allow patient’s parents to have access to all of their child’s
health records and up-to-date appointment information. We will
also provide a social media aspect to our app as well; parents
will be able to start and join forums in order to reach other
parents who are also utilizing Riley Children’s Cardiac
Wellness Center services. These forums can be as simple as
discussing services that the parents and children enjoy or as
complex as searching for advice or support during their child’s
time of need. In order to aid the parents in their pursuit of a
healthy lifestyle for their child, we will also provide round-the-
clock, up-to-date access to their child’s current wellness plan in
order to help the parents stay on track.
Budget:
Controls:
Metrics: We are going to measure our success based on several
different factors relating specifically to each of our three
objectives.
Objective 1: Develop community awareness for Riley
Children’s Cardiac Wellness Center to 50% by the end of 2015.

22. · We will develop a survey through four different mediums: the
news stations, in the mail, online surveys and Facebook. We are
going to ask three questions in order to gauge community
awareness.
· Are you from the South Bend area?
· Have you heard about Riley Children’s Cardiac Wellness
Center at Memorial?
· If yes, how did you hear about our service?
These questions will allow us to see if our advertising has been
effective and through what communication channel has been the
most successful.
Objective 2: Through the end of 2015, we want new patient
volume/referrals to reach 10%.
· The best way that we will be able to measure this is by
looking at our own patient data. Important ratios to consider
would be those that compare the number of new
patients/referrals to the number of existing patients in our
system.
Objective 3: Build patient satisfaction by 20% by the end of
2015 in order to enhance Riley’s overall image.
· The most effective way to measure customer satisfaction is by
handing them a survey after they have received the
product/service. Healthcare is no different. At the conclusion
of each service (e.g. surgery, rehab services), our plan is to
hand each patient a paper survey that includes questions about
their experience and the quality of care they received. A web
link will also be provided to take the survey online, if they
would rather do that. The surveys will not be linked back to a
patient’s account, but we will be able to tell who hasn’t
returned one. Approximately two weeks after they are handed
the paper survey and we have not received a response back from
them, we will send them an email reminder including the online
survey link.

23. Contingency: In the event that a piece of our plan should fail,
we would react promptly with a well thought out decision. We
will analyze the data we have collected from our metric
controls. Based on this information, we can evaluate what
advertising strategies have been working and revisit the areas
that have not. It is important that we are flexible and adjust
parts of our plan accordingly, so that we do not dismiss the
entire wellness center concept. Our plan needs to be viewed as
guidelines that will keep us headed in the right direction, but do
not hinder us if something doesn’t go as proposed.
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