The Strategic Plan by East Chestnut Regional Health to Regain Ma.docx

The Strategic Plan by East Chestnut Regional Health to Regain
Market Share via Tactics and Implementation.
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The Strategic Plan by East Chestnut Regional Health to Regain
Market Share via Tactics and Implementation.
Doryce Anderson, Shawnette Jones, Donna Moffett, Meredith
Myers, Eneshia Love,
Barbara Pinkney, Taja Rivers
MHA/506
August 26, 2019
Diane Hunt-Wagner
Introduction
Team Bravo has been tasked to put together a marketing plan
addressing the case study of East Chestnut Regional Health
(ECRH). ECRH will be targeting the growth of the women’s
center and the Grand Opening of the new Oncology center.
ECRH will provide several marketing tactics that will allow for

the successful recapture of market share and display how these
tactics will be implemented.
ECRH Marketing Plan Addressing the Case Study
It was noted by Faith and Main consultant group according
to "The Case Study" (2018), “36% of women are willing to
travel across county lines to receive excellent services and 72%
of women in Chestnut County would consider using the
women’s services of ECRH.” This percentage of women
seeking excellent care from ECRH shows the vast need for
quality care. ECRH will use internet services for marketing
research which will allow communication needed to develop
services. ECRH will develop a mobile app that would allow
same-day services at the touch of a finger. The women’s center
will be phased in over the next two years.
ECRH has reached out to Greenbranch University for a
partnership in becoming the preferred provider for the students
and faculty. ECRH will erect billboards throughout the city
and neighboring towns introducing the partnership with
Greenbranch University. ECRH will offer virtual tours through
the interactive website for the community to have a meet and
greet with each provider where he or she may leave valuable
feedback concerning his or her needs. This interactive website
will allow the gradual transition of aging providers to be phased
out as graduating students and providers from Greenbranch
University are introduced to the community via an interactive
website.
ECRH will be celebrating the Grand Opening of the new
Oncology center targeted to open in six months on the 100-acre
lot. This Oncology center will boast of the latest advances of
technology including genetic testing, imaging services, and
home health services. The advertisement for the Grand Opening
of the Oncology center will take effect immediately. Former

and current patients at ECRH Oncology center will be
encouraged to leave valuable feedback on the interactive
website. The feedback will be tremendous as we embark on the
opportunity to offer a state-of-the-art facility. ECRH will
market community outreach, getting the word out on providing
education and innovations on healing the community ECRH
serves.
Tactics
The healthcare field is steadily evolving to keep up with
technology but finds it difficult to keep up with the patient’s
expectations (Robins, 2017). ECRH will have the marketing
team Bravo present several tactics to be demonstrated to the
community using virtual tours that will allow the patients to see
services the hospital has to offer. Collecting feedback from
surveys that were given out on site will enlighten the team and
give a better insight on what the patients’ wants and needs are
from a state-of-the-art facility. Displaying signs in
neighborhoods within a 30-mile radius of ECRH will bring in
more patients. Sending out literature on offers and programs
through the mail to the community, targeting current and former
patients with the new services being introduced. Encouraging
word of mouth from satisfied patients to tell family and friends
about the facility, providers and services he or she has received
will give ECRH the transparency with the community.
Implementation
The implementation of the marketing plan will focus on the
growth of ECRH. The healthcare field is monumental, so it is
important to identify the consumer/patient, identify the areas of
focus and make great strides (Ries, 2015).
The marketing team Bravo has addressed ECRHs prior training
relating to what has and has not worked in the past and will
adapt new technology with training specifics for staff. The
implementation will base its calendar of deliverables
established by the feedback from providers.

Successful implementation of the plan will require staff training
on new process measures including; interactive website,
engaging in virtual tours, mobile-app, and communication
engaging in family/friends’ referrals. The marketing team Bravo
will help ECRH establish metrics and reports, build a calendar
of deliverables, create a communication plan for stakeholders
and staff, including a marketing strategy for community
outreach. This implementation will help ECRH build their
roadmap for growth. The deliverables will be the calendar, the
communication plan, and the strategic road map. Post-
implementation we will review change ideas implemented, we
will determine whether changes need to be adapted, adopted, or
aborted. We will communicate successes in growth and identify
opportunities for improvement.
References
Ries, C. (2015, March). How to create a healthcare marketing
strategy that works. Retrieved from
https://www.smartbugmedia.com/blog/how-to-create-a-
healthcare-marketing-strategy-that-works
Robins, K. (2017, June). Seven marketing tactics that attract the
most ideal patients. Retrieved from
https://www.beckershospitalreview.com/patient-flow/seven-
marketing-tactics-that-attract-the-most-ideal-patients.html
The case study (2018). Retrieved from
https://vle.phoenix.edu/ultra/courses/_95271_1/outline/edit/doc
ument/_10538920_1?courseId=_95271_1
InstructionsTaxesProject Description: In this problem, you will
calculate the federal income tax for married couples filing
jointly in 2018 with different income levels.Use a cell reference
or a single formula where appropriate in order to receive full
credit. Do not copy and paste values or type values, as you will
not receive full credit for your answers.Steps to
Perform:StepInstructionsPoints Possible1Start Excel. Download
and open the workbook named:0Chapter_1-6_Taxes_Start2In

cell H6, find the base tax for Arah and Beto according to their
income in cell G6.23In cell I6, calculate the amount their
income is over the appropriate cutoff value.24In cell J6, find
the correct rate according to their income and base rate.25In
cell K6, calculate the federal tax for Arah and Beto.2Note: Use
only cell references to the values calculated in parts a-c.6In cell
H18, find the base tax according to the income in cell G18. Fill
cell H18 down the column to cell H105.4Note: The base rate
doesn't change with the income levels in cells G18:G105. Be
sure to use the correct type of cell references.7In cell I18,
calculate the amount the income in cell G18 is over the
appropriate cutoff value. Fill cell I18 down the column to cell
I105.4Note: Be sure to use absolute, mixed, and relative cell
references.8In cell J18, find the correct rate according to the
income in cell G18. Fill cell J18 down the column to cell
J105.4Note: The rate doesn't change with the income levels in
cells J18:J105. Be sure to use the correct type of cell
references.9In cell K18, calculate the federal tax for income in
cell G18. Fill cell K18 down the column to cell K105.4Note:
Use only cell references to the values calculated in part e.10In
cells M36:Z55, insert a Scatter Chart to show the relationship
between the income and federal rate. Select ranges G18:G105
and K18:K105. On the Insert tab, click Recommended Charts,
and then click Scatter. Apply Style 7 on the Design tab. Add a
chart title and choose the Above Chart option. Replace Chart
Title with Federal Income Taxes for Filing Jointly Married. Add
axis titles. Replace Axis Title for the horizontal axis with 2018
Income and Axis Title for the vertical axis with Federal Income
Taxes. Double click on the horizontal axis of the chart. In
Format Axis window, set 78000 as the minimum bound.411Save
your file and submit for grading.0Total Points28
QuestionsTaxesUse a cell reference or a single formula where
appropriate in order to receive full credit. Do not copy and
paste values or type values, as you will not receive full credit
for your answers.a.)b.) c.)d.)IncomeBase TaxAmt Over
RateTAX$123,000If Taxpayer's Income Is...Then Estimated

Taxes Are...BetweenBut Not OverBase Tax+ RateOf the
Amount
Over$0$19,050$010%$0$19,050$77,400$1,90512%$19,050$77,
400$165,000$8,90722%$77,400$165,000$315,000$28,17924%$
165,000$315,000$400,000$64,17932%$315,000$400,000$600,0
00$91,37935%$400,000e.)$600,000- - - - -
$161,37937%$600,000IncomeBase TaxAmt
OverRateTax$78,000$79,000$80,000$81,000$82,000$83,000$8
4,000$85,000$86,000$87,000$88,000$89,000$90,000$91,000$9
2,000$93,000$94,000f.)$95,000$96,000$97,000$98,000$99,000
$100,000$101,000$102,000$103,000$104,000$105,000$106,000
$107,000$108,000$109,000$110,000$111,000$112,000$113,000
$114,000$115,000$116,000$117,000$118,000$119,000$120,000
$121,000$122,000$123,000$124,000$125,000$126,000$127,000
$128,000$129,000$130,000$131,000$132,000$133,000$134,000
$135,000$136,000$137,000$138,000$139,000$140,000$141,000
$142,000$143,000$144,000$145,000$146,000$147,000$148,000
$149,000$150,000$151,000$152,000$153,000$154,000$155,000
$156,000$157,000$158,000$159,000$160,000$161,000$162,000
$163,000$164,000$165,000
a.) Assume Arah and Beto made $123,000 in 2018, and the
married couple will file a joint tax return. Determine their base
tax in cell H6 by finding the appropriate row in the table using
the Between and But Not Over columns for their income. Enter
a formula which links to the cell in the table with the correct
base tax. So, if the correct base tax is in cell A2, you would
enter =A2.
b.) Determine in cell I6 the amount their income is over the
appropriate cutoff value given in the Of the Amount Over
column. Use the appropriate cell reference for the couple’s
income in your calculation.
c.) Determine the correct rate in the table associated with their
income and link to it in cell J6.
d.) Compute their federal tax in cell K6 using the values from
parts a-c.
e.) Complete the table which computes the federal income tax

for married couples filing jointly in 2018 for every income from
$78,000 to $165,000 (in $1,000 increments). You must recreate
the formulas used in parts a-d, but make sure the formulas can
be filled down, so use proper absolute/mixed/relative cell
references.
f.) Create a well-labeled scatter chart of the income taxes from
this table in part e as a function of income. Axis labels and the
title should be chosen from the list:
a. Federal Income Taxes
b. 2018 Income
c. Federal Income Taxes for Filing Jointly Married
The table below for computing 2018 federal income tax (using
new 2017 tax law) in the married filing jointly bracket can be
found at:
https://fa.morganstanley.com/balog/mediahandler/media/117520
/2018_Tax_Tables.pdf
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Marketing Health
Goals, Objectives and Marketing Strategy of East Chestnut
Regional Hospital
Doryce Anderson, Shawnette Jones, Donna Moffett, Meredith
Myers,

Eneshia Love, Barbara Pinkney, Taja Rivers
MHA/506
August 19, 2019
Diane Hunt-Wagner
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Marketing Health
Goals, Objectives and Marketing Strategy of East Chestnut
Regional Hospital
Introduction
The rebranding of East Chestnut Regional Hospital (ECRH) via
growth through strategic
marketing. [sentence fragment – always write in complete
sentences] Do you mean, rebranding
will be a selected strategy of this marketing team as one of its
many marketing efforts that are
aligned with the strategic plan from upper management of
ECRH?
The proposal ? do you mean marketing plan? will be executed

through an aggressive
marketing blitz by way of social media and referrals. Team
Bravo will promote the new
oncology center and highlight the benefits of the women’s
services at ECRH.
The devil’s advocate on your team says, each of us needs to
place our marketing caps on.
Knowledge uncovered, study, classroom participation,
constructive feedback, all components of
the learning process can lead your marketing team to the
development of an ‘effective’ (results)
marketing plan presented to the CEO. Reading and
incorporating constructive feedback, each
week, will address your efficiency (use of resources) in
developing that marketing plan.
When that knowledge and experience have been ‘applied’ to this
marketing plan, dividends in
work life and work careers are forthcoming.
Goals/Objectives
In this challenging learning journey (master’s level) focused on
business, you have uncovered
what the meaning of many concepts/principles. A goal is a
desired ‘future’ end result. An
objective is the means to a goal, the efforts/actions to attain the
end result. Goals tend to be
broad, not lending to measurement, while objectives are
specific, measurable. Measurable is
being discussed in the classroom.

As your marketing team has reached consensus that ECRH’s top
management’s overall goal
focus is centered on growth, then all marketing goals/objectives
will communicate (message)
all those goals from the organization’s strategic plan. All your
marketing efforts will center
around the strategic plan and the elements the CEO wants in the
plan.
Example:
Strategic goal - Oncology Center grand opening
Marketing messaging goal - ECRH grand opening of the new
Oncology center, is presently
scheduled for a fall, 2019 opening.
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Marketing Health
Marketing objectives for ECRH: The devil’s advocate on your
team says, following the
marketing template provided us, we discuss:
Goal focus
Performance
Objectives

Relaunch the organization's consumer-focused Women’s Health
Clinic with an emphasis
on primary health care services (breast care, and obstetrics), and
promote the organizations
thriving Oncology Center. These initiatives will increase access
and reduce disproportionate
representation noted in Mr. Browns’ requests of this marketing
team. The Bravo team will focus
on health promotion, prevention with screenings, and early
intervention using updated
technology along with call centers located within the Women’s
Health Clinics and Oncology
center to minimize wait times. Where is the discussion of
marketing goals? See example
above.
Mr. Brown has requested marketing Team Bravo to list the
goals and objective findings
needed ?? to address the turnaround and rebranding of ECRH.
?? Team Bravo has noted
substantial changes that have taken place before their arrival
and have listed turning points to
consider. Unable to follow this thought as worded?

There are many benefits to mergers and acquisitions of different
companies; one is
creating cost efficiencies through revenue enhancements.
Another is the ability to refocus brand
initiatives. Usually, companies that are similar or closely
related to their services and products
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Marketing Health
delivery do mergers. When mergers take place, different skills
and talents are brought together
to form a very responsible entity (Schulte, 2012). The devil’s
advocate says, how does the
above discussion lend to the discussion of our marketing team
goals?
ECRH is an example of a familiar merger. Three different but
familiar hospital entities
that merged are East River Medical Centre (ERMC), Archway
Hospital (AH), and Northern
Mountain Hospital Consortium (NMHC). As stand-alone
institutions, the three entities boosted
functionality and relevance in the communities they served.
However, areas existed in poor

service delivery, inadequate technology with underperforming
personnel. The devil’s advocate
says, how does the above discussion lend to the discussion of
our marketing team
goals?
As ECRH begins the process of rebranding ‘a strategy’ for
growth, Team Bravo will
note a few takeaways. Based on recent patient surveys and
reviews, it is noted the emergency
room physicians lack customer service skills. The only contact
with a hospital for many people
is through the emergency room, as a patient or visiting family
(Dougherty, 2005). The
emergency room is the blueprint for the rest of the hospital, ; it
is important to improve patient
satisfaction in the ECRH emergency department. All ED
physicians must undergo training in
customer service and patient sensitivity. If the service has not
improved within 90 days, the
contract with the emergency physician group will be terminated.
ECRH is scheduled to
participate in several community events spanning the next
several months. The first is taking

part in the local health fair in partnership with Greenbranch
University. ECRH will also host a
family and friends’ day in a joint effort with the local chamber
of commerce and several
industries. The community will have the pleasure of meeting
physicians and supporting staff of
ECRH. It is important to always remain transparent to the
community, current and prospective
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Marketing Health
patients. The devil’s advocate says, how does the above
discussion lend to the
discussion of our marketing team goals?
To capitalize on the upstream growth opportunities
post-merger, ECRH should ??
these are in the strategic plan? strategically plan to improve
women’s health services,
oncology services, and provider retention; while transitioning
out aging providers. These
focused areas are considered weaknesses (internal – areas of
opportunity) and threats (external –
on the horizon and potentially harmful to the organization

growth trajectory), and strengths
(internal – favorable areas, pillars to build-upon). For example,
the organization's current state
shows, obstetrical deliveries are down 20% across the system.
The root cause, is because the
optimal performance of the for-profit facility Banford Medical
Center (BMC) and ERCH
women's health services marginalized.
The devil’s advocate says, how does the above discussion lend
to the discussion of our
marketing team goals?
The BMC organization is bolder and more effective in their
marketing approach to
women services. They boast a wealthier clientele (payor mix –
commercial, self-pay, healthy
revenue stream), and a shiny new facility. As a result, BMC's
[has the] ability to recruit more
attractive candidates and retain them providing sustainability
and affordability. ERCHs ECRH’s
best measure is to acquiesce to BMC for the time being and
focus their capital and time on
developing the recently purchased 100 acres of land across the
interstate from BMC.

to the discussion
of our marketing team goals?
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Marketing Health
The devil’s advocate on your team says, is this a different sub-
topic under
discussion (see marketing template)
The value of the consumers’ opinion is detrimental in
influencing healthcare. ?? It can be
positive or negative. Understanding consumers’ attitudes and
preferences can affect the way
healthcare is valued. Being flexible and offering consumers
services that consistently meet their
needs will become ECRHs ECRH’s new mission do you mean
direction? as we look to
rebrand. a strategy When the patient is happy, it can play a
tremendous role in how healthcare
is perceived and help improve the quality of life. Consumers
are always looking for the right

core values that can influence patient care. With higher patient
satisfaction rates, there is are
better care efficiencies. The top priorities for improvement
need to be addressed, as well as
understanding the conditions and severity. Convenience is a
growing priority for today’s
healthcare consumers, ; however, important criteria such as
cost, brand, and care quality are key
factors (Lagasse, 2018). The devil’s advocate on your team
says, how does the knowledge
uncovered above, connect to what section of the marketing plan
template;
The consulting firm Faith & Main was hired by ECRH last year
to study the market
perception on women’s services including gynecological
services, breast care, physicals, and the
need for female doctors. As a result of the extensive research,
it was determined our services
have declined due to the competitor BMC. Further research
proved that the women surveyed
stated they would consider traveling to East Chestnut Regional
Center if the services were
excellent. To meet the demands of the patients ECRH will
launch a recruiting effort to seek the

most highly trained physicians to meet our patient’s patients’
needs. The goal would be to
increase obstetrical deliveries by the desired 20% and become
the counties’ leader in obstetrical
deliveries. The devil’s advocate says, how does the above
discussion lend to the
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Marketing Health
discussion of our marketing team efforts? Reflect again on
elements CEO wants in the
marketing plan
ECRH is opening a new clinic through a joint venture
imaging center with the
radiologists. The center resides across from a major shopping
area providing easy access to the
public and will have physician offices and clinics available. ??
the devil’s advocate on your
team says, this is not one of the strategic goals; this is not one
of the elements the CEO
wants in the plan? Having an onsite women’s center within this
clinic would allow same-day

appointments, and allow women access to the services they need
in one facility. A helpline
would open at this clinic utilizing physician-approved medical
information. Should the caller
have an emergency, the caller would be advised to dial 911 or
be sent to the closest ED/trauma
center.
to the discussion of our
marketing team efforts?
Benchmarks before?? the goal; 1) Staffing the clinic utilizing
employees from the burn center,
behavioral health center and AH (Archway Hospital) facilities
due to their closures. 2) Using the
medical equipment, furniture, and supplies from these closures
to start up the women’s health
care clinic. 3) Retaining employees from the burn center, AH
and behavioral health facilities
thereby reducing cost and receiving the maximum value of
retaining knowledge and experience.
Notice in the marketing template:
Goals/Objectives
• Goal focus

• Performance benchmarks
• Market objectives
Goal focus ---→ performance benchmarks -----→ market
objectives
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Marketing Health
Goal Focus - broad, not lending to measurement
Performance benchmarks - enter a performance measurement
What performance measurement are you making to -
Marketing messaging goal
- ECRH grand opening of the new Oncology center, is presently
scheduled for a fall,
2019 opening
Now address objectives;
Example:
Strategic goal - Oncology Center grand opening
Marketing messaging goal - ECRH grand opening of the new
Oncology center, is
presently scheduled for a fall, 2019 opening.
Performance benchmarks - enter performance measurement
(SMART)

Marketing messaging objective - ECRH grand opening of the
new Oncology center in
Chestnut is Oct 15, 2019. The grand opening, located at….. is at
10am, will entail …
Note how the objective is a refined goal, adding SMART
specifics , one being
measurable.
“BTW - measuring is being discussed in the classroom board
discussions”
Consider it would be a solid, sound effort by this marketing
team to demonstrate
the above understanding for 2-3 specific marketing goals,
objectives, aligned with
the strategic plan goals; the remaining goals/objectives, if
discussed, would
follow suit.
In addition, this clinic site would be a home base for Primary
Care Network. The Primary Care
Home strategy will be allowing one to remain in his or her home
and have healthcare services
provided remotely. Having a home base, Primary Care Network
will remain a mobile network
provider and will need only an office, rather than a clinic
setting. Rebranding is part of the

network, not just in the name (Langdorf, 2019). Relocating
staff within the network will help
build the reputation of commitment and dedication to the
community and ECRH staff. The
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Marketing Health
funds that remain will be allocated to marketing for the grand
opening of the new women's
center; utilizing new technology to improve quality, safety,
performance and accountability for
ECRH shortfalls of the past, our objectives are to address
concerns head-on.
ERCH ECRH’s goal is to target the market for patients ranging
from teenagers to adults
in the women’s health care sector, restore community trust,
obtain new patients and maintain the
established patients. Are you discussing a targeting strategy as
one of the strategies
formulated in your marketing plan?
ECRH marketing? will continue to collaborate and venture into
new projects with Faith

and Main Consultants. Servicing the patient’s patients cross
counties will increase revenue due
to more women willing to travel for excellent women’s health
services. According to Faith and
Main Consultants Report, “36% of women are willing to travel
across county lines to receive
excellent services, 72% of women in Chestnut County would
consider using the women’s
services of ECRH” (source?). Direct quotes must always be
cited. One of the CEO’s elements
wanted in the marketing pan is to develop a marketing campaign
to match the
recommendations of the consultant’s report.
Marketing tools ECRH will use to initiate the goal; an app that
can allow women to
schedule an appointment at their fingertips, improve access
standards for women’s care and
develop a marketing Internet? strategy that can counteract with
any negative impact made
against ECRH. Creating jobs is also a part of a marketing
strategy to grow the business and
provide jobs to the residents that attend the university.?? The
devil’s advocate says, the
marketing team communicates need for human capital, HR

department does the job
part Using social media platforms such as Facebook will allow
ECRH to communicate to a
broad range of women and drive the change and increase in
growth we are seeking. Revamping
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Marketing Health
of the brand is necessary so ACRH can attract business and
increase revenue. Benchmarking
will be assessed and implemented by an overview of functional,
internal and competitive
processes. ??
ECRH is having trouble addressing service delivery to a
significant market segment,
women. The goal to build out women's health services is in
phases over the next 2 years. The
most challenging area of concern is building robust and
vigorous personnel. Marketing through
various channels and methods such as social media platforms
will ensure ECRH reaches more
customers more effectively and efficiently (McLeish, 2010).

With the competition (BMC) owning a building across the
interstate from ECHR the
objective of the marketing strategy what strategy are you
discussing here? must be
aggressive. ERCH will monitor and adjust time shortfalls with
the inconsistent wait times of
services, from patient entry to provider this would improve
patient flow and satisfaction. Not
the responsibility of marketing but of another department within
the organization.
Customer service is a skill for which ERCH holds the staff
accountable; however, the staff had
never been formally trained. This will be addressed with
retraining through the clinic and
hospital. All employees will undergo retraining to provide
exceptional customer satisfaction in
services rendered. Is marketing communicating this?
Developing advertisement advertising representing the oncology
services at ECRH will
be delivered through social media markets in addition to
referrals. Including messaging the
grand opening? See example !!! The target will be technology
and compassion at
ECRH. ?? A discussion blog? will be made presenting the latest

advances in medical devises
and equipment obtained and the doctors who specialize in these
areas. The services rendered
start with compassion, genetic testing, imaging services, and
home health services and if needed
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Marketing Health
hospice care. The oncology department will provide current
technology with the compassion of
a small town. The targeted begin date for advertising is now.
The target date for the recruitment
process [is] now. See example !!!
The ED/trauma services at ECRH is second to none. Fast,
efficient and skilled the
surgical team deliversteams deliver the care needed through
quick response. The ED/trauma
center will recruit new trauma nurses [by] advertising,
Do you mean your marketing team will be messaging this?
“Chestnut Regional is charting nursing future” emphasizing
long-term goals with East
Chestnut Regional Hospital. ECRH do you mean your

marketing team? will advertise Grand
opening introducing new technology in innovative series. This
will be done through social
media, billboards, and referrals.
To promote the grand opening of the new oncology center, East
Chestnut Regional
Hospital do you mean our marketing team? will begin a social
media blitz where we will
utilize all platforms. Billboards will be erected throughout the
city and neighboring towns. You
are addressing tactics ! Through an interactive link on the
hospitals’ website, patients will be able
to take a virtual tour of the facility and leave comments and
feedback. You are addressing tactics
! It will be encouraged by our patients to utilize these
platforms and post reviews. You are
addressing tactics ! The feedback will be tremendous as we
embark on the opportunity to offer
oncology services via a state-of-the-art facility. The marketing
team will also begin mail out
surveys to former and current patients. You are addressing
tactics! This too will provide
valuable feedback as we begin to rebrand ECRH. Rebranding is
a strategy

ECRH is exploring the possibility of partnering with the local
college, Greenbranch University.
The university has 25,000 students in addition to the staff. We
are seeking to become the
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Marketing Health
preferred provider for the students and faculty. This venture
will add enormous market share and
increase profit margins. Is the marketing team communicating
this? Through what
marketing effort?
A bright spot for East River Medical Center post-
merger is their oncology services; it has
been favorable in volume and revenue, up 4%. Provider
retention is excellent, the center is the
gold standard in the community, and referrals are steady. The
market push for this area should
emphasize in capital ?? and community outreach;. Thereby
thereby getting the word out on the
street, boast to the community about the high-quality care and
top-tier providers, evidence-based

medicine approach providing education and innovation on
healing the community ECRH serves.
That knowledge uncovered provides marketing strategy (action
plan) addresses sales and
competitive advantage. Examples: branding/re-branding;
Internet marketing; targeted
marketing, relationship marketing (do a research query – types
of marketing strategies)
Conclusion
Post-merger ECRH has recorded lackluster member growth
while vital demographic
groups and services have gone underserved. The Bravo team has
been acquisitioned to identify
and propose marketing changes. ??
Again, your marketing team has been challenged to
communicate/message (see
strategic plan; see elements the CEO wants)
1) The marketplace is saturated with the competition, creating
and implementing the right
marketing mix that targets and gains traction is not evident. 2)
Competitors have higher room
capacity; increasing the number of beds will enable the network
to host more patients.

A welcome note, ??
A communication/message associated with strategic plan;
elements the CEO wants???
13
Marketing Health
ECRH has purchased land to build a more modern medical
center which enables them to
provide therapeutic activities to a diverse group of consumers.
Opportunities to increase ECRHs
ECRH’s stronghold on the market lie- in improving their
technology, research, and service
delivery (Usharani, 2008). It will increase the number of beds,
build better healthcare facility
facilities in addition to undertake conducting more researches
research in the healthcare sector.
Your team has been challenged to develop an effective
marketing plan. A tremendous
opportunity and if accomplished, a noteworthy achievement
with experience gained.
Read all the constructive feedback within, grasp the
understanding, make those corrections,

adjustments, while continuing to move forward to that final
effective marketing plan to be
submitted. If you do not, this team is at RISK of presenting an
effective marketing plan to the
CEO thus validating his concerns.
The devil’s advocate on your team says, as there is no “I” in
TEAM, all team members need to
be on the same page (see that team charter bought into) and
collaborate in addressing each
section of the marketing plan (see marketing plan template).
Place your marketing caps on,
critically thinking from a marketing perspective.
14
Marketing Health
References: (Center heading)
Langdorf, S. (2019). Is It it Time time for a Rebrandrebrand.
Retrieved from
https://nonprofithub.org/nonprofit- branding/is-it-time-for-a-
rebrand/

Mayer, T. A., Cates, R. J., Mastorovich, M. J., Royalty, D. L.,
& al, e. (1998). Emergency
department patient satisfaction: Customer service training
improves patient satisfaction
and ratings of physician and nurse skill/practitioner response.
Journal of Healthcare
Management, 43(5), 427-40; discussion 441-2. Retrieved from
https://search-proquest-
com.contentproxy.phoenix.edu/docview/206722409?accountid=
35812
List all seven authors’ names in the reference. If there are more
than seven authors, after the
sixth author's name, use an ellipsis in place of the author names.
Then provide the final author
name.
Where is the above referenced source cited within your paper?
By not citing your source,
technically, you have plagiarized. All sources must be cited and
referenced – no exceptions.
Ensure you cite and reference correctly in your future papers so
academic integrity is upheld.
Lagasse, J. (2018). What healthcare consumers really want:
convenienceConvenience, to start.
Retrieved

from https://www.healthcarefinancenews.com/news/what-
healthcare-consumers-really-
want-convenience-start
K. Usharani, K. (2008). Marketing Strategies strategies &
Financial financial Viability viability
of Self self Help help Groupsgroups. Sarup & Sons.
McLeish, B. J. (2010). Successful Marketing marketing
Strategies strategies for Nonprofit
nonprofit Organizationsorganizations: Winning in the Age age
of the Elusive elusive
Donordonor. Hoboken, NJ: John Wiley & Sons.
Schulte, M. F. (2012). Healthcare Delivery delivery in the
U.S.A.: An Introductionintroduction
(2nd ed.)., Second Edition. Boca Raton, FL: CRC Press.
Note the following corrections when formatting references:
15
Marketing Health
• References always begin at the top of a new page. The title,
References, is centered on
the top of the page in upper- and lower-case letters.

• References include only those sources used in the text. Do not
include any references
that were not cited in your text.
• Capitalize only the first word of titles of books and articles,
the first word of subtitles, and
proper names. All other words begin with lower case. If there is
a colon in the title, then
capitalize the first word in the subtitle after the colon.
• If the work has an edition, it follows the title, appears in
parentheses, and is followed by
a period. Example: Little, J. (1997). Management theories in the
20th century (2nd ed.).
Sheet1FactorWeight Services in one area Heart careFemale
doctorsSame day appointmentsSeen by NPMarket Growth
0.4100507575100Competition 0.12515252550Outher
Counties0.33625366076.1Chestnut
County0.272257280.675.7Totals167.73457.766.6282.97Strong
Average Weak 100 Market Attractivness Strong
GrowthGrowth Hold 66AverageGrowthHoldHarvest or
sell33Weak Hold Harvest or sellHarvest or
sell01006633Bussiness Attractivness
67.7:100
66.62:80.86
82.97:100
34:50
57.7:75
Title

ABC/123 Version X
1
Case Study: East Chestnut Regional Health System
MHA/506 Version 2
11CASE STUDY:
EAST CHESTNUT REGIONAL HEALTH SYSTEM
History
Within the last 10 years, East Chestnut Regional Health System
(ECRH) was formed from the merger of three organizations: the
East River Medical Center, the Northern Mountain Hospital
Consortium, and the Archway Hospital.
East River Medical Center (ERMC)
ERMC is the anchor hospital for the system. The medical center
resides along the east side of the Chestnut River. Historically,
ERMC was recognized as the location of choice for medical
care. However, this reputation has deteriorated over the last 3 to
5 years. As the city of Chestnut has grown, ERMC has found
itself on the edge of an urban blight. Safety has been a concern
for patients, visitors, and physicians who use and serve the
medical center. The technology offered at the medical center
has been maintained at an excellent level of proficiency. At the
same time, the medical staff is aging with the average age of the
physicians being 57. There are younger primary care physicians
who serve the specialists, but the specialists are aging as well.
ERMC boasts a Level 1 Trauma Center with an air service. The
total number of licensed beds for ERMC is 550. On any given
day, the occupancy rate is 300 heads on the beds.
Northern Mountain Hospital Consortium (NMHC)
NMHC was originally formed in response to the migration of
patients to Chestnut. Due to the rather aggressive strategies
carried out by the hospitals in Chestnut, these rural hospitals

decided to create a consortium of rural hospitals so that they
could gain economies of scale in a number of areas, which
include group purchasing, benefit administration, and physician
and staff recruitment. Additionally, they worked together to
stem any further deterioration of their market share. Patients
were selecting to go to the larger community for services and
leaving the smaller communities that collared the Chestnut
metropolitan area. NMHC represented individual hospitals in
four counties that circled Chestnut County: Walnut, Butternut,
Oak, and Maple. Walnut and Butternut Counties had good
employment with Oak and Maple Counties being mostly rural.
In each county, the inpatient facilities averaged about 20 years
of age. The upkeep of these facilities has been sketchy. No
facility needs any major upgrades, but modernization is needed.
The state does not have a Certificate of Need (CON) process.
The medical staff makeup varies each location. The hospitals in
Oak and Maple Counties are critical access hospitals. Further
details will be provided regarding these organizations later in
the case study.
Archway Hospital (AH)
AH is located directly in the community of Chestnut. It fully
resides in the urban area of the community. The hospital has
200 registered beds, but on any given day there are only 50 to
75 patients in this facility. This hospital was a Doctor of
Osteopathy (DO) hospital; therefore, most of the physicians that
worked out of this facility were DOs. The payer mix for this
hospital was heavily burdened with Medicare and Medicaid.
This payer mix composed nearly 85% of the reimbursement. The
facility is aging and needs considerable repairs. It is
questionable if it will be worth the investment in this facility.
Leadership and Organizational Culture
The original merger that created the East Chestnut Regional
Health System (ECRH) occurred 10 years ago. This merger was

between ERMC and AH. AH had a rather dynamic leader who
was about 57 years old at the time of the merger. The AH CEO
became the new President and Chief Executive Officer of ECRH
after the merger. Since this CEO had only worked in a smaller
organization, he had not experienced the cultural changes and
demands that occur after the merging of a large organization.
Additionally, he began to change the culture of the organization
such that decisions were made on a decentralized basis. He
trusted the management team at AH to do the right things and
make the right decisions with low supervision. However, the
Chief Operating Officer (COO) who was put in charge was
originally from AH but left 2 years after the merger with a new
COO being put in place. This COO developed a rather poor
reputation and was known to want to build his own empire at
AH and to be dishonest at times. This reputation created a
culture within the traditional AH that lacked a cohesive team
effort to create a system. This positioning of the COO was left
unattended by the President and CEO of ECRH since he was
actively pursuing the acquisition of NMHC. The hospitals of
NMHC were doing okay, but those in the consortium realized
that their ability to stand alone was becoming difficult in
today’s market. When the leadership of the consortium assessed
the market as to a partnership, they decided that ECRH would
be the best choice. The other option was to develop a for-profit
hospital that also resided in Chestnut. The leadership was
attracted to what they saw happen with AH. They liked that the
central leadership of the system allowed AH to continue on as
their own entity without a lot of centralized control.
By the time all of this was put together, the President and CEO
of ECRH was near retirement. He retired about three years after
all of the merger activity was complete. During those three
years, he became lax in his leadership role. ECRH deteriorated
in market share and profitability during this time. Upon his
retirement, the Board of ECRH performed a national search for
a replacement. They employed Hunter Brown as the new
President and CEO. Mr. Brown was the CEO of a smaller health

system and had been in that position for nearly 10 years.
Therefore, he had limited experience from other markets in the
art of strategic implementation. However, he was also well
trained, bright, and articulate in expressing his knowledge. He
has now been the President/CEO of ECRH for nine months.
As for the remainder of the leadership team for ECRH, there is
a newly hired corporate counsel. She has 15 years of experience
and is extremely competent in the work that she does.
The CEO also hired a new Chief Financial Officer. He has taken
good strides in managing the accounts receivable throughout the
system as well as extracting exceptional dollars from high
quality supply chain management.
The Chief Operating Officer (COO) is new and has three years
of previous experience from the same organization where the
CEO departed.
The Chief Medical Officer (CMO) has been retained from the
old leadership team. His reputation is excellent, and he works
well with other physicians, including the medical staff and the
employed physicians.
The Chief Nursing Officer (CNO) is three years away from
retirement. She is known for not getting along with the medical
staff and will always defend nursing when at times this is not
appropriate.
The Senior Vice President for Human Resources is competent
and respected by management and staff throughout the
organization.
The remainder of the leadership team was retained from the old
regime. This included information technology, employed
physician group leadership, marketing, human resources, and
other vice presidents or directors responsible for varying
service lines. It should be noted that the IT leadership is just

completing the implementation of the EPIC system. The future
for this team depends on how well the overall implementation of
the system goes. Likewise those in the marketing department
will need to be stellar in senior leadership advisement regarding
the marketing of complex issues that will be encountered ahead.
They have been told if marketing misses the target, then
replacements will occur within this department.
The new CEO inherited the management team of AH and
NMHC. For NMHC the organizational structure was left intact
with the COOs for each of the individual hospitals being
retained. It was agreed that this traditional structure would be
left intact for at least five years. This agreement was near its
end and the new CEO had plans to change the existing structure
as well as management. This change was being considered for
this year’s strategic plan development. Even if the structure of
NMHC was going to be changed to a more direct relationship
with corporate leadership, all of the existing COO’s would be
retained as they have performed well since the merger. As for
the COO of AH, he had been recently terminated. An interim
COO is now in place pending the board approved closure of this
hospital.
Competitive Assessment
ECRH was not the only provider of care in the community.
There was a for-profit hospital, Banford Medical Center (BMC),
that had been purchased by a large publicly traded for-profit
health system about 10 years ago. The for-profit health system
was the largest in the country. The CEO of this hospital was
good at optimizing performance as a result of the weaknesses of
ECRH and its leadership. He was an effective opportunist.
BMC has 400 registered beds with a current occupancy rate of
85%. They have been effective at taking market share away
from ECRH. For each loss of service line market share by
ECRH, BMC has shown proportional gains. After the
acquisition of BMC, the for-profit immediately moved to build a
new facility. This new facility is located on the growing

wealthy edge of the community. Additionally, at the time that
this new facility was developed, the for-profit syndicated
ownership to the physicians. The highest level of syndication
occurred with the obstetrics and gynecology physicians in the
community. Therefore, women’s services deteriorated at ECRH.
It should be noted that this physician syndication occurred
before the Affordable Care Act was passed, which precluded
hospital ownership by physicians.
It is important that additional information is provided regarding
ECRH. ECRH recently purchased 100 acres of land across the
interstate from BMC. This land is located northwest of Chester.
The intention is to eventually build a new medical center on this
location. The initial planning of this land has occurred and it
has been approved to build a regional oncology center on this
site. The construction of the project is already underway with an
anticipated completion in 6 months.
In addition, ECRH has an orthopedic hospital attached to the
current ERMC site and a behavioral health hospital at this same
location. ECRH also has two ambulatory surgical centers that
are conveniently located on the growing northwest and
southwest side in the community. The one surgical center is
located on the 100 acre development site. The orthopedic
hospital has done well and has been listed in the top 100
orthopedic hospitals. However, the behavioral health hospital is
losing significant dollars, so the Board of Directors for ECRH
has decided to close down this hospital. ECRH has also
developed a joint venture imaging center with the radiologists.
This center resides across from a major shopping area in the
community. It is conveniently located near heavily populated
neighborhoods and shopping. The only downside is the location
is not close to physician offices that would refer to this center.
However, if a new facility is built on the 100 acres, which
would include physician offices, the imaging center will be in
an ideal location. Leadership is developing a free standing
emergency center on the 100 acre site, which is on the

northwest side of Chestnut.
The last competitive issue is the location of a medical school
and hospital in the city of Chestnut. The facility resides in a
downtown location. This medical school had been established
by the state nearly 45 years ago and is associated with
Greenbranch University. It mostly serves the indigent
community in Chestnut and the surrounding area. This academic
center has a rather negative reputation in the surrounding area.
There are four other medical academic centers in the state as
well as a medical center with a world renowned reputation.
There have been ongoing rumors that this world renowned
organization was planning on assuming the responsibility of the
Chestnut academic center. This change would substantially alter
the complexion of the local medical community if it were to
occur. Speed in ECRH dealing with some of its market issues is
an imperative.
Additional Market Information: Population Demographics
Chestnut County
· With 433,689 people, Chestnut County is the 6th most
populated county in the state.
· The largest Chestnut County racial/ethnic groups are
Caucasian (70.1%), African American (18.5%), and Hispanic
(6.5%).
· In 2015, the median household income of Chestnut County
residents was $41,777. However, 21.1% of Chestnut County
residents live in poverty.
The median age for Chestnut County residents is 37.7 years old.
· Employment is strong in Chestnut County. Unemployment
resides at 4.5%. Employer diversity is strong since the

community is not dependent on singular large employers.
Employment includes some high-tech jobs, general
manufacturing to support the automobile industry, and there is a
large university, Greenbranch University, located in the
community. The university has 25,000 students and offers most
majors, which includes engineering and nursing.
Walnut County
· With 42,537 people, Walnut County is the 57th most populated
county in the state.
· The largest Walnut County racial/ethnic groups are Caucasian
(89.8%), followed by Hispanic (7.2%) and African American
(3%).
· In 2015, the median household income of Walnut County
residents was $55,120. However, 10.8% of Walnut County
· The median age for Walnut County residents is 39.8 years old.
Butternut County
· With 38,352 people, Butternut County is the 65th most
populated county in the state.
· The largest Butternut County racial/ethnic groups are White
(87.0%), Hispanic (9.5%), and African American (1.7%).
· In 2015, the median household income of Butternut County
residents was $50,663. However, 13.4% of Butternut County
· The median age for Butternut County residents is 39.7 years

old.
Oak County
· With 37,120 people, Oak County is the 66th most populated
· The largest Oak County racial/ethnic groups are Caucasian
· In 2015, the median household income of Oak County
residents was $42,492. However, 14.9% of Oak County
· The median age for Oak County residents is 46.6 years old.
Maple County
· With 27,816 people, Maple County is the 79th most populated
· The largest Maple County racial/ethnic groups are Caucasian
· In 2015, the median household income of Maple County
residents was $39,353. However, 15.4% of Maple County
· The median age for Maple County residents is 48.2 years old.
· Both Oak and Maple Counties are rural with an older
population. Many patients have Medicare and Medicaid that
come from these two counties. Likewise the hospitals located in
each of these counties have been designated as critical access.
Like many rural counties, Oak and Maple have been blighted

with younger people using drugs, including methamphetamine.
Employed Physicians
ECRH employs 400 physicians throughout its system. The
breakdown for each location is as follows:
Chestnut County
· 135 primary care
· 100 specialists
Walnut County
· 40 primary care
· 10 specialists
Butternut County
· 30 primary care
· 12 specialists
Oak County
· 27 primary care
· 10 specialists
Maple County
· 25 primary care

· 11 specialists
There have been ongoing complaints from the newly recruited
physicians that their practices have not been marketed well;
thus, their patient volumes have been slow to grow.
Service Line Performance Information
The following is a list of bullet points regarding service line
performance by ECRH and issues of operational concern.
1. Women’s health services deteriorated significantly since the
syndication by Banford Medical Center. Obstetrical deliveries
are down 20% across the system. BMC has done an excellent
job of creating attractive facility and services for women. This
includes nurse navigation, women’s breast center, and a series
of other amenities. BMC has also started a neonatal intensive
care unit, which rivals the services of ECRH.
2. The cardiologists at ECRH are aging. This has been a
traditionally strong service for ECRH, but 50% of the
cardiologists will be retiring within the next 3 to 5 years. All
cardiologists who serve ERCH are employed by the health
system. Cardiology is a service that is gaining strength within
the Greenbranch Medical Center, particularly since they brought
in a renowned cardiologist to rebuild their program.
3. The orthopedic volumes are down 7%. ECRH does jointly
operate an orthopedic hospital with an independent orthopedic
group located in the community. There have been some internal
problems within the orthopedic group where the old guard of
orthopedic surgeons has forced a low retention with younger,
and to some degree better trained, surgeons. Retention is
becoming a growing concern regarding the status of this group
with consideration of ECRH hiring their own surgeons. The
joint venture hospital does not exclude other surgeons from

working in this hospital.
4. Emergency department (ED) volumes are down 5%. The
hospital uses an emergency physician group to supply
physicians to cover all of the EDs within ERCH. These
physicians are known for poor customer service and making
rude comments to patients who are self-pay or Medicaid.
5. The ambulatory visits and services are up 3%. This volume
increase is from the younger primary care physicians who have
been employed by ECRH. This young group of physicians has
become great support for ECRH and refer patients loyally to the
organization.
6. General surgery cases are down 4%. The aging surgeons are
starting to retire and it is difficult to recruit new surgeons to
replace past demand. Some of this work is going to Greenbranch
since they have good general surgeons.
7. The oncology services for ECRH have increased in volume
and revenue by 4%. ECRH’s development of the new oncology
center has created a magnet for referrals to the oncologists. The
oncologists are very enthusiastic about the development of this
new center and have begun to shift work to ECRH.
8. ECRH has the regional burn center. ECRH works with
Greenbranch Medical Center for training residence in the burn
setting. This includes the plastic and general surgeons. The
downside of this service is that it is losing money. A decision
has been made to close down this service with Greenbranch
starting their burn center.
9. ECRH is a Level 1 Trauma Center, and this designation has
been a historical positive for the system. The helicopter service
is well recognized by the community as well as first responder
professionals found in the region. They historically have been

top of mind for major trauma cases. The usage of this service is
down 5% since the for-profit has established a similar service.
BMC however only has a Level 2 Trauma Center. They have
worked diligently to acquire ambulance services in some of the
outlying communities. This has helped feed patients to BMC.
10. The ECRH Board of Directors decided to close down the
behavioral health hospital. It is uncertain where patients will be
able to receive inpatient care. An active out-patient service will
still be provided by ECRH.
Payer Mix
The payer mix for ECRH has deteriorated. The current inpatient
payer mix for the entire system is as follows:
· 55% Medicare
· 15% Medicaid
· 30% Commercial
There has been a long standing joint venture relationship with a
national insurance company for commercial insurance.
Administratively this venture has not developed as anticipated;
however, in some of the regional markets, the Chestnut Care
insurance has a strong presence. Of the 30% commercial pay,
20% is Chestnut Care based. The national insurance company in
the venture is Aetna. The next strongest product is Anthem. It is
the expectation of the CEO that Chestnut Care be leveraged and
positioned for growth.
The 15% Medicaid has helped the hospital gain additional
disproportionate share dollars, which does help the bottom line
of the hospital.
Historical Strategic Initiatives

Accountable Care Organization
When the Affordable Care Act was passed in 2010, ECRH
decided to get into the one-sided model of an accountable care
organization (ACO). This venture has not gone well, and ECRH
has decided to leave the ACO business. However, they are
concerned about the public image of this decision. The details
of the termination are under discussion with a need to determine
how to minimize the public perception of termination,
particularly since there was so much marketing of their getting
in this venture. The regulatory requirements of the government
regarding the timing of terminating an ACO venture further
complicate this decision.
Primary Care Medical Home
The employed primary care group has been active in
establishing accredited primary care medical homes within all
of the primary care offices throughout the ECRH system. This
initiative is a positive emerging strategy for ECRH. It has also
been an attractive draw for the family practitioners from
Greenbranch Medical Center residency program since
Greenbranch has established an accredited medical home for
their family practice residency program.
American Nursing Credential Center Status (ANCC)
ECRH has been working on becoming a magnet status for
ERMC. This work has stalled out as an initiative. Some of this
is due to the nursing leadership within ERMC. The CEO intends
to move this priority up in the organization’s goals.
Information Technology

ECRH has invested heavily in their information technology
infrastructure. This investment became a requirement just to be
able to gather the data needed for the ACO development. This
cost has become significantly greater than anticipated. ECRH
fully implemented EPIC as their core information technology
system. There have been implementation problems since the
ECRH was operating off of multiple systems before the decision
to consolidate to one platform. The implementation of EPIC
required considerable retraining for the staff and physicians.
Data conversions have gone well. The difficulties have been
more human-related relative to the effective use of the system.
One of the major issues has been the lack of ECRH not meeting
meaningful use requirements which has cost ECRH significant
lost revenue from not meeting these goals.
Legal Actions Pending for ECRH
Federal Trade Commission Investigation
With the merger and acquisition of NMHC, questions of
antitrust have been raised. In the service lines of cardiology and
oncology it has been found that ECRH controls 60% of the
cardiology market and 52% of the oncology market. Chestnut
Care in some markets has been strong in steering patient
volumes to ERMC. Union leaders for the varying trades were
instrumental in precipitating this investigation. At the time that
this issue was raised, the President and Executive Branch of the
federal government were very pro-labor, thus, their interest in
pursuing this matter.
As to the projected disposition of this case, it is anticipated that
a negative determination will be made due to the market share
control in oncology and cardiology. This could force ECRH to
divest their ownership in the Chestnut Care insurance venture.
Another option might be that certain hospitals of NMHC be
divested. It is not anticipated that both determinations would

occur. This case has cost ECRH considerable money to stave off
investigation of this allegation.
Predatory Collections and the Loss of Not-for-profit Tax Status
for NMHC
NMHC negotiated that they would continue to act
independently. The consortium leadership set policies that
included predatory collections for the patients that would be
served in the NMHC hospitals. In a recent evening news report,
an investigative reporter interviewed an elderly patient that had
her home taken from her to pay for her medical bills. This home
had been in her family for over 100 years. This story prompted
the state’s Attorney General’s Office to investigate the
predatory collection policies of ECRH and NMHC.
The state has already taken an aggressive stance to investigate
the status of not-for-profits not fulfilling requirements (e.g.,
charity care, research, and education). The state is in economic
trouble and is seeking revenue from wherever they can find it.
The outlook is dim regarding the anticipated final decision of
the Attorney General’s Office. If NMHC is required to pay
taxes, this would wipe out the bottom line for these hospitals
and many of the needed services supplied to the indigent
population by ECRH would be reduced or eliminated.
Faith & Main Consultants Report
Within the last year, ECRH contracted with Faith & Main to
study the market perception of their women’s services. The
following is a summation of the findings of Faith & Main.
Interest in a Women’s Center Crosses County Lines
· 36% of women in the service area would travel across county
lines to receive excellent women’s health services

· 72% of women in Chestnut County would consider using the
women’s services of East Chestnut Regional Medical Center
· Women in all counties were most interested in these services:
· Breast care
· General gynecology services
· Female doctors
· Services in one area
· Physicals for women
Interest in a Heart Care and a Health Information Line
· A physician approved source of information
· A nurse help line that could be a resource for women’s care in
heart health as well be a source for health navigation.
Clear Expectations Regarding Getting Appointments with Their
Primary Care Physician
· Women expect same-day appointments
· In the collar counties to Chestnut County, women ranked this
in the top 28.7%
· Chestnut County women ranked this in the top 37.7%
· Expectation of same-day appointments ranked highest for
women of childbearing age

· Percent expecting same-day appointments
· 42.9 % of Chestnut County women of childbearing age
· 31.3% of collar county women of childbearing age
· Willingness to be Seen by a Nurse Practitioner
Overwhelmingly “Yes”
· 75.7% of Chestnut County women of childbearing age
· 76.1% of collar county women of childbearing age
Respondents Expressed How Health Care Could Be Improved
· 24% of all Chestnut County women, and 26% of all collar
county women named adding more primary care doctors and
more children’s care with urgent care outranking any other
single topic.
Respondents of Childbearing Age Widely Represented in Study:
· 86% of women respondents of childbearing age in Chestnut
County had children under the age of 18
· 76% of women respondents of childbearing age in the collar
counties had children under the age of 18
Willingness to be seen by nurse practitioner was viewed as
favorable by those in this study.

This data from Faith & Main will be used to ramp up
improvements in the women’s services for ECRH.
Strategic Plan Goals for the Upcoming Year
· Women’s service line improvement
· Increase obstetrical deliveries by 20% over 3 years
· Establish nurse navigation system for the entire system
· Facility improvement and development for women’s services
· Improve access standards for women’s care
· Assist in the marketing of the implementation of the
consultant’s report regarding women’s services
· Oncology Center grand opening
· Mature the retail strategy with the primary care employed
physician group
· Assess the market impact of the lawsuits and develop
marketing strategy to counteract the negative impact if
decisions are made against ECRH
· Aggressively recruit new physicians to reduce the average age
of the medical staff and strategically enhance service line
development
· Use lean management processes to correct service issues found
in the ED. Improve ED visits by 6%.
· Review physician contracts to enhance physician service
performance
· Investigate the fast track ED concept

· Implement the free standing ED strategy
· Abandon the Accountable Care Organization (ACO)
· Re-establish relationships with regional emergency medical
services to raise the utilization of the medical air service.
Growth goal is to get back to the previous level of utilization
within 18 months
· Decision to close the regional burn unit and let those cases go
to the academic medical center
· Implement the decision to close the behavioral health services
of ECRH
· Implement the decision to close AH
CEO Instruction to Marketing Team
The marketing department for East Chestnut Regional Health
System will be asked to step up their game to develop a
marketing plan for the regional health system. The CEO has had
some concerns regarding the ability of the marketing department
to keep up with the rapidly moving strategic environment that
he has created. So he established a time line for the department
to develop a system wide marketing plan over the next six
weeks. The VP of marketing has been in all of the senior
leadership cabinet meetings so she is aware of all of the details.
Therefore, the learning curve regarding the institutional
strategic goals is of no concern.
The following are elements that the CEO wants in the marketing
plan.
1. A consultant, Faith & Main, was used to test the impression
of the women in the key service markets for East Chestnut
Health System. The summary of the consultant’s report can be
seen above. The survey covered all aspects of women’s care.
The marketing department will need to develop a marketing

campaign to match the recommendations of the consultant’s
report.
a. It is recognized that the age span for communicating with
women consumers will be quite variable. On one end of the
spectrum you have the younger child bearing age women, next
are the women that are middle aged followed by women that are
pre-elederly then those that are elderly. Therefore, a
communication plan using social media to conventional
marketing techniques will be required.
2. A communication plan will need to be developed for the
closure of the regional burn center as well the exiting the
accountable care organization and the closure of the behavioral
health hospital.
3. A communication plan will be needed to deal with the closure
of AH.
4. A branding strategy will need to be developed to overcome
the current weak brand identity that is in place for the combined
ECRH entities.
5. Develop marketing strategy for new physicians being
recruited to the system. The ideal situation would be to have a
common identity for all marketing material. In the past the
marketing material has been local hospital based.
6. Develop marketing plan for the Primary Care Medical Home
strategy as well the retail strategy for the primary care network.
7. Proactively lay out a framework of communication to manage
any negative outcomes of the legal matters that the health
system is now confronting.
a. The Federal Trade Commission investigation of the anti-trust

issues for ECRH.
b. The predatory collections occurred as part of NMHC. It is
felt that this case will force these rural hospitals to move to a
taxable entity with the loss of their not-for-profit status. The
development of this problem came as a result of poor leadership
within the consortium.
8. Develop advertising campaign for the opening of the new
oncology center.
9. Develop advertising campaign for the ED/Trauma services of
ECRH.
Copyright © XXXX by University of Phoenix. All rights
reserved.
Copyright © 2018 by University of Phoenix. All rights reserved.

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