Developing a Strategic MarketingPlan for the Cancer Service Line:Beyond Mass Advertising and BrochuresSociety for Radiation OncologyAdministrators (SROA) Annual MeetingPhiladelphia, PennsylvaniaNovember 2006Presented by Nancy A. Lyle & Joseph M. SpallinaArvina Group, LLC 1996-2006 Triad Consulting Group, Inc.
Session Outline Why the need for a cancer strategic marketing plan? What is a strategic marketing plan? Research process Strategy development - the marketing mix An example cancer service line marketing plan.Arvina Group, LLC 1996-2006 Triad Consulting Group, Inc.
Session Design Expertise and Experience: Advanced Practical Audience mix: Has your program experienced a decline in volumes, marketshare,and/or revenue? Are you considering marketing strategies for your department or theoverall cancer service line? Is the competition escalating in your marketplace for a share of thecancer business? Does your organization recognize the importanceof marketing? Do they understand what strategic value cancerrepresents to your organization?Arvina Group, LLC 1996-2006 Triad Consulting Group, Inc.
Learning Objectives Discuss current market trends that may influence cancer growthinitiatives Overview of process for developing a strategic marketing plan: Situation Assessment Market Analysis Operational Capabilities SWOT Analysis, Assumptions and Conclusions Goals and Objectives, Target Markets Strategies - considering the marketing mix Establishing a monitoring and audit function to evaluate ROI Discuss critical success factors for successfully implementing astrategic marketing plan for the cancer service lineArvina Group, LLC 1996-2006 Triad Consulting Group, Inc.
Cancer ServicesCurrent Market Dynamics Highly competitive - particularly the high volume, high profitcases Hospitals and Specialists (outpatient services) Academic Medical Centers and Community Hospitals Introducing and competing on new technology Promoting education and research Changing market dynamics:dynamics Practice consolidation Infusion therapy shifts to hospitals For-profit companies proliferating in many markets Radiation oncology units proliferating in some marketsArvina Group, LLC 1996-2006 Triad Consulting Group, Inc.
Cancer ServicesCurrent Market Dynamics Technology growth: Many/more frequent introductions More capital intensive Increases in alternative/substitute technologies Consumer demands: Consumer-driven health plansPay-for-performance initiativesPublic reporting of outcomesPricing transparencyCustomer service expectations Financial challenges: Payer mix continues to shift to Medicare with aging population Reimbursement and margins continue to shrink Becoming more capital intensive; less capital availableArvina Group, LLC 1996-2006 Triad Consulting Group, Inc.
FY 2007 Inpatient Prospective PaymentSystem (IPPS) Medicare Changes Refining the current DRG system to capture severity ofillness Refined DRG system to be implemented by FY 2008 Winners will be those hospitals that treat higher acuity patients New DRG system will be highly dependent on: Documentation and coding Cost management CMS moving from charge-based method for determiningDRG weights to a cost-based methodology Transition will occur over next 3 years National average will be used to determine “costsArvina Group, LLC 1996-2006 Triad Consulting Group, Inc.
Why the need for marketing? Marketing is what supplies the customers and revenue! Simple equation: Revenue - Costs Profitability Factors affecting revenue:revenue Declines in marketshare/volumes Declines in reimbursement Factors affecting costs:costs Increases in direct costs such as staff and supplies Increases in indirect costs such as technology and utilities Inefficient operations Healthcare costs are increasing & reimbursement is declining: Cancer programs must increase volumes to offset declining revenue Name of game is to attract volume in the highly profitable clinicalservicesArvina Group, LLC 1996-2006 Triad Consulting Group, Inc.
The Marketing PyramidAll aspects Considered in the planMarketingConsumersConsumers are exposedto Hospital’s/Cancerbrand.Consumers & physicians seekmore information. Create image inminds of consumer.Build Awareness & RecognitionCreate Interest & “Position” amongconsumers, physicians & employeesConsumer trial. Physician refers.Services match needs of consumers.Consumers evaluate experience(may compare to past experiences withcompetitors).Channeling & Trial(operations focus)Evaluate 1996-2006 Triad Consulting Group, Inc.Special EventsAdvertisingConsumer AwarenessPreference & AttitudeCommunications/Public RelationsPositioning/Channeling AdsWebsiteOutreach/SeminarsHealth Plan ParticipationCall CenterScreeningsLobby/EntranceCustomer ServiceLocations in CommunityProducts/Programs/ServicesTrack Customer Opinions, Awareness,Recognition, and Preference ResearchCustomer SurveysVolumes, Revenue, Referrals
The Marketing PyramidAll aspects Considered in the planss )een isitra vwodAoo gn t ofrtu n dRe emi(r Has future Cancerneeds met at Hospital X May tell a fewfriends & family Has ALL future medicalneeds met at Hospital X Tells many acquaintances,friends & tialCustomerThreat/LostOpportunity 1996-2006 Triad Consulting Group, Inc. Goes to competitor May tell a few friends & family Goes to competitor for ALLfuture medical needs Tells many acquaintances,friends & family
Cancer Strategic Marketing Every cancer service line should have a strategicmarketing plan for long-term survival: The marketing plan should be linked to theorganization’s overall marketing plan As market conditions change, the plan should beflexible and encourage rapid responses and agility The marketing plan must be able to demonstratereturn on investmentArvina Group, LLC 1996-2006 Triad Consulting Group, Inc.
What is Strategic Marketing andthe Marketing Mix? Strategic marketing is designing the right products for the righrighttmarket segments; in the right place; for the right price! Strategic Marketing Plans go beyond promotional strategies.These plans address the marketing mix: Product Place/Distribution Channels Price Positioning and Brand PromotionArvina Group, LLC 1996-2006 Triad Consulting Group, Inc.
Marketing Plan DevelopmentAddress the Mix Target Markets:Identifies potential customers by market segments (demographic,geographic, lifestyle factors, and product-use factors) Brand and Positioning Strategies:How the organization differentiates itself from the competitors andinfluences consumer perceptions. Product design and delivery mustreinforce and deliver on the brand promise Differentiation strategies Niche strategiesArvina Group, LLC 1996-2006 Triad Consulting Group, Inc.
Marketing Plan DevelopmentAddress the Mix Product Strategies:StrategiesFocuses on designing products to best meet the needs of each marketsegment. Operational capabilities are aligned with the market and deliveron the brand promise (customercustomer service, product design and delivery)delivery Pricing Strategies:Focuses on the value delivered to customers, accounting for pricediscrimination, cost, competition, and market leadership. This is morethan an exercise of annually updating the charge master with an overallmark-up applied across the organizationArvina Group, LLC 1996-2006 Triad Consulting Group, Inc.
Marketing Plan DevelopmentAddress the Mix Place/Distribution Channel Strategies:StrategiesMechanism for how patients enter the delivery system. Identify allcurrent channels - augment as necessary. Develop new channels (e.g.new locations, outreach, networks, alliances, etc). Manage channels andpatient acquisition strategies Promotional Strategies:StrategiesPromotional strategies leverage how different segments best receive yourmessage – should be specific to each channel and target market.Arvina Group, LLC 1996-2006 Triad Consulting Group, Inc.
Strategic Market PlanDevelopment ProcessOrganization’s Strategic PlanStrategic Market Planning ProcessSituationAnalysisReview Market AnalysisAnd Customer ResearchConduct OperationalAssessmentStrategicMarket PlanDevelopStrategic Market Planfor Cancer Service LineDesign Infrastructureto Support ExecutionExecuteStrategies &MeasureResultsExecuteMarket PlanEvaluation/ROI Criteria:Measure ResultsArvina Group, LLC 1996-2006 Triad Consulting Group, Inc. Market Share, Volumes Profitability, Revenue Referrals CRM data Web Trends Customer Service Consumer Opinions
Situational AnalysisCancer Service Line 1996-2006 Triad Consulting Group, Inc.
Market AnalysisKey to Developing strategies and Ensuring alignment External industry and business trends New programs or expanded programs by competitorsReimbursement changesRegulatory requirementsTreatment trends/new models of careTechnology trendsmarket)rket)Population trends and characteristics (primary and secondary maPatient origin: primary and secondary market volumesMarket share and current volumesUtilization and prevalence ratesDemand estimates – inpatient, outpatientPhysician supply and demandDrive time analysisConsumer research – connect with customer needs & opportunities to fix orcreate products Focus groups Opinion research – regarding cancer service line Awareness & recognition researchArvina Group, LLC 1996-2006 Triad Consulting Group, Inc.
Operational Capabilities AssessmentLink with market needs Operations QualityFacilities and technologyFinancial performance; payerpayer-mix profileCustomer satisfactionAccessibilityInventory of services (current and planned)Gaps in servicesInventory of service delivery locations (distribution channels)relationships,tionships,Medical staff profile (skills, activity, referral patterns, relarecruitment plans) Research and education Organization structure and decisiondecision-making Health plan participation Arvina Group, LLC 1996-2006 Triad Consulting Group, Inc.
Situational Analysis: SWOTStrengthsWeaknesses Strong consumer preference in the market forCommunity Hospital’s Cancer Services Main campus difficult to access (parking, location) 65.8M Net Revenue business/ 34.1M CM Gaps in physician resources in key specialties Fellowship trained Breast Surgeon (only one in region) Capacity/facility/technology issues in RadiationOncology Services Market leader in complex cancers (hem/malignancy,head & neck, BMT) Services not organized into “program” Improvement in selected service financialperformance requiredOpportunitiesThreats Increased prevalence/demand for Oncology Services;(More than 14% projected increase in PSA: 20032008) Community Hospital has less than 10% market sharein the PSA Population growth projected to increase by 15% in xxcounty from 2006-20010 (200,000 to 230,000). Competitor Health System is dominant provider inPSA; they are aggressively pursuing increasedmarketshare in breast, lung, colorectal, and prostate Aging population; Women in age 45 expected toincrease by 18%; Males in age 45 segment expectedto increase by 15.9% Competitor Health System has plans to build newfacility in xx county; major focus will be cancerservices XX County does not have a Radiation Oncology facilityfor a population of 200,000. Declining reimbursement (e.g. Chemo Infusion) Patients value convenience location 1996-2006 Triad Consulting Group, Inc.
Conclusions, Assumptions, & Priority IssuesBased on Situation Analysis & SWOTConclusions & Assumptions:Priorities & Goals: Market growth in xx County projected to be 15% overnext 5 years due to population growth and aging: Target markets: Cancer Service Line continues to be one of CommunityHospital’s largest and most profitable service lines Community Hospitals should target xx County for growth Competition continues to increase, as evidence bycurrent competitor strategic initiatives: Community Hospital should strengthen its’ competitiveposition through product design Significant investments are required to support growth Continued consumer choice in cancer care selectionprocess: Provide services in convenient location Target direct consumers is essential Link community screening and education with service linemarketing Financial performance challenges due to changes inreimbursement and technologies: Surgical oncology (Breast, Colorectal, and Prostate) isexpected to provide attractive margins Community Hospital needs to improve cancer cost positionand payer mix Geographic: XX County is most attractive market basedon population growth and socioeconomic characteristics Product Design: Target/invest in high return products and services(Breast, Colorectal, and Prostrate) through outpatientscreenings Develop multidisciplinary clinics (differentiationstrategy) Invest in state-of-the-art, contemporary services andfacilities (Radiation Oncology) Place/Distribution Channels: Establish cancer screening and treatment centers inconvenient locations in XX County (Radiation Oncologyand Mammography Screening) Recruit and establish Medical Oncology practices in XXCounty Promotion: Leverage consumer preference and awareness ofCommunity Hospital Cancer Service Line Develop campaign for cancer service line (overall andchannel specific for breast, colorectal, and prostate) 1996-2006 Triad Consulting Group, Inc.
Targeted SegmentsWho are our Primary Customers?Potential Customers? Referring Providers Direct Consumers Demographic (household income, gender, etc)Geographic (growth areas)Lifestyle FactorsReferringProduct-use FactorsProviders Health Plans Payers Brokers Benefit Managers Businesses Service Line SpecificEmployeesBusinessesDirect Consumers HH Income 75K Geographic Growth AreasPayors, Brokers,&Benefit ManagersArvina Group, LLC 1996-2006 Triad Consulting Group, Inc.KeyService Lines
Place/Distribution Channels Identify all current channels – how patients enter thehealthcare system Locations Ease of access Geographic distribution Services (screening, diagnostics) Referral sources Direct to consumer through call center (self-referral) Health plansArvina Group, LLC 1996-2006 Triad Consulting Group, Inc.
Place/Distribution Channels Identify and develop new channels New geographic locations New services and unique delivery models Outreach and networks Alliances, mergers, and acquisitions Health plans Manage channels and retain customers Sales and promotion Service delivery and recoveryArvina Group, LLC 1996-2006 Triad Consulting Group, Inc.
Product DesignBrand Promise and PositioningClinicalOperationsProduct Design&DeliverySatisfied CustomerLoyalty if MetArvina Group, LLC 1996-2006 Triad Consulting Group, Inc.ConsumerNeeds &Preferences
Product Design Service components in place Customer service scores in good/excellent range Package Virtual vs. single location (Cancer Institute) Distribution sites (radiation oncology, mammography) Quality measures within or above standards Pricing, if appropriateArvina Group, LLC 1996-2006 Triad Consulting Group, Inc.
Operational Readiness Capacity to handle new volume Consumer access Phones Scheduling streamlined, timeliness Parking and wayfinding Referring providers Loyalty and relationships Service standards: communication within 24 hours Ability to track effectiveness of promotional campaignArvina Group, LLC 1996-2006 Triad Consulting Group, Inc.
Being the BrandPositioning Strategies Having a unique, credible, sustainable, fitting andvalued place in customers’ minds1. Consistent look and messageInconsistency creates confusion in the minds of theconsumer2. Product promiseThe right positioning over the next 3–5 years toultimately help shape product development andcommunicationArvina Group, LLC 1996-2006 Triad Consulting Group, Inc.
Branding Promises:Failure Holiday Inn – “No surprises” campaign Guests experienced lots of surprises Long lines Rooms that weren’t readyArvina Group, LLC 1996-2006 Triad Consulting Group, Inc.
Branding PromiseSuccess McDonalds – Maximize customer satisfaction andhappiness messaging Fast food Friendly services Value prices Clean bathrooms Consistent world-wideArvina Group, LLC 1996-2006 Triad Consulting Group, Inc.
Promotional StrategiesDirect to Consumers Based on profiles of each market segment,including: Demographics Geography Product-use factors Lifestyle factorsArvina Group, LLC 1996-2006 Triad Consulting Group, Inc.
Promotional StrategiesDirect to Consumer Considers most effective pathway for each segment,including: Print (Newspaper, Journal, Magazine) Outdoor (Transit, Billboard) Radio TV Direct mail Relationship/sales InternetArvina Group, LLC 1996-2006 Triad Consulting Group, Inc.
Media Profile of Target Market:Prostate Cancer vs. Pediatric EmergencyPediatric EmergencyProstate CancerAffluent Full Nesters — 75,000 with kids @home, in XX metro area. Heavy exposure to:Graying Affluents — Age 50 with family income 50,000 , in XX metro area. Heavy exposure to: Radio Direct Mail 97% listened to radio in past 7 days 74% listen 60 min/day Billboards 65% drive 200 miles/week 19% drive 100-199 miles/week 61% exposed for 200 min/week Newspaper Newspaper 80% read weekday 81% read Sunday 52% read 30 min/day News time television InternetAverage to fair exposure to: 70% read 28% watch before 9 am45% watch 5-6 pm50% watch 6-7 pm47% watch 3 hours/dayFair exposure to: Internet Radio BillboardsArvina Group, LLC 1996-2006 Triad Consulting Group, Inc.
Promotional MaximsThe Rationale Behind Campaigns Use media profiles of target markets and evaluate mosteffective pathways using: Reach: Total number in target audience who sees or hears ad at least one time Frequency: Average number of times the target audience sees or hears an ad Rules of Frequency: It takes an average consumer 9 exposures to an ad before it is readilyremembered Audience should be exposed to ad at the very least 3 to 5 times toremember and act Audience should be exposed to ad at a minimum of 3 times for any hope ofbeing remembered at allArvina Group, LLC 1996-2006 Triad Consulting Group, Inc.
Cost Effective Use of Media Placement: Creative Color ad attracts 40% more readers than a black & white (is cost to add color less than 40%?) A halfhalf-page ad is 2/3 as effective as a full page ad (if ½ pg ad is ½ the cost, it is most efficient –use budget to increase frequency) Create “buzzbuzz”buzz” (draw attention) Consistency For every 3 ads viewed, a consumer will ignore 2. Don’t spread ads too thin; better to be heavy inone medium than light in several! Media Selection Cost per Gross Rating Point (reach x frequency) Cost per 1,000 (CPM)MediaAds /WeekTotalCostReachFrequencyGRPsCost perGRPStation 115 7501.25.26.3119Station 215 1,1252.65.313.981Arvina Group, LLC 1996-2006 Triad Consulting Group, Inc.
Promotional Strategies Consistent message and look that reinforces thebrand Cost-effective campaigns based on research andtargeted segments Reach and frequency requirements Selection of creative message and media pathway Must have call to actionArvina Group, LLC 1996-2006 Triad Consulting Group, Inc.
Measuring Return on Investment (ROI)Examples Website trends Volumes AdmissionsBy disease, by proceduresAncillary diagnosticsPhysician practice (new patients) Referrals by physicians Fiscal performance and payer mix Qualitative and quantitative market research trends Awareness/recognition/preference Opinion research and focus groups Customer Relationship Management (CRM) and call centerdatabasesArvina Group, LLC 1996-2006 Triad Consulting Group, Inc.
Cancer Service LinePulling it all together!Example of Breast CancerArvina Group, LLC 1996-2006 Triad Consulting Group, Inc.
Cancer Service LineStrategic Marketing Plan Key Questions: Where are we (where do we stand in the market today)? Who is the customer? What do customers want? What are customer current opinions regarding our cancer services? How do our targeted segments make their healthcare decisions? What are the best growth opportunities? What do we want the service line to look like in the future(e.g., 2015 vision)? How do we get there and grow, how do we improve profitability,how do we differentiate ourselves, how do we fund, how do we .Arvina Group, LLC 1996-2006 Triad Consulting Group, Inc.
Situational Analysis:Internal and External Market Analysis Market Analysis Population and demographic trends Incidence and prevalence Volume Mammography Biopsies Surgery Competitor analysisMarketshareMammography sites in locationDrive time Operational Capabilities Physicians (e.g., capacity, expertise)ImagingBreast SurgeryRadiation TherapyMedical OncologyArvina Group, LLC 1996-2006 Triad Consulting Group, Inc.
Estimated Market ShareInpatient/Day/Observation by Key Cancer Type100%2,000Community Hospital has low marketsharein high prevalent 9064531,4816052071,490Community Hospital Discharges FY051101511579222612955% Est Marketshare7.4%7.9%34.7%6.2%37.4%62.3%3.7%Total Discharges PSA & SSA FY05Arvina Group, LLCSource Notes: By ICD-9 Principle Dx Code10% 1996-2006 Triad Consulting Group, Inc.Head &NeckProstateEst Marketshare (%)1,400
Demand ProjectionsIncidence of New 08006.0%6004.0%4002.0%200-200620102006-2010 Incidence GrowthSource: NCI- SEERS Database, Solucient Market Planner. Incidence is defined as number ofrvinaLLC within one year for a given populationnew cancerpatients roup,(cases) diagnosedAG 1996-2006 Triad Consulting Group, ADDER0.0%% 2006-2010 Incidence GrowthDemand Forecast/Projected Growth (%)Cancer Incidence by Type1,600
Demand Forecast:Breast Cancer Incidence 2006-2010600Counties with greatestdemand and growth5004003002001000ClackamasClark, 955.72006-2010 Incidence .40%9.20%11.70%10.20%16.10%13.30%% 2006-2010 Incidence GrowthArvina Group, LLC 1996-2006 Triad Consulting Group, Inc.Multnomah WashingtonYamhill
Mammography ClinicsAverage Household Income & PopulationArvina Group, LLC 1996-2006 Triad Consulting Group, Inc.
Cancer Service LineExample Goals and Objectives Increase marketshare: Breast Cancer from XX% to XX% (FY06 to FY09) Prostate Cancer from XX% to XX% (FY06 to FY09) Radiation Oncology from XX% to XX% (FY06 to FY09) Increase cancer service line revenue from xx to xx(FY06 to FY09) Improve cancer service line payer mix Provide specific measures Create and strengthen Cancer Service Line brand &positioning Provide specific measures (awareness and recognition,customer opinion, preference data)Arvina Group, LLC 1996-2006 Triad Consulting Group, Inc.
Breast Cancer & The Distribution ChannelsDisease Progression/Tx Risk Factors: Family History Age (40 ) Hormone Replacement Alcohol Use Genetic Childless or First Child afterthe age of 30Referral Channels Primary Care Physicians Screenings & Education Self-Referral Health Plans Screening Mammography Diagnostic Mammography Computer-aided Detection (CAD) Stereotactic Core Needle Bx Sentinel Lymph Node Mapping &Biopsy (SNB) Breast MRI Primary Care Physicians Self-Referral Health Plans Mammography/Radiologists Multi-D Breast Clinic Breast Surgery Reconstructive Surgery Chemotherapy Hormone Therapy Radiation Therapy Breast Surgeon Health Plans Self-Referral IMRT Image-guided Radiation Therapy(IGRT) 3DCRT Brachytherapy/MammoSiteGrowth VehiclesProduct: Digital Mammography Screeningin Boutique Setting Medicare CertifiedPlace: Screening Centers – OpenAccess/Conveniently LocatedPromotion: Provider Relationship/Sales Provider Education (CME) Direct to Consumer Web Advertisement/Print Preventative EducationPricing: At costProduct: Digital/CAD/Breast MRI Sentinel Lymph Node Mapping Multi-D Breast Center Fellowship Trained Surgeon Brachytherapy/MammoSite IMRT/3DCRT/IGRT Clinical Research Second Opinion ServicePlace: Facility Design and ambiance areCritical (resource center, art) Ease of access and parkingPromotion: Provider (as above) Direct to Consumer (as above) Support Services 1996-2006 Triad Consulting Group, Inc.
Breast ServicesGrowth Strategies Target Market:Strategies: Product: Direct female consumers in targeted zipcodes; age 45 and per-capita income of Digital Mammography with CAD 75K 24-hour notification Primary care providers Medicare Certified Commercial payers, benefit managers, selfinsured employers Place: Screening centers in 4 key geographic Objectives:growth markets Grow screening mammography capabilities Boutique setting, open access, convenientthrough “boutique retail sites” strategicallylocated in community (1/100 Ca Dx).location Develop 4 sites Price: Increase annual screenings to 43,672 At costsannually over 4 years Breast Cancer marketshare increase from7.8% to 19.1% (FY2010)/Volume increase110 to 320 discharges in PSA/SSA(FY2010)Arvina Group, LLC 1996-2006 Triad Consulting Group, Inc.
Product development strategies:Breast Business Strategy: Community based front door for Cancer Service Line and Women’s HealthServices Break even/simulated financial performance Locations: Metro zip codes age 40 , per-capita income of 75K Sites: Mall, retail setting, high consumer traffic, convenient access Facilities Layout: Approximately 1,000 – 1,500 square feet Key Features and Services: State of the art digital mammographyWellness and educational materials and resourcesMassage therapyEspresso, healthy snacks, etc.Arvina Group, LLC 1996-2006 Triad Consulting Group, Inc.
Breast ServicesPromotional Strategies Target Market: Primary Care Physicians Objective: Enhance referring provider relationships, link withcancer service line, and increase referrals Strategies and Tactics: Cancer Service Line NewsletterSales calls/relationship management (Network/Outreach Coordinator)Tools for easy referral to Breast Center and Mammography BoutiquesCME programs (breast exams, breast health)Website for referring providers; timely report notification and access to reportsBreast Center brochures and information for PCP (office waiting rooms) Resource Requirements: 1.0 FTE Network Outreach/Sales 150,000 (newsletter, CME, website, brochures)Arvina Group, LLC 1996-2006 Triad Consulting Group, Inc.
Breast ServicesPromotional Strategies Target Market: Direct to Consumers Objective: Increase volume of screening mammographystudies and selfself-referrals to Breast Center/Surgical Oncology Strategies and Tactics: Consumer Call Center (organization-wide)Website for consumersPrint advertisement (Women’s journals, Sunday living section)Direct mail campaign – targeted householdsPreventative educationActive participation in community events (Komen Race for the Cure andAmerican Cancer Society) Resource Requirements: 175,000 (Website, advertisement, direct mail)Arvina Group, LLC 1996-2006 Triad Consulting Group, Inc.
Marketing Plan Summary Support and synchronize with overall organization strategicmarketing plan priorities Operational readiness that delivers on promises (brandessences) An integrated and systematic approach to marketing A cost effective, research based, targeted approach A focus on positioning and channeling (building on marketingpyramid)- as opposed to branding alone Coordinated campaigns with accountability, ROI metrics,metrics andestablished timelinesArvina Group, LLC 1996-2006 Triad Consulting Group, Inc.
Successful Marketing Traits associated with market dominantorganizations: Innovation (solve marketplace issues) Risk-taking Agility Responsive to market conditions and changes Alignment with market place Organization and governance structure promotes agility Doing the common things uncommonly well!Arvina Group, LLC 1996-2006 Triad Consulting Group, Inc.
CONCLUSION“Businesses don’tcontinue growing iftheir value isn’t alsogrowing”Arvina Group, LLC 1996-2006 Triad Consulting Group, Inc.
Cancer Strategic Marketing Every cancer service line should have a strategic marketing plan for long-term survival: The marketing plan should be linked to the organization’s overall marketing plan As market conditions change, the plan should be flexible and encourage rapid responses and agility The marketing plan must be able to demonstrate
UNIT: - I BASIC CONCEPTS IN MARKETING MANAGEMENT STRUCTURE 1.0 Introduction to Marketing 1.1 Definition of Marketing 1.2 Evolution of Marketing 1.3 Marketing Concept 1.4 Role of Marketing 1.5 Strategic Marketing Planning 1.6 Scope of Marketing 1.7 Approaches of Marketing 1.8
May 05, 2011 · 3022 Broadway . Uris Hall, Room 604 . New York, NY 10027 . email@example.com . May 5, 2011 . Abstract . We review accounting principles related to the reporting of marketing activities and evaluate their implications for marketing research and practice. Based on our review, we argue thatFile Size: 393KBPage Count: 50Explore further(PDF) Strategic Marketing and Marketing Strategy: Domain .www.researchgate.net(PDF) Marketing Management - ResearchGatewww.researchgate.net5 Marketing Management Orientationscommercemates.com5 Marketing Concepts: Marketing Management Philosophieswww.iedunote.comBasic Marketing Principles - Mercer Universityfaculty.mercer.eduRecommended to you b
Sep 05, 2017 · STRATEGIC PLAN FORMAT 2017-2020 . The sample strategic planning format uses a one page Strategic Map format to identify areas of focus for the Plan. From the Strategic Map, a Strategic Plan is created to advance strategic priorities for the coming 1-3 years. The plan accomplishments a
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Paper: Assignment Style: Harvard Pages: 27 Sources: 10 Level: Mater Marketing Plan [Writer Name] [Institute Name] 2 Marketing Plan Introduction A marketing plan for new product is important for any business. Its aim is to increase the profits of business. The strategic marketing strategy and marketing plan fit combined in that both are
Strategic marketing management provides a comprehensive examination of all the . Assignment 1: Developing and Managing a Strategic Marketing Plan Marketing techniques for growth – case studies and discussion Use of marketing strategy options in a given market – tutor examples and
level context of marketing strategy. At the end of this module students will be able to: Critically understand the synergy between corporate, strategic marketing and marketing planning Construct a strategic marketing plan for a variety of marketing situations Topics covered are as follows: Levels of strategy
1. Understand what a marketing manager does. 2. Know what marketing strategy planning is—and why it is the focus of this book. 3. Understand target marketing. 4. Be familiar with the four Ps in a marketing mix. 5. Know the difference between a marketing strategy, a marketing plan, and a marketing program. 2–2
Strategic Plan and the process . used to create the Plan in four sections: 1. The Process: An overview of the process used to create the Strategic Plan. 2. Strategic Insights: A summary of the six insights that provided a foundation for the development of the Strategic Plan. 3. Strategic Plan Overview: A one-page summary of the Strategic Plan. 4.
Strategic Improvement Plan 2017-2020 Page 1 Strategic Improv. Plan Strategic Improvement Plan Template Forsyth County Schools Strategic Plan Goal Area Culture and Climate Forsyth County Schools Strategic Plan Performance Objective #1 Acquire, develop, and retain excellent staff for
Page 15-16 Marketing and Strategic Plan Accountability Matrix Page 17-19 Stewardship and Strategic Plan Accountability Matrix Page 20 Strategic Plan Follow-Up and Execution Page 21-23 Enrollment Data and Notes to Future Planners Page 24-28 Addendum: 2013-2014 Marketing Plan and Stewardship Plan
The Strategic Management Process 15 Developing a Strategic Vision: Stage 1 of the Strategic Management Process: 17 How a Strategic Vision Differs from a Mission Statement 19 The Importance of Communicating the Strategic Vision 22 The Benefits of an Effective Strategic Vision 22 Setting Objectives: Stage 2 of the Strategic Management Process 22 xxiv
achieved under this strategic plan has prompted the development of a Strategic Marketing Plan for 2016. This will become the baseline for future annual marketing plans. What follows is an assessment of the progress made to date on the marketing strategies articulated in the Plan. A scale of 0 - 5 was used for comparative analysis: 0 No Progress
Marketing Plan 1 - the Magnolia Club, Marketing Plan 2 - the Orchid Club and Marketing Plan 3 - the Star Club. Marketing Plan 1 specifies the rules for calculating a Trade Discount or Remuneration or attributable to a Business Partner for Personal Points and the Points of all Partners in his/her Structure. Marketing Plan 2 is a logical .
Develop your marketing plan 6. Action your marketing plan 7. Monitor and manage your marketing Steps to marketing your business A practical guide to Marketing and branding 1. Conduct market research Market research is a key part of developing your marketing strategy. It’s about collecting information that provides an insight into your customers’ minds so you understand what they want, how .
International Marketing (3) Sales Management (3) Marketing of Financial B2B Marketing (3) Marketing Strategy (1.5) Media Planning ( 1.5) (3)Brand Management (3) Retail Marketing ((3) Marketing Engineering (1.5) Rural Marketing (3) Innovations in Marketing (3) Customer Relationship Management (3) Sales Promotion (3) Marketing for Entrepreneurs
College Strategic Plan Template 1/6/2020 Strategic planning for 2028 will start at the college and division/unit levels (hereafter, “unit”) with each college and unit developing a strategic plan. Next, the University Strategic Planning . Goals: Those steps that must be accomplished in order to reach our vision and mission.
by Engage Marketing Plan Lab, guides small business owners through the process of creating their own marketing plan while learning valuable marketing skills. The cloud-based tool provides advice at each stage of writing your marketing plan, allowing you to create a plan that is quicker, cheaper and more educational than using a marketing .
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Description Logic: A Formal Foundation for Ontology Languages and Tools Ian Horrocks Information Systems Group Oxford University Computing Laboratory Part 1: Languages . Contents Motivation Brief review of (first order) logic Description Logics as fragments of FOL Description Logic syntax and semantics Brief review of relevant complexity .