Fluent Essays

Hello,I have attached the other parts of the paper my other group members have done. Please come up with the brand of the company this doesnt need to be more than 1 page.3/4 of a page is enough. You just have to really come up with a brand of the company. My topic is the brand of the company. Brand----((Description-The company and what its know for Premier and comprehensive Cancer Center and Treatment)) tactics_and_implementation_group_2_week_4_2__1_.docx Unformatted Attachment Preview 1 Tactics and Implementation Goceyln Beasley, Deb House, Sandy Lachhman, Ani Palezyan, Stacy Rhodes, Heather Starling, & Lemonte Watson MHA/506 January 14, 2020 Diana Lobst 2 Tactics and Implementation Product Replace the level one heading with the words for your heading. The heading must be in bold font. Headings are a necessary part of helping your audience track the sub-topics discussed in the body of the essay or report. Be sure to indent the first line of each paragraph between five and seven spaces by pressing the Tab key one time on the keyboard. In addition, remember to double space the entire paper using the double space functionality in Word. This template is already formatted for double spacing. Read more: Center for Writing Excellence>Tutorials and Guides>Software Tutorials and Guides>Formatting Tutorial for APA. In addition, keep in mind an academic essay should contain at least five paragraphs, which includes the introduction (introductory paragraph), the body (which is generally at least three paragraphs), and the conclusion (generally one paragraph). Most well-developed paragraphs contain at least three – five sentences, one of which is the topic sentence. Limit each body paragraph to one sub-topic. Service Services rendered by a Comprehensive Cancer Center (CCC), include but are not limited to, multifaceted treatment options such as chemotherapy, radiation and immunotherapy, supportive care, administrative assistance among many others. It is imperative that the services that are exclusive to the institution are the services that are included in the marketing plan, and 3 utilized in any advertisements that are put forth or any information and media distributed to the public. Exclusive to a CCC, immunotherapy and research driven treatments are at the forefront of patient care. Included in these exclusive services are also cancer screening programs, these programs increase public awareness and doubles both as a service and a form of advertisement that includes community outreach. There are many direct to consumer marketing plans implemented to plant the seeds in the consumers mind, filled with information in regards to the latest innovative cancer treatments and services available to them (Gray & Abel 2012). Management of these services done at a clinical and administrative level allows room for additional services to be added on over time, giving the ECRH room to grow and develop. With many CCC’s oral chemotherapy, intravenous therapies and radiation all also require a deep level of understanding in terms of the organizational infrastructure. Having multiple regional facilities allows to open up access giving patients the opportunity to have these services through multiple locations, without having to over extend themselves to receive them. The services in one location would be the services throughout all the locations given that each one is equipped with the appropriate equipment and staff. One of the services that the stand alone “main” facility would be equipped with would be a proton therapy treatment center, one of the most state of the art treatment regimens that recently developed to treat a multitude of diagnoses. With 99\% of the services being offered available at all of the locations, the maintenance of the equipment, the trained clinical staff, there is no barrier to patient care that can arise. Implementation of these tactics include the procurement of facilities that have the physical space to store and appropriately administer treatment, in addition to making the patients feel comfortable with receiving their care at the institution. 4 Price Tactic and Implementation The bottom line to a health care marketing strategy is understanding the target market, especially when it comes to a pricing tactic and implementation of it. With one goal to get the most return on investment (ROI), we still must also keep the patient in mind. Taking the latter into consideration, along with the need for oncology satellite services, ECRH can use a valuebased pricing tactic. Eric Dolansky stated, “How much the customer is willing to pay for the product has very little to do with cost and has very much to do with how much they value the product or service they’re buying” (“Eagle Business Services”, 2020). A value-based pricing tactic and implementation entails having a service like oncology available. The satellite oncology centers will be considered a strong benefit for cancer patients which creates the value of a life saving service. Patients seeking oncology services value their lives and the ease of receiving the treatments, so they are willing to pay more for the service. The satellite facilities create the value for both ECRH and the patients. Understanding the competition and demand curve for services will also allow us to establish the pricing strategy. The demand is based on the target market, which is cancer patients, however, we must consider any type of shift the market may take because it will affect pricing. Keeping up to date with how the medical school prices oncology services we will be able to adjust and price the ECRH services accordingly while keeping in mind that the convenience factor of the satellite facilities creates a greater value than actual cost. Actual cost and revenue earned will also be contingent on negotiating insurance contracts and reimbursements with most common used insurance carriers plus taking into consideration 5 the economic situation of the non and underinsured. In conjunction with the contracts, watching the economic market conditions will assist in implementing the value-based pricing strategy. Our tactic and implementation will be to use ECRH’s satellite facilities to create value for the patients while monitoring the market conditions and reducing overhead waste at other ECRH facilities like the number of unused beds at ERMC. By applying the eight lean management steps to reduce waste (transportation, overproduction, waiting, underutilized talent, inventory, motion, excessive processing, and defects) we can implement reducing waste and using the savings to buffer the self-pay issues we encounter and have less control over (8 Types of Waste Reference Guide, n.d.). Through these steps, ROI will be seen to upkeep the facilities, pay the staff and define and improve our business process. Incentives Patient care is a primary focus for all healthcare facilities and ECRH will promise to keep patients at the core of their building and future investment opportunities. ECRH Mobile Satellite Oncology Centers provide an avenue to allow great patient access to care. The incentive for patient care focus by incorporating these mobile satellite clinics will increase outcome, satisfaction and patient loyalty to the ECRH system. “Accessing the care needed is critical for these patients to achieve optimal health outcomes. Delays in treatment can result in irreversible disease progression and even, exacerbate the cost of care for both the patient and the health system.” (Heath, n.d.) As a corporation working to provide appropriate access to care, ECRH needs to concentrate on lean processes as well. According to Skhmot (2017) “waste is any action or step in a process that does not add value to the customer.” Defects, overproduction waiting, unused talent, transportation, inventory motion and extra-processing all contribute to waste and must be 6 addressed to allow ECRH to surpass its competitors, taking over the healthcare market for patient care and satisfaction in oncology treatment. The initiation of mobile satellite clinics to provide oncology services will place ECRH as a top provider of services; reducing travel (transportation/motion waste) for our clients receiving treatment locally. The locality of the clinics will reduce wait times for appointments (waiting waste), allowing greater number of client service and treatment dates and times by spreading the service to locations that it is needed most. Focusing on the end consumer, the patient; and initiating satellite clinics for treatment services will increase patient access as well as customer satisfaction; pulling patients from competitor companies to utilize ECRH mobile services for chemotherapy needs. Using lean practices as a patient care approach, ECRH will provide better patient outcomes. “Systems that can leverage lean management principles to reduce waste while improving the quality of care will be better positioned to survive and thrive in healthcare going forward.” (James, 2018). With a continual rise in oncology service needs created by increased referrals to ECRHs’ new oncology center, we shall focus on immediate implementation and placement of the new mobile satellite oncology centers throughout our service areas. ECRH will focus on and provide appropriate access to the patient clientele located within the following counties: Chestnut, Walnut, Butternut, Oak and Maple “When patients have to travel long distances to receive treatment, they are likely to go without adequate care.” (Heath, n.d.) . Implementing the mobile satellite clinics will allow immediate treatment services to our customers without the need for long distance travel. Communication 7 References 8 Types of Waste Reference Guide. (n.d.). Retrieved January 11, 2020, from https://www.denvergov.org/content/dam/denvergov/Portals/728/documents/Peak_Performan ce/Black_Belt/Reference_Guides/Guide_8TypesOfWaste.pdf. Eagle Business Services (2020). Retrieved from https://eaglebusinessservices.com/pricing-strategyto-increase-revenue/ Heath, S. (n.d.). What Providers Should Know To Improve Patient Access to Healthcare. Retrieved from Patient Engagement Hit: https://patientengagementhit.com/features/what-providersshould-know-to-improve-patient-access-to-healthcare James, B. (2018, 10 11). Lean Healthcare: 6 Methodologies for Improvement from Dr. Brent James. Retrieved from HealthCatalyst: https://www.healthcatalyst.com/insights/lean-healthcaremethodologies-improvement Skhmot, N. (2017, 08 05). The 8 Wastes of Lean. Retrieved from The Lean Way: https://theleanway.net/The-8-Wastes-of-Lean 8 ... Purchase answer to see full attachment