Loyal customers offer multiple benefits to a healthcare organization.  What are some of these benefits? How can loyalty be measured from a  marketing approach? Find one example of a loyalty program in the  healthcare industry, and comment on it. Is there in the program content  any room for improvements?

Question # 1

When establishing the product element of the marketing mix, a  company must decide its product mix, product line, and its breadth and  depth. Pick a Hospital or any health services facility you are working  for, or you are familiar with, and describe the product (service) mix  that facility is offering. Based on your experience with that facility,  is it possible to modify the product mix by eliminating, adding,  services? If yes, why? If not, why?

Question # 2

Transparency is a growing factor in health care. You have been hired  to consult with a group of cardiologists who have just developed their  first website.

The practice is located in a in a medium-sized community where there  are 3 other cardiology practices. Present the pros and cons for them in  developing a proactive approach to transparency on their website.

Some of the partners in the practice are strongly opposed to providing any metrics on the site.

Question # 3

Loyal customers offer multiple benefits to a healthcare organization.  What are some of these benefits? How can loyalty be measured from a  marketing approach? Find one example of a loyalty program in the  healthcare industry, and comment on it. Is there in the program content  any room for improvements?

QUESTION # 4

Visit the websites of two major healthcare providers, Mayo clinic (https://www.mayoclinic.org)   and Cleveland clinic (https://my.clevelandclinic.org).

Which one do you believe does a better job in promoting its  services and why? And why is the other website not as good and how could  it be improved?

QUESTION # 5

At a recent strategic planning retreat of a 40­ person  multispecialty group, the administrator made a presentation that focused  on the coming year’s plans to establish the organization’s first two  primary care satel­lites, which would be located in the two growing  sub­urbs of the community. These new additions would require the hiring  of four family practitioners and other support staff. When the  administrator finished her pre­sentation, one of the most senior  physicians stood up and said, “This is a foolish expenditure. We’re so  busy now in this group, we can’t even see another patient. Our revenue  was up 14 percent according to the previous financial presentation we  heard. There is no reason to change what we’re doing.” How might you  respond to this physician?

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