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Diagnostic Lab Services

Diagnostic Lab Services

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Published by Naina Garg

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Published by: Naina Garg on Aug 16, 2013
Copyright:Attribution Non-commercial


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Think of all organizations as a triangle with three horizontal levels strategic. and here is where planning must take place . planning must focus on the strategic level of any organization.       Launching a new diagnostic imaging center involves very specific requirements and roadmaps. including five major areas of change that have a direct impact on planning: – Imaging and communication technology – Finances and reimbursement – Ownership structure of imaging entities – Critical workforce shortages First. The strategic level of decision-making is at the top of the triangle. managerial and operational.

Once the group agrees on the strategy and tactic. technologists. and administrative and support staff. it takes responsibility forimplementation.  THE FIVE STRATEGIES ARE: – Clinical and quality issues  – Governance and administration  – Technology  – Relationships  – Marketing and business development The best way to plan and implement these strategies is to create work groups of radiologists.THERE ARE FIVE PLANNING STRATEGIES. . WHICH MUST HAVE THE EXPLICIT GOAL OF DEVELOPING AND GROWING THE IMAGING CENTER.

 A plan for one to three years  Communicated to the relevant personnel  .MARKETING PLANNING Process of making a documented marketing plan  Involves careful examination of business environment. situational analysis( SWOT). performance analysis and evaluation. marketing budget . marketing strategy. market competition. consumer analysis.

 The major marketing strategy is quality services with precise results along with extensive promotion during first four months and through achieving best relations with the clients and customers. Market share in the areas would reach upto 20 % during the first year. .EXECUTIVE SUMMARY  The marketing aims at achieving brand leadership at the end of one year with target of getting more then 200 patients per day per centre.

cost-effective and innovative diagnostic services and information to patients. .“Provide reliable. timely . physicians and other health care providers for the benefit of the patient” . high quality.  Marketing Planning starts with the purpose of the companyMission of Accurate diagnostics .

situational analysis( SWOT)  Location . consumer analysis.STEPS A team with its chief to carry out marketing .two centres in areas with most demand for reliable blood tests. client specifications. Market research and analysis – different for all centres. market competition. two focusing upon imaging needs ( close to Ortho and maternity clinics) .  1. market segmentation. and one centre near medical college  .

advertising for quality staff advertises the company too! .    Layout .a good waiting area and comfortable physical environment Equipment planning – best technologies with new equipments. involve local GPs and hospital administrators to plan equipment s( get better public relations!) HR recruitment – experienced and skilled personnel.

Marketing objectives/ targets    To achieve the rate of 2 tests per patient and patient volume of 50 patients per day To receive prescriptions from more than 50 % GPs in the area 10 % market share at the end of one year Establishing Accurate as a leading brand at the end of one year. ..

.competitive pricing with pricing mix for different tests at different centres.. Marketing strategy –    Product/ services – list of services at different centres ( reliable blood tests and imaging with best technologies) Pricing. average pricing marginally on higher side than other centres ( emphasizing quality) Promotion – extensive promotion before commissioning and 4 months thereafter.

  Awareness and education campaign to the community about benefit of better diagnostics. pulse. body wt etc. Consultants and hosp administrators Part in community meets/ functions  . life style promotion and health checkup camps in target market areas – free noninvasive tests.     Establishment of sample collection centres cum inquiry centres in needy areas Accreditation from certifying bodies eg. blood sugar. NABL Seminars of GPs.BP. temp. respiration.

telephone memos to doctors and specified customers. clinics and accordingly concessions to customers. offer facility tours to the clients and customers  Urgent reporting systems   .  Tagline and logo – “ Precision in health” Test catalogues – test listings and reference values.Articles – health magazines. Hospitals.  Sales aids – pens. newspapers. calendars . blogs. with logo on them. coffee mugs. online report sending facility. direct mailing the newsletters and brochures to clients  Internet – web portal. enquiry and feedback forms. discussion in print and electronic media. distribution of them  Employee rewards  Public relations – tie up with GPs.

service rendering and report collection. waiting areas.   Process –patient comfort and care during reception. Physical ambience.comfortable physical environment. People – keeping in mind the customer needs and demands along with those of doctors and hospitals. patient privacy and facilities. .

Financial projection / budgeting Marketing Expense assumptions  Marketing expense share of total expense  Revenue assumptions  Monthly pro-forma P & L statements  Break even analysis and profit ratios  Construct marketing budget to serve the control  .

Implementation –       The marketing chief is responsible authority. Trained personnel Defined roles and responsibilities Proper distribution channels Adjustment mechanisms Contingency handling skills . reports to CEO of the company.

number of tests done per month. its trend Market share analysis Market expense analysis – marketing expense share to sales/ revenue ratio survey – brand image and brand equity among patients and practitioners.PERFORMANCE EVALUATION     Sales analysis. . per customer.

com/IN/en/IssuesAndInsights/Tho ughtLeadership/Excellence_in_Diagnostic_Care.gov/td/health/indiaivd05.pdf http://www.WEBLIOGRAPHY  http://www.slideshare.pdf http://www.kpmg.gehealthcare.com/usen/service/docs/str ategic_planning_di.trade.net/drrakesh1983/marketingof-a-diagnostic-centre-medical-lab-clinical-lab  .pdf   http://www.



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