Chapter 1: Introduction Objective Chapter 2: . The marketing mix Chapter 3: Marketing systems Suppliers Competitors . . . page 5 .. page 3
Chapter 4: Supply chain management and logistics Chapter 5: Marketing information system Chapter 6: Possible scenarios Chapter 7: Implementation tactics .
.. page 21
for its strong educational programs (including continuing medical education seminars and symposia. The hospital employs more than 1. 10 anesthesiologists. and its highly successful research programs. KKESH has been recognized for excellence in its delivery of ophthalmic patient care. board-certified physicians (50 ophthalmologists. 200+ nurses. For more than two decades. Operated by the Ministry of Health (MOH) of the Kingdom of Saudi Arabia. and research programs. King Khaled Eye Specialist Hospital (KKESH) is a modern health care facility that provides tertiary eye care to the citizens of Saudi Arabia and neighboring Gulf countries. 1 radiologist. 6 internists. 2 pediatricians. Oculoplastics and Orbit. Patient care at KKESH began in December 1982. and Uveitis. The hospital provides quality tertiary ophthalmic care to the patients it serves and promotes the delivery of Kingdom-wide ophthalmic care through its outreach. and 1 pathologist). These divisions are staffed by board-certified ophthalmologists who have graduated from accredited residency training programs and
. and training of ophthalmology residents and subspecialty fellows and other allied healthcare personnel). and the hospital was formally opened in November 1983. including 70 full-time.Marketing plan
I work as an optometrist in king khaled eye specialist hospital (KKESH) in Riyadh Saudi Arabia one of the top-ranked medical facilities in the Middle east. and 200+ technical support staff and assistants.200 individuals. Neuro-ophthalmology. educational.
Vitreoretinal. The good expertise. 26. Pediatric Ophthalmology and Strabismus. And thus.000 outpatient visits. and more than 10. These departments are staffed by board-certified graduates of accredited residency and fellowship programs in their fields of specialization. Glaucoma. Anesthesia and Pathology facilitate ophthalmic care by providing essential non-ophthalmic services. To reach my objective I give it one year of plan management. The Departments of Medicine.
. which include Anterior Segment. Patients who meet the tertiary care guidelines for care at KKESH may also be accepted through the Screening Clinic or Emergency Room. The Medical Coordination and Eligibility Department reviews all referrals and identifies patients who meet the tertiary care guidelines for care at KKESH. the increasing number of patients.
Medical Divisions and Departments The Department of Ophthalmology offers tertiary ophthalmic services through its subspecialty divisions.completed a minimum of one-year subspecialty fellowship training at KKESH. reputation. long waiting hours and the difficulty to make an appointment wither it s urgent or not.600 surgical procedures. I suggest to open a private clinic in the hospital after working hour so we can still have the machinery and the expertise and give the patient the opportunity to be evaluated and treated by a professional ophthalmologists. up-to-date Treatment Instrument and Machinery makes patients from all over come to seek treatment at KKESH.000 emergency room visits.
KKESH annually logs more than 100.
Because there are several stages involved in processing and caring for patients. Tuesday. Detailed information for each appointment desk is shown below:
y y y y y
Screening Clinic Registration Desk (Outpatient Clinics) Patient Communications Office Appointment Station (Outpatient Clinics) Admitting Department
Screening Clinic Clinic hours: Patients are seen on a walk-in basis at the following times and days: 0700 to 1700 hours on Saturday. The Screening Clinic examines patients referred by royal orders or medical reports from ophthalmologists. Patients meeting the criteria for tertiary care are scheduled appointments for examination by our ophthalmic specialists in the Outpatient Clinics.Chapter 2
The Marketing mix Patients
King Khaled Eye Specialist Hospital (KKESH) offers highly specialized ophthalmic care to eligible patients on a referral basis. Saturday through Wednesday Duties: The Registration Desk (Outpatient Clinics) has the following duties:
. 0700 to 1200 hours on Monday. Registration Desk (Outpatient Clinics) Hours: 0800 to 1600 hours. and Wednesday. Sunday. different appointment desks process patient appointments. Immediate admission for inpatient care occurs only for acute ophthalmic emergencies.
Opens new medical charts for patients who are referred directly to KKESH. So. Books appointments for walk-in patients.
Patient Communications Office Hours: 0800 to 1600 hours. y Patients prefer to be seen at the afternoon hour as they might be busy at work or school. Saturday through Wednesday Follow-up appointments: Follow-up appointments may be made at the conclusion of the visit to Outpatient Clinics in accordance with the instructions of the treating ophthalmologist. y Patients wanting a closer appointment. Saturday through Wednesday. or cancel an appointment at the Outpatient Clinics. Appointment Station Hours: 0800 to 1730 hours. the private clinic will be targeting: y Patients having difficulty in getting a referral letter.y y
Registers patients seen in the Outpatient Clinics. y The office will also notify patients of canceled or rescheduled appointments. change. y Patients wanting to avoid long hours of waiting to be seen by an ophthalmologist. y To make. Admitting Department Admissions for surgical procedures are processed through the Admitting Department. Answers general questions for patients visiting the hospital. y None Saudis. y Cancellations should be made at least 3 days prior to the date of the appointment.
Riyadh is considered a Mega City today. Oculoplastics and Orbit. and Uveitis. Anesthesia and Pathology facilitate ophthalmic care by providing essential non-ophthalmic services. Vitreoretinal. and is currently one of the fastest growing cities in the world. These departments are staffed by board-certified graduates of accredited residency and fellowship programs in their fields of specialization. The private afternoon clinic will be providing the same high quality of services with affordable prices.
The hospital Medical Divisions and Departments The Department of Ophthalmology offers tertiary ophthalmic services through its subspecialty divisions. The hospital instruments and technology It is well equipped with the latest medical devices and technology. Saudi Arabia.2 square/km area in North West Riyadh. which include Anterior Segment. so the services are regarded as a right of Saudi citizens to be treated free of charge as long as they have referral letter.
King Khaled Eye Specialist Hospital (KKESH) is located in a 2.
KKESH is operated by the Ministry of Health (MOH). Glaucoma. Pediatric Ophthalmology and Strabismus. These divisions are staffed by board-certified ophthalmologists who have graduated from accredited residency training programs and completed a minimum of oneyear subspecialty fellowship training at KKESH. Neuro-ophthalmology. The Departments of Medicine.
each for a 3-year interval. Moreover part of the agreement dictates that a team of physicians from Wilmer Eye Institute will work at KKESH on an extended basis.Promotion
KKESH prides itself in offering the highest standards of ophthalmic patient care to the people of Saudi Arabia. The affiliation agreement between the KKESH and the of Johns Hopkins University.261) hospitals. The HPH accreditation makes KKESH the first hospital in the Middle East and North Africa Region to receive this certification. The Hospital was awarded the certificate of accreditation for 5 consecutive times by the Joint Commission on the Accreditation of Healthcare Organizations (JCAHO) in the United States of America. for the exchange of medical expertise and knowledge and Collaborate to introduce and provide the highest and best healthcare combined with research and training. The Hospital also received the International Health Promoting Hospitals (HPH) Network Membership from the Secretariat for Health Promoting Hospital and Health Services in Copenhagen for four years from 2008 to 2011. and collaborate with their Saudi colleagues to discover and develop new procedures and new treatment for eye diseases that are currently incurable. and the Joint Commission of International Accreditation (JCIA) for 3 consecutive times. To promote the private clinic we need some advertising for example: y Brochures y Posters and leaflets Or public relations: y Speeches y Seminars y Press kit y Sponsorships y Hospital magazine
. the last is from 4 August 2008 to 3 August 2011. KKESH s website has won the first place among Arab World s hospitals and the 225th place among international (17. mostly from Europe and America.
Marketing systems To have a strategic marketing plan we need to have different marketing systems: y Marketing information system y Marketing planning system y Marketing of ambulatory care
Suppliers Amico is a leader and pioneer in a number of medical fields.
. The company markets and services a broad line of surgical and diagnostic equipment and devices used in: y Ophthalmology y ENT y Dermatology y Neurosurgery y Orthopedics y Cardiology y Plastic surgery All of its divisions successfully engage in marketing. servicing and customer support.
conducts research into the causes and treatment of eye disorders indigenous to the Kingdom of Saudi Arabia. The Hospital was awarded the Joint Commission International Accreditation (JCIA) three consecutive times. King Khalid Eye Specialist Hospital (KKESH) is a referral medical center for the Middle East specialized in providing tertiary ophthalmic care for difficult and rare cases.Competitors The King Khaled Eye Specialist Hospital (KKESH) is the largest eye hospital in the Kingdom of Saudi Arabia. The Health Promoting Hospitals Center in Copenhagen granted KKESH the membership certificate of the International Network of Health Promoting Hospitals in 2008 for a period of three years. 28 of which are in the Short Stay Unit. the Hospital trains physicians and ancillary health care professionals. KKESH is the first hospital in the Middle East and North Africa to be granted this certificate. KKESH prides itself in offering the highest standards of ophthalmic patient care to the people of Saudi Arabia.
. enhances community awareness of ophthalmic diseases and their causes through effective health education programs and provides support through Outreach program to other hospitals of the Kingdom. In addition to that. It is operated under the supervision of the Ministry of Health (MOH) and has a capacity of 250 beds. KKESH has been acknowledged for its outstanding medical level and it s educational and research programs that are consistent with the highest attainable standards of multi-specialty eye care services. the latest being in 2008. and is one of the top-ranked medical facilities in the Middle East.
and developing the first residency program in ophthalmology in the country. These activities have changed the landscape of eye care delivery in the country. which started in 1995.Chapter 4
Supply chain management and logistics Healthcare organizations are using tactical and strategic supply chain management to increase efficiency. vendor relationships and contracts. In order to optimize pricing. Moreover. lower costs and ultimately improve care. it must be an integrated link in the chain of clinical and non-clinical operations. has graduated most of the Saudi ophthalmic subspecialists who are presently delivering care to the Saudi population. Yet many hospitals have non-materials trained people ordering supplies and signing contracts without utilizing supply chain procedures. all purchasing should funnel through the organization's supply chain operations. and financial and inventory reporting. Strategic Sourcing: Getting the Best Doctors and the Best Deals: Getting doctors who are at the top of their specializations and training future leaders in ophthalmology. KKESH s subspecialty fellowship. Control Supply chain should be the primary conduit for all third party relationships. Managing the Medical Supply Chain Upgrading the medical supplies system is a sensible investment. To be fully effective.
. It has provided training for all the Saudi ophthalmologists who graduated from this program (an average of 11 ophthalmologists per year) every year since 1988. GPO relationships. inventory management. KKESH has played a major role in starting.
The procurement aspect of the operation disseminated information and researched price quotas. sustain correct levels of inventory. not merely product acquisition costs. The materials management aspect focused on ensuring that there were enough supplies to satisfy customers.
. to positively affect both the patient outcome and the costs of care. a partnership that focuses on collaborative research. supply chain managers will need: * Analytic skills to evaluate spend history and analyze cost-benefit. Most healthcare organizations still have materials management and purchasing departments. While some have changed the name to 'Supply Chain'. Strategic focus Supply chain management should focus on the total impact of care. Inventory management Most healthcare supply chain operations cannot efficiently manage their flow of materials. A 3% percent reduction in supply inventories can equate to a 1% reduction in total hospital expenses. they are still acting like a traditional materials management operation. Few materials management departments are positioned well to take advantage of leading supply chain practices. not just price. It should look strategically at value. In order to move to a more strategic focus. and patient care. A new skill set Traditional healthcare materials management focused on processing requisitions and placing orders. Supportive structure Effective supply chain management structures are extremely rare across the industry.Signing a partnership agreement between KKESH and other institutes. education. or maintain fundamental inventory information and reporting.
increasing awareness of supply issues and the strategic importance they play. Physician support can be improved by using proper data and metrics.
. Empowerment Frequently. Physician collaboration and financial responsibility are two critical success factors of any supply chain initiative. while deploying enabling technology. Nursing. inform. enlisting physician champions. * Facilitation skills to ensure that different points of view are considered when developing strategies.g. rather than years. * Professional skills to communicate effectively across the organization. supply chain initiatives must focus on process redesign and attitude change. improve inventory management.. Supply chain leaders must educate. The hospital's supply chain leader must be positioned to enforce central purchasing. Finance. Administration). Many supply chain leaders do not have the title or corresponding authority to enact the policies required for dramatic supply chain improvements. Physician support There is often a disconnection between those who are making the buying decision and those who do the buying. To be successful and sustainable over the long term.* Project management experience to leverage cross functional expertise from departments across the organization (e. and join with physicians to acquire quality products while reducing the cost of care. You get what you measure and reward consistently. but measure results in weeks. Measurement Many hospitals make changes that result in lower costs. and involving physicians in value analysis teams. supply chain is in the basement. but also metaphorically true. Physicians. Not only is this a physical reality. and redesign logistics and procedures across the organization.
However. With nearly 80% of total hospital expenses accounted for in patient care costs. non-fragmented. and end-users. facilities. For example. A strategic view of the hospital's supply chain is critical for success. Internally. Externally. and other support services together with physicians. this impact can be truly significant. affecting the volumes purchased and by consequence the pricing.
Conclusion Hospitals can achieve substantial benefits by not only changing purchasing practices. and overall collaborative. common voice when engaging manufacturers of health devices and supplies. A holistic view Healthcare organizations face compartmentalization and fragmentation on multiple fronts. and geography. driven towards realizable and sustainable goals.Consistency Typically. Supply chain leaders must engage with their peers as a unified industry in order to have a strong. equipment. there is no efficient market reason to justify most of the differences in prices. different facilities could handle a different mix of diagnoses. clinical care givers. but also improving how they manage their labor force. lab. focused. GPOs have had only minor successes in this arena. The total cost of patient care could be reduced through a holistic collaboration of materials management. hospitals are divided into departments that do not effectively work together. pricing for physician preference items differs across departments. Supply chain management must be high-level. There are a few very minor "cost to serve" reasons that could affect pricing. supplies. and facilities. This is simply not logical. hospitals are faced with suppliers structured with solid business units.
. pharmacy. concise.
Hospital information market sectors:
y y y y
Clinical hospital information systems Non clinical hospital information systems Stand alone systems Integrated systems
y y y
Enterprise solutions Departmental solutions Wireless solutions
Due to the increasing need to reduce errors.
. It is also imperative for hospitals to periodically upgrade their systems to effectively reduce errors. and improve the delivery of services. verifying. and monitoring the data going into and out of their materials information. A hospital can greatly improve its cost savings by integrating.Chapter 5
Marketing information system Information systems are only as good as the quality of their data. standardizing. Most materials management information systems contain obsolete. As tools for procurement become more automated and efficient. duplicate. cut costs. Cleansing and managing thousands of lines of data--which are often created by multiple users at different points in time is a huge task. This coupled with the need to provide cost-efficient services are essentially increasing hospital information systems (HIS) adoption rates. and improve the efficiency of the service. it becomes more important that the data is up to date and correct. and inaccurate data. hospitals are investing in robust information technology to better patient safety and healthcare.
"The industry needs to evolve a standard that would provide a uniform set of services. and have the same installing processes. installation of the hospital-wide enterprise system can require about 36 months. Stand-alone systems typically require lesser amount of time for installation. which already exist in the hospital and the effort required to embrace a newer system cause resistance to change. Lab staff and pharmacists to improve communication between the hospital staff to make sure proper data is made available to the doctors on time. Physicians. Many vendors are offering solutions that are targeted at selected regions of the hospital. are incapable of scaling up to a larger set up. "This could be achieved through a consensual approach or through acquisitions and mergers. stand-alone solutions that work well in small hospitals and restricted departments. nurses.
. many hospitals find HIS implementation expensive. and offer limited functionalities. they can help save valuable time. The familiarity with systems. Also the top level management can analyze the financial aspect of the progress of the hospital. provide a certain level of connectivity. quite often. As HIS solutions present several issues that are to be dealt with at various stages. as the cost and time of implementation better suit their plans."
The basic users of the system would be the specialist doctors who are the decision makers. As they are better equipped to deal with the complicated process that stretches across many departments. Administration staff would also be the primary users for billing and health insurance claims. Many hospitals prefer to adopt this model. it is essential to hire experts for the installation." cites the analyst. adding to the cost of implementation significantly. Moreover.Although return on investment is high. It will also help nurses. Hence they become redundant and have to be either replaced or abandoned. However. and other hospital staff need to be properly educated to adopt the new system.
Cost and time involved in developing the IS.
The IS for the hospital is basically a centralized database system which maintains and retrieves patient records. if the security of the data fails. Huge database to be developed and maintained. Training the different users of IS. This unique ID helps professionals from various
. It will also improve the standard of inter department function.
Opportunity:Unwanted occupancy rate is reduced. It will help to collaborate and share knowledge between health professionals. Effective Patient relationship management will increase the occupancy. Weakness:Complex structure of developing the IS.SWOT analysis Strength:It will help the medical professional in making quick and effective decision by analyzing patient history particularly when the patient is in critical condition. Threats:Ethical and legal implications involved. Errors in treatment and medication will be reduced to a large extent. When the patient visits the hospital for the first time. It will minimize the paper work for administrative department. details of the patient are recorded and a unique ID is assigned to the patient for the perusal of hospital employees. helping the doctors and health professionals to determine the course of treatment for a particular patient.
an alert will be sent to the head nurse as well as the Lab professional in their inter connected system. A delay in making a judgment will cost in life of a patient. As we know that every fraction of second is very much important in hospital. to seek specific data by different levels of users. whenever a doctor needs some laboratory reports of a particular patient. Once the report has been generated. This will help the doctors to come up with the best possible treatment without delay.e. urine or stools and send it to the Lab for testing. And also this system will help the different departments of the hospital to perform efficiently. And the doctors are given the privilege to access the database from their office or home. And the details about the payment etc can be retrieved by the administration staff for billing and health insurance claims. The decision support system will really help the medical professional by providing all the records needed to make a better decision. This will create an alert at the doctor s terminal.
. the Lab professional will upload the report into the client record on the system. informing him about the completion of the task. The quick and right decision based on the patient diagnosis important can really save life of any individual. hospital staff. Conclusion: By analyzing the whole situation we would like to suggest that.departments to retrieve and update the records. we have to develop a centralized database decision support system which is data driven since it is targeted for internal users i. The head nurse will collect the necessary sample material like blood. Also.
will depend on the number of patients served and prescriptions filled. do a strategic planning. We will need an accountant and setting up the pricing system for example. and delivering of health information and interventions using customer-centered and science-based strategies to protect and promote the health of diverse populations.000 per year.Chapter 6
Possible Scenarios Since opening a private clinic within the same hospital is like starting a new business but we will be targeting those who need to be seen by professional doctors and in one of the best hospitals in the Middle East like: y Patients having difficulty in getting a referral letter. y None Saudis. To open a private clinic in the hospital means we will be using its space and its equipment as an advantage. our challenges. The cost of the clinic. nurses and office staff will be willing to work for it if they are going to get paid. the baseline cost of operating a health clinic one day per week is $1. as well as test costs. So we need to set up our financial details. however. communicating. y Patients prefer to be seen at the afternoon hour as they might be busy at work or school. y Patients wanting a closer appointment. y Patients wanting to avoid long hours of waiting to be seen by an ophthalmologist. Health marketing is defined as the creating. advertising.000 to $5. medical supplies and medicines. Certified ophthalmologists. we need to put some strong ethics and good philosophy so our staff would work with care and compassion and patients are happier.
it often comes in the form of providing a service. For tangible items.). effort. Place refers to the manner in which the merchandise reaches the buyer. all of which should concentrate on fostering and maintaining sufficient demand for the item. the product is not always a tangible object. promoting a practice. stores. and attention-grabbing ploys. Researchers must observe the routine schedule of their market pool in order to identify the best way to convey their message. The benefits must be greater than the costs in order to be of significant value. while for intangible items. trucks. or raising awareness about an idea. While sometimes it is physical. The success of a product depends largely on public belief that there is a real problem. media support. etc.In social marketing. but is more likely a dedication of time. The four additional P s specific to social marketing are publics (internal and external groups involved with an organization). or potential risk). training demonstrations. Promotion is comprised of publicity. this represents choices about how the information is spread (such as media use. partnership (joining with other groups with common goals).
. The price in social marketing refers to what the user must do to acquire the product (this could be financial cost. and public postings). personal sales techniques. and that this new invention will help to solve the issue. this means the method of dissemination (such as free distribution. policy (media advocacy organizations can sometimes supplement social marketing schemes if policy change is necessary).
What can we learn from our mistakes? How can we use what we know to make a better plan for the future? Link to our strategy Assess the business environment to identify the opportunities and threats that we face.Chapter 7
Implementation tactics We will choose the best easy.
Resources It should also assess what resources we need. We need to specify who is responsible for each activity. feasible scenario and implement it by scheduling key tasks. All parts of our business must work together. we need to be ready to do something about it and to adapt our plan accordingly. Look for where we can capitalize on our strengths or where we need to overcome a weakness. the plan needs to say how it will be controlled. From time to time. For example. we might need to think about what brochures we need. Control As well as setting out the schedule. Remember to focus on our long-term strategy. and whether they need to be available for digital distribution. we need to stand back and ask whether the plan is working. what will be done. and always keeping an eye on my objective. and by when. Cost The cost of everything in the plan needs to be included in a budget. When things fall behind schedule. or costs overrun.
. A good schedule and budget should make it easy to monitor progress. We need an individual who takes responsibility for pushing things along.
Make it happen A plan will not happen by itself. Example. We have to see which activity to handle 1st upon its priority and seek for professionals assistance when we need. We need to make someone responsible for monitoring progress and chasing up overdue activities. It is also necessary to run regular evaluations of the impact of our activities.
Activity we will implement What Will Be Done?
Responsibilities Who Will Do It? Timeframe By When? (Day/Month)
Administrative work and policies Financial issues promotion Patient care services Quality management
A B C D E
3 months 2 months 6 months 12 months 12 months
Marketing and activity planning is not to be carried only once but must undergo regular updates and adjustments.
. Reviewing progress will also help us learn from our mistakes so that we can improve our plans for the future.
Frequent evaluation of your progress and the flexibility to make necessary changes are key elements in achieving and maintaining business success. evaluated and revised. the marketing plan must be used.Conclusion As with the overall business plan.