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Strategic Marketing Report: Trust Medical Care Company,

Sterile Compounding Center

Abdulelah Albukhari

University of San Diego

HCIN 625: Digital Marketing for Health Care

Professor Chastell Ely 

May 15, 2021

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Contents

Executive Summary....................................................................................................3

Analyses.................................................................................................................7

PEST analysis........................................................................................................7

Service Area Competitor Analysis..................................................................................8

SWOT analysis.....................................................................................................10

Stakeholder Analysis...............................................................................................11

Gap Analysis.......................................................................................................13

Planning...............................................................................................................15

Market Segmentation..............................................................................................15

Digital Marketing Audit...........................................................................................17

Marketing Framework.............................................................................................20

Monitoring and Evaluation...........................................................................................25

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Executive Summary

The mission of the Trust Medical Care Company is to serve the patients through the

availability of pharmaceutical products and outsourcing facilities delivering innovative

pharmaceutical solutions to patients and organizations. Moreover, the vision is to be unique

and specialized in healthcare services. Trust Medical Care Company is one of the Saudi

companies focused on pharmaceutical retails, products, innovation, research, and education in

the pharmaceutical field. The Center of Sterile Compounding in Trust Medical Care prepares

most IV sterile compounding products with the newest technology in the market. The trust

medical care is often influenced by customers, the regulation of the country, social trends,

new technology in the market, the Saudi FDA regulation framework, and governmental

regulations changes. This Center provides the most high-quality ready-to-administer IV

compounding products to hospitals, cancer centers, clinics, and cancer patients. The

complexity and number of human steps involved in sterile compounding create errors. So,

trust medical care finds an opportunity to introduce a permanent solution to save patients'

lives and cost-effectiveness. By implementing central Automatic Robotic Compounding

Technology (ARCT), the center's primary aim is to have the latest technology to ensure the

highest quality with those high-quality practices and be the first in the market. The marketing

team will focus on the hospitals, clinics, and cancer patients by influencing them. The center

helps them in the cost-effectiveness by decreasing the number of pharmacists in the hospitals.

On the other hand, the center should focus more on social media and improve the center

website content and social media to attract more patients who do not want to wait for their IV

dose in the hospital to get in the center. The marketing team has one of the most significant

opportunities by being the first center for compounding in the area that should work to reflect

how unique it is by using digital marketing opportunities like social media, website, emails,

and Google search tools.

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This project matters to Trust Medical Care since targeted marketing brings more and higher

quality leads. Increased leads translate into more potential clients. Engaging those clients

produces greater profits and consistent revenue. This project provides value for Trust Medical

Care clients and their customers.

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Strategic Marketing Report: Trust Medical Care Company,

Sterile Compounding Center

Trust Medical Care Company is one of the Saudi companies focused on

pharmaceutical retails, products, innovation, research, and education in the pharmaceutical

field. The company is working in pharmacy retails in Riyadh, Saudi Arabia. In contrast, the

company is working to meet the customer's and market needs and the culmination of

traditional pharmacy practice combined with today's technology in Saudi Arabia. The

mission of the Trust Medical Care Company is to serve the patients through the availability

of pharmaceutical products and outsourcing facilities delivering innovative pharmaceutical

solutions to patients and organizations. Moreover, the vision is to be unique and specialized

in healthcare services.

Trust Pharmaceutical Company is a business owned and operated by Abdulelah

Albukhari and Ibrahim Alsemail. Both are licensed pharmacists in Saudi Arabia. Abdulelah is

the firm's principal with more than 8 years of experience in the pharmaceutical field; he

specializes in sales, regulatory affairs, and pharmacovigilance. Ibrahim is the institutional

sponsor for this project and head of the development division.

The IV sterile compounding practice is one of the most critical duties of a hospital's

inpatient pharmacy operations due to the high risk that improper preparation can pose to

patient and employee safety (Rich et al., 2013). For example, a multistate meningitis outbreak

that resulted in 64 deaths was caused by improper aseptic technique at a commercial sterile

compounding center (Bhakta et al., 2018). The complexity and number of human steps

involved in sterile compounding create errors. Advanced techniques such as photo validation,

gravimetric dose validation, and barcode scanning are available to improve safety and

accuracy during sterile compounding. However, most of these techniques are not widely
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used, partially due to the lack of research studies demonstrating cost-effectiveness (Bhakta et

al., 2018).

Therefore, the Trust Health Care finds an opportunity to introduce the permanent

solution to save patients' lives and cost-effectiveness to the hospitals, centers and patients.

Implementing central automatic robotic compounding technology ARCT has several

advantages such as consistency of preparation, utilization of ultraviolet-light sterilization, and

handling products that present hazards to personnel during preparation. Robotic automation

devices have demonstrated safety benefits, with mixed results on operational efficiency and

pharmacy costs (Bhakta et al., 2018). In addition, this Center provides the most high-quality

ready-to-administer IV compounding products to hospitals, cancer centers, clinics, and in-

home patients. This project matters to Trust Health Care since targeted marketing brings

more and higher quality leads. Increased leads translate into more potential clients. Engaging

those clients produces greater profits and consistent revenue.

This project provides value for Trust Medical Care clients and their customers. When

the institutions which have a contract with Trust Medical Care Sterile Compounding Center,

they benefit by:

 Decreasing the number of laborers in the inpatient pharmacy.

 Making sure they have the highest quality sterile compounding products.

 The availability of the products.

 Decreasing the logistic process from purchasing the products and dealing with the

pharmaceutical companies.

 Decreasing the waste of products and increase patient safety.

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Analyses

PEST analysis

The Center of Sterile Compounding in Trust Medical Care prepares all the IV sterile

compounding products. with the newest technology in the market. The trust in medical care is

often influenced by customers, the regulation of the country, social trends, new technology in

the market, Saudi FDA regulation framework, and governmental regulations changes.

For the Center to succeed, there must be a political, economic, social, and

technological (PEST) analysis conducted. Table 1 presents a PEST analysis for the Sterile

Compounding Center.

Table 1

PEST Analysis

 Political stability in the current markets. Trust Medical Care operates

Political within the Saudi FDA system abiding by rules and policies set by
SFDA(SFDA 2022).
 Regulatory Changes and practices- SFDA approval for I.V sterile
compounding preparation.
 changing in the guidelines of the preparation.

 The budget of the customers.

Economic  Recruitment and retention of the pharmacists in the hospitals and
their cost are suitable is comparable to deal purchasing from the
Center.
 The cost of the operation is like employees with high salaries.
 supply shortage of the materials

 We are convinced of the stakeholder the return on investment.

Social  physician and decision-maker satisfying of the products
 the trust issue of the accuracy

 RIVA devises supply limitations.

technological  Physical Dimension and Engineering Considerations of the robot
(Making the Switch to Robotic IV Preparation: September 2013).
 Compatibility of the machine with the syringe size and SFDA
requirements.
 careful programming of the robot and development of efficient
production schedules is essential
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Service Area Competitor Analysis

The Compounding Center will operate in the Trust Health Medical Company facilities

within Riyadh city, Saudi Arabia. Employing sterile compounding practices is one of the

most critical duties of inpatient pharmacy operations due to the improper high-risk

preparation can pose to patient and employee safety (Rich et al., 2013). For example, a

multistate meningitis outbreak resulting in 64 deaths was caused by improper aseptic

technique at a commercial sterile compounding center (Bhakta et al., 2018). According to the

Ministry of Health (MOH) in Saudi Arabia, the number of hospitals and beds in Saudi Arabia

in 2018 were 494 hospitals with 75,225 beds. The rate of beds is 22.5 /10000 population.

From 2014 to 2018, the number of hospitals increased from 453 to 494. The number of beds

increased from 67997 to 75225, in both government and private sector hospitals. The total

hospitals in Riyadh is where the Center is an area of focus. It has 106 hospitals and 40 private

sector hospitals. This is where the service line of Trust Medical Care Compounding Center is

focusing on 5747 beds. The hospitals of inpatients admission in private sectors were about

389,747 cases In Riyadh (moh.gov.sa). The service line focuses on the private sectors

hospitals, most of which use the traditional way in the IV sterile compounding. The only

hospital in Riyadh and Saudi using the compounding robot is the King Faisal specialty

hospital and research (KFSHR 2014), which serves more than 11k patients per year and it is a

non-profit, governmental funded organization. The main customers are the private sector

hospitals that deliver the IV sterling compounding products. It could save time, cost, space

and increase safety by using fully automated systems to decrease human interaction.

Trust Medical Care Compounding Center Service Area Structural Analysis

1. Intensity of rivalry: Competition among existing organizations is low in Saudi Arabia.

Centralizing Sterile Compounding is something new in the market, and no one tried to open

this service line before. Even in the traditional way, it is only done in the hospitals.
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2. Threat of new entrants: The threat of new entrants is high. Barriers to entry are numerous

but surmountable, Capital requirements are high, but the possible competitors have the

capabilities to provide this service.

3. Threat of substitutes: The threat of substitutes is moderate because the hospitals are using

the traditional way now, and none of them has the robotic sterile compounding. The idea is

that none of the hospitals in Saudi are preparing their sterile products out of their hospitals,

which could help them decrease the cost of numbers of pharmacists and technicians in the

hospitals.

4. Bargaining power of suppliers: The bargaining power of sellers is moderate. Currently,

there are not many sterile compounding robot options in the market. The most suitable one is

the RIVA compounding robots by ARxIUM (Riva, 2021) that can provide all the services in

the timeframe.

5. Bargaining power of buyers: The bargaining power of buyers is high. The Trust Medical

Care is planning to set to robotic compounding companies that can cover the needs of willing

hospitals, with the best technology, a good price, and a decrease in their cost. The Center can

evaluate if that robotic device will be sufficient and sustainable.

Trust Medical Care Compounding Center Competitive Local Landscape

As a center located within the trust medical care company facility, it will be in Riyadh,

Saudi Arabia. One of the competitors can provide this service in Riyadh because they have

three Alhabib hospitals in Riyadh with fully equipmentmen inpatient and outpatient

pharmacies. The other compatriot that could evolve in the service line is the market's

substantial chain pharmacies. The table 2 provides information on the two competitors' scope

of business, strengths, and weaknesses.

Table 2

Competitor Analysis
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Competitor Scope of Business Characteristics

Al-Habib Medical Group Hospitals, pharmacy and Strengths: Multiple Services,

(Al Habib medical specialty centers like cancer larger staff, market share
group, 2022) and dermatology centers. offered: all healthcare
services.
Weaknesses: huge
operations, focusing on their
patient can’t handle supply
to other hospitals

Alnahdi Pharmacies chains Strengths: market share and

(Nahdi, 2022) presence in all of the country
Weaknesses: focusing on
retail shops and end user
costumer.
Limited options

SWOT analysis

Table 3 represents a Strengths, Weaknesses, Opportunities, Threats (SWOT) Analysis of the

Sterile Compounding Center.

Table 3

Strengths, Weaknesses, Opportunities, Threats (SWOT) Analysis

STRENGTHS WEAKNESSES
▪ Staffing cost and issues
▪ Latest technology
availability and high ▪ annual maintenance fee
Safety with for the new technology
implementing RIVA
▪ Less resources and
pharmacists in the
hospitals.
▪ The first in the market.
SWOT

OPPORTUNITIES THREATS
▪ Creating partnerships ▪ Errors from the machine
with other hospitals
▪ Not working which may
and centers
▪ Increase Time and cause late in process
Effective of the IV
▪ Other potential
center (55 dosage per
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hour using RIVA competitors has power of

system)
money
▪ Increase the types of
the compounding drug ▪ Revenue less than
▪ to deal with more 15
expected
hospitals with 550
▪ governmental regulations
compounding drug per
changes
day
▪ patients who don't want
to wait in hospitals.

Stakeholder Analysis

The information was used to analyse the Center of Sterile Compounding in Trust

Medical Care. The internal environment and relevant characteristics of the external

environment came from two primary sources: First, the pharmacist consultant who worked

for the National Guard hospital in Saudi Arabia for ten years, which gave him an intimate

understanding of the business and who is becoming part of the team. Secondly, the marketing

team had used public information based on the Ministry of Health from Saudi Arabia

website, which gave the marketing team insight to determine the Center's progress and

success. Moreover, the marketing team had used the Ministry of Health to determine external

factors of the Center of sterile compounding current competitors and vendors; the Ministry of

Health website would provide critical information about the new competitors in the market

and resources for patients and organizations.

The stakeholder inventory (Figure 1) and the stakeholder analysis (Table 4) were

completed from the perspective of the Center of Sterile Compounding in Trust Medical Care

executive team. The stakeholders were categorized by the importance of the Center's

development, structure, and success.

As mentioned in Table 4, the top three stakeholders were the Customers (buyers), the

Cancer patients, and the Supply Chain. The Customers are the primary stakeholders because
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the Center of Sterile Compounding in Trust Medical Care is selling the sterile products to

them. They are the main Stakeholder for the Center. Patients are the second most important

stakeholders. Trust Medical Care on its mission is to provide the safest practice and

availability of drug to all of the patient through its customers (buyers). The Supply Chain

department is the third Stakeholder, the availability of the devices and the pharmaceutical

supply is the most vital issue for the Center without it the Center cannot continue working.

So, the Center must constantly to have a healthy business relationship with the stakeholders.

Establishing a strong image of the Center will help in increase the business opportunity for

the Center.

Figure 1

Stakeholder Inventory

Table 4

Stakeholder Analysis

Stakeholder Definition

1. Customers (buyers) 1. Hospitals and Centers buying Sterile

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2. Cancer patients Compounding products.

3. Supply Chain 2. Cancer patients who do not want to wait in
 Devices Vendors hospitals for the dose.
 Pharmaceutical 3. The Robot Devices is from RIVA, and the
Vendors pharmaceuticals is direct from the
4. Sales Team pharmaceutical companies
5. Competitors 4. Sales Team to who get deals with the
6. Executive Board hospitals.
7. Pharmacist Staff 5. Pharmacies firms.
8. Engineer department 6. Trust medical care leadership to approve
9. Regulatory team development and actions of the center CEO,
10. Administrative Staff Director, Chief of Staff, Assistant pharmacist.
7. Pharmacists team working under the Trust
medical care
8. engineering department to assist with prevent
maintenance and repairs of equipment.
9. regulatory team following up with all the
government approvals
10. administrative staff to help schedule, delivery
and check-in patient support.

Gap Analysis

The Center of the IV compounding drugs is a part of the Trust for Medical Care

Company. The stakeholders will require a gap analysis that will require financial data,

staffing data, and quality health care data of the Center of the IV compounding drug. The gap

analysis will include 6 metrics that will determine the success of the IV compounding center,

and the measurements are listed in table 5. The following metrics are time and effective

quality of the IV Center, staffing, preparation rate, the type of the compounding drug, The

Center market share, and the revenue. The measurements provide transparent data of the

current state of the Center and the desired outcomes that the Center will need to operate and

function to provide the safest IV sterile compounding and adequate patient care successfully.

Table 5

Gap Analysis

Measurements Baseline Gap Goal

Time and 7 IV sterile The number not 55 dosage per

Effective of compounding enough to cover hour using
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the IV center preparation per hour the demand RIVA system

what the center
want to offer.
Staffing  Director Understaff by  Director
 Chief One more  Chief
pharmacist pharmacist, pharmacist
 Assistant Registered  2 Assistant
pharmacist. Nurse pharmacist.
 2 Sales 1 regulatory  3 Sales
pharmacist Officer, and 1 pharmacist
 Pharmacy more sales  Pharmacy
technician pharmacist technician
 Administrator  Administrator
 2 Marketing  2 Marketing
officer officer

Type of the  Antibiotics Chemo sterile  Antibiotics

compounding  parenteral I.V.  parenteral
drug. nutrition nutrition
 Chemo sterile
I.V.
The center Trust Medical The market The goal is to cover
Market Care Company share is most of the 15 out of
Share established underutilized by the 40 private sector
only 1 center not including hospitals in Riyadh
in Riyadh area the other private
to serve 3 hospitals
private
hospitals

The Center Current Underbudgeted Total Yearly Budget

Revenue Budget for by $1,000,000 for the Center is
Center is due to $2,800,000
$1,800,000 underutilization
of staff, time,
equipment, and
infrastructure.
Preparation The IV Patient The Center Goal is to
Rate compounding utilization rates treat to deal with 15
center is are low due to hospitals with 550
currently the compounding drug per
providing care understaffing, day in addition to the
to 3 hospitals time, Cancer patients who
patients, with equipment, and don't want to wait in
30 sterile infrastructure. hospitals.
compounding
preparation per
day
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The Sterile IV Center has provided a transparent gap analysis to the Trust Medical

Care stakeholders. The gap analysis has provided up-to-date information about the status of

the Center. The Center needs more staff and equipment to approach the Center's goals and

fulfill its obligations because in the pharmaceutical field, all the parties expect the product

delivery on time, and the Center needs to build a trustable image to the customers.

Planning

Market Segmentation

The Center of the IV compounding drugs in the Trust Medical Care marketing

research team conducted an extensive market segmentation using the ministry of annual

health report for 2018. The team extracted data to determine the specific market that the

Center of the IV compounding drug will be focusing on in the population. The Center focuses

on the private sector hospitals, where most services are provided through private hospitals

and clinics. The service is provided to the patients through those hospitals and centers. The

marketing team used sociodemographic, geographic, and user segmentation to determine the

Center's specific population. The table 6 represents the market segmentation of the

compounding Center.

Table 6

Market Segmentation

Sociodemographic Geographic Usage

 Patient with middle-  Riyadh region focuses on 5747 beds. The
class income who are hospitals of inpatients
insured or covered admission in private sectors
governmental insurance were about 389,747 cases In
and they are going for Riyadh (moh.gov.sa)
non-elective surgery
(appendectomy) and or
have emergency
surgery.
 Cancer patients who
don't want to wait in
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hospitals 
 Patients who are
coming only for their
IV antimicrobial dose.

The Sterile Compounding Center market segmentation had provided specific

demographics and criteria to the standard Center patient population. The Center can now

focus its efforts to showcase a more comprehensive marketing campaign to the private

hospitals, clinics, and cancer patients who are coming only for their IV antimicrobial dose. In

the Riyadh region, the market segmentation can also be the foundation to build future centers

all over Saudi Arabia. There are currently an estimated 18,883 inpatient beds in the private

sector in Saudi Arabia, and the total estimated cases is 1,646,008. As stated in the market

segmentation, many private hospitals and clinics do not provide fully sterile compounding

drugs and seek to deal with other tertiary hospitals to get supplies from them. That would

consider them valuable buyers who served the sociodemographic patients provided in the

table.

The Center uses the automation of the compounding procedure to reduce pharmacy

costs and eliminates the cost of medicine residues, preparation errors, preparation failures,

and other additional costs of running sterile compounding manually; the Robotic sterile

compounding will allow the payers to decrease the number of pharmacists in the sterile

compounding (Soumoy & Hecq, 2019), decreasing operational costs for the potential payers

and improving safety.

According to data from the American College of Hospital Pharmacists, only 0.3% of

hospitals introduced robots for intravenous compounds in 2019" (Zhang et al., 2021, para. 2).

However, the low number of centers shifting to sterile, robotic compounding gives the Center

a lead in the competition and attracts the potential payers.

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Digital Marketing Audit

The center market research team had performed a marketing audit to analyse the

awareness and engagement through digital marketing. In addition, the marketing team

engages with internal and external stakeholders to guarantee effective communication

regarding the benefits to the Center. The Center of the IV compounding drugs digital

marketing strategy focuses on the private sector hospitals. The service is provided to the

hospitals' patients and in the Center for patients who don't want to wait in hospitals.

The Center of the IV compounding drugs marketing audit aims to better align with the

trust medical care organizational strategies. Furthermore, the marketing audit's purpose is to

standardize the marketing activities' efficiency so it may be aligned with the mission and

vision statement of the trust medical care and meet the patient's needs.

Table 7 provides a detailed checklist for the marketing audit for the following criteria:

website design, search engine optimization (SEO), email outreach, social media presence,

and content marketing. The categories indicate if the marketing criteria are met, the current

state of the marketing criteria, and the marketing action plan to improve.

Table 7

The Center of the IV compounding drugs Digital Marketing Audit Checklist

Criteria: Center SEO Email Social Media Content

Website Marketing Visibility marketing
Design

Criteria the website only find it in x Available x

Indicated:
not google map but
developed under trust limited
yet pharmacy

The Website Design

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 Current State: The Center of the IV compounding drugs website has not been developed

yet. The Center is a new service line. It should be under the trust medical care company

website, which it needs to redesign the domine available but is needed to develop.

 Improvement Opportunities: The marketing team should work on designing the

website and link it with social media accounts. The marketing team should work on the

content, like what it's about, including the Center's mission and vision. Moreover, the

contact tools and the website should be linked with the physicians and provide the

patients a dashboard on the website to follow up with their sterile medication times and

the dose date and times.

The SEO

 Current State: The SEO for the Center only can be found in the search for Trust

Pharmacy on Google. The marketing team had entered the general information about the

location and some pictures from the pharmacy line in trust medical care.

 Improvement Opportunities: The Center marketing team should enhance Google search

for accessibility. The proposed plan would be to have minimal search words for the

Center, in addition to working on adding more information about the Center on the trust

medical care pages. 

The Email Marketing

 Current State: There is currently no marketing tools by the email.

 Improvement Opportunities: The improvement opportunities could be by sending

promotional emails to the purchasers in the hospitals and to the patients who took their

medication in the center. In addition, it provides emails notices to the patients in terms of

appointment reminders, educated materials, and a monthly newsletter.

The Content

 Current Result:
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The website it’s not developed yet so there is no content but that gives a good opportunity

to the market research team.

 Improvement Opportunities:

The website should give the user ability to make appointments, view all services that can

provide in the Center. In addition, the website should introduce resources. For example,

the current research, current media/news, and publications. The market team should keep

the website updated monthly.

The Social Media Presence

 Current Result: The Center currently has a social media presence through trust

pharmacy twitter account but that has not been updated since 2019.

 Improvement Opportunities: The Center should be involved in social media by creating

a Facebook page, Instagram account, and LinkedIn account. Having a strong and frequent

social media presence can only benefit the Center by educating the patients and the

customers.

The Center digital marketing audit has indicated many weaknesses staring with the

website, social media, and online presence. The website is not yet developed and design. The

Center is currently underutilizing its email marketing capabilities and social media presence.

The Center needs to develop its marketing content to exponentially grow the Center to other

regions.

As presented in the SWOT analysis, the Center of the IV compounding drugs is a part

of the Trust for Medical Care Company, provides a competitive advantage to the hospitals,

clinics, and patients in the Riyadh region in Saudi Arabia. The Center is genuinely confident

in adapting the mission, vision, values, and persuasive branding efforts that the Trust Medical

Care Company has produced to deliver quality healthcare to patients. The marketing

framework recommendations address the following areas.

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Marketing Framework

The Center of IV compounding has provided a fine marketing framework to the Trust

Medical Care Company stakeholders. The overall analysis of the Center marketing

framework presented meaningful findings of useful utilization and thorough implementation

of strategic/marketing management. The marketing framework showcases the organizational

overview to adopt a clear and concise mission, vision, and values statement.

The marketing framework had addressed all the past issues in their situational analysis and

the goals to solve all the issues. the Center has taken the proper steps to thoroughly develop

its organizational strategies and marketing plan.

The Center Mission, Vision and Values Analysis

Trust Medical Care has considered one of the pharmacy chains in the Riyadh region

that serves the patients in Riyadh city. The Company is working to meet the customer's and

market needs and the culmination of traditional pharmacy practice combined with today's

technology in Saudi Arabia. The Company has adopted a strategic plan that consists of the

company's Mission, Vision, and Values. The Company also adopted key principles, goals,

and objectives that sustain the mission, vision, and values essence and purpose.

Mission

The mission of the Trust Health Care Company is to serve the patients through the

availability of pharmaceutical products and outsourcing facilities delivering innovative

pharmaceutical solutions to patients and organizations.

Vision

The vision of the Trust Health Care Company is to be unique and specialized in

healthcare services and to be the benchmark of excellence and value in healthcare and

benefits by providing the unique services that are both patient-centered and evidence-based.

Values
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The values of the Center are the following: Equity, Integrity, Commitment, Respect,

Relationships, Client-centered and Reputation for Success.

Equity: Demonstrate fairness and collaboration in dealing with all parties to a transaction.

Integrity: Conduct business in an ethical manner; establish realistic expectations for clients.

Commitment: deliver the promise to the customers

Relationships: Share the journey with clients during the business.

Client-centered: Understand clients’ needs and expectations to create and deliver value.

Reputation for Success: Be recognized for achieving actual, measurable outcomes for clients.

Marketing Strategy 

The center of the IV compounding has used marketing strategy helps to modernize the

business systems and technology aspect. By transforming the business systems and

technology for the Center, keep the employees to enhance the overall quality of care and

services. The Center aims to improve the business operations by modernizing systems and

focusing resources more efficiently to be competitive and provide the best customer service

to the customers. The objectives of the Center would be to make improvements in health care

in Saudi, improve protocols of iv compounding, and find solutions. Furthermore, is to

achieve the value for Trust Medical Care clients and their customers. The marketing

framework identified in Table 8 presents the goals, activity type, action, and measurement of

the IV compounding center.

Table 8

Marketing Framework

Goals Activity Action Measurement

Type
increase visit to Website  Content.
• Improve the usability,
website  Usability.
aesthetics, and visibility of the
 Visibility.
Center website by link the social
 Interaction.
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media accounts with the website.

The team will work on include

more images pertaining to the

center (location map, front of

building, staff photos).

improve search SEO  Improved page speed  Website Accessible

visibility  google search for and secure

accessibility.  Page Speed

 minimal search words for  Optimized Content

the center,  Technical SEO

 User Experience

 Links

 Real Business

Information

introduce resources. Content  The marketing team will  Revenue

Marketing periodically update the  Brand Awareness

contents of the website  Engagement

and social website

outlets every month. For

example, the current

research, current

media/news, and

publications.

 represent all services

that can provide in the

center

 Improved brand

awareness and

engagement.

Improved sharing of Email &  clickthrough Rate

Text sending promotional emails to the
information  Email
purchasers in the hospitals and to
Sharing/Forwarding
the patients who took their
Rate
medication in the center and
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 Overall ROI
emails notices to the patients in
 Subscribe Rate
terms of appointment reminders,
 Interaction with
create a monthly newsletter.
email rate

Having a strong and Social The center will be more involved  Number of
frequent social media in social media by creating a new
Media followers
twitter page, Facebook page,
Instagram account, and LinkedIn
 Impressions
account. For patients educations
and the customers. And let them  Engagements
know more about what services is
provide in the center.  Website Visits

Organizational Structure

Regarding the Center of the IV compounding, the Trust Medical Care organizational

leadership structure consists of CEO Abdulelah Albukhari; Assistant CEO Ibrahim Alismail;

Director Dr. Saif; Associate Director Dr. Sameh. The information was synthesized into an

organizational chart in Figure2. This proposed structure distinguishes between professional

services and support activities. Since the Trust Medical Company has limited staff, it is

recommended that the new roles be extensive in scope. The office CEO would oversee

operations and implement process improvement initiatives. Likewise, the director would

build referral sources and coordinate marketing projects.

Figure 2

Organization Structure
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Monitoring and Evaluation

Achieve the current goals plan and future expansion opportunities for the Center of

the IV compounding drugs in Saudi Arabia. Is to include a quarterly evaluation of the

Center's progress and dosage production volume. That will allow the Center to consider any

improvement protocols needed. However, the Center will conduct an annual market share

analysis. In addition, there will be a competitive market share with the development of

robotic IV compounding machines.

The Center’s team will follow any new updates in the Saudi Food and Drug Authority

guidelines for the Manufacturing and Compounding of medications guidelines (SFDA 2022).

To improve the Center's process, techniques, and possibly new developments, all the

departments in the Center will work together with the marketing team to represent what
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changes have has applied to present the Center in an ideal way in the market. However, the

Center has the potential opportunity to expand to other Saudi cities depending on Riyadh's

demands. In addition, the unique development of the Center will provide advertising control

to the targeted patients and institution. The Center marketing team will conduct an A/B test

every month on the main landing page of the Center and the Center's social media like

Twitter, Facebook, etc. This will allow the marketing team to evaluate and update any new

information regarding the Center, organizational changes, website layout, and design.

Progress will be evaluated throughout the Center's development by achieving the

milestones indicated in the Center's marketing framework. In addition, weekly meetings will

be arranged between the marketing team and the stakeholders to monitor and evaluate the

progression. Moreover, to evaluate the improvement in the orders, new patient numbers, and

the opportunities. In addition, the Center’s team can evaluate the orders load in the Center

within the first two years and deem if there is an opportunity to expand. On the other hand, if

the results are less than desired, the marketing team should diagnose the problem, analyze it

and arrange a meeting with the executive board to find the solutions and correct the issue.

Once the marketing diagnoses any issues, they should report immediately to the director.

Discover what the solutions are available, and if the issue needs external consultation, it's one

of the options available.

The CEO will carry out the project evaluation. The CEO will be delegating specific

tasks to the stakeholders and team. In addition, the CEO will forecast the semi-annual budget.

Lastly, the project manager will create the baseline for the development of the Center.
26

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