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Strategic Management Strategic Management And Marketing Concepts And Marketing Concepts Let’s Say, “And now for Let’s Say, “And now for details.” details.”

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Page 1: Strategic Management And Marketing Concepts Let’s Say, “And now for details.”

Strategic Management And Strategic Management And Marketing ConceptsMarketing Concepts

Let’s Say, “And now for details.”Let’s Say, “And now for details.”

Page 2: Strategic Management And Marketing Concepts Let’s Say, “And now for details.”

Elements of PlanningElements of PlanningDefine: Planning is intended to focus attention on objectivesand to offset uncertainty; there must be a clear statement of goals. Once the goals to be attained have been established, premising must be developed, that is the assumptions must be identified, stated, and used consistently.

Premising includes analysis of planning constraints, anticipation of environment within which plan unfolds

Premise - reflects the level of care, specific setting, type of service provided …

Page 3: Strategic Management And Marketing Concepts Let’s Say, “And now for details.”

Planning ProcessPlanning Process Define overall goal(s) - “So you want CGC.”Define overall goal(s) - “So you want CGC.” State objectives to attain goals - Improve diagnostic State objectives to attain goals - Improve diagnostic

quality.quality. Delineate: Functional ObjectivesDelineate: Functional Objectives

specific service to be providedspecific service to be provided type of outputtype of output quantity and frequency of specified outputquantity and frequency of specified output Time frameTime frame PriorityPriority

Policies and Guidelines (if applicable)Policies and Guidelines (if applicable) Procedures to guide the appropriate course of actionProcedures to guide the appropriate course of action

Page 4: Strategic Management And Marketing Concepts Let’s Say, “And now for details.”

Decision Making ProcessDecision Making Process ““Devil’s Advocate” - Develop arguments for Devil’s Advocate” - Develop arguments for

and against.and against.

Factor Analysis Matrix - Develop criteria Factor Analysis Matrix - Develop criteria under two major categories: under two major categories: essential (must)essential (must)desired (wants)desired (wants)

Factors can be assigned relative weight as a Factors can be assigned relative weight as a point scale, although this is not necessarypoint scale, although this is not necessary

Page 5: Strategic Management And Marketing Concepts Let’s Say, “And now for details.”

Factor Analysis MatrixFactor Analysis Matrix

Brand X Brand Y Brand Z

Must Totally digital Yes Yes No

Must Upgradable Yes No Yes

Must Uncollimated Yes Yes No

Must AC Yes ??? No

Must Technical support Yes Yes Yes

Want Cost <$700k No Yes No

Want PET/CT Combo No No Yes

Page 6: Strategic Management And Marketing Concepts Let’s Say, “And now for details.”

Operational ResearchOperational Research Simulation and Model Building: Physical or Simulation and Model Building: Physical or

mathematicalmathematical Changing the physical layout of a room or departmentChanging the physical layout of a room or department

Stochastic Simulation: Data is developed through Stochastic Simulation: Data is developed through random numbers or variables. How does uncertainty random numbers or variables. How does uncertainty play into the equation?play into the equation? Absenteeism, no shows, and down-timeAbsenteeism, no shows, and down-time

Waiting Line and Queuing Theory Waiting Line and Queuing Theory Arrival (Predetermined or random)Arrival (Predetermined or random) Service (analysis of workflow)Service (analysis of workflow) Queue discipline (analysis of pattern)Queue discipline (analysis of pattern)

Gaming and its Theory: mathematical analysis of Gaming and its Theory: mathematical analysis of conflict and strategy.conflict and strategy.

Strengths and Weaknesses - Sounds like an interview.Strengths and Weaknesses - Sounds like an interview.

Page 7: Strategic Management And Marketing Concepts Let’s Say, “And now for details.”

Decision and the LevelsDecision and the Levels

Top Level Management = Mission Top Level Management = Mission StatementStatement

Middle Level Management = Functional Middle Level Management = Functional Objectives and GoalsObjectives and Goals

Low Level Management = Further Low Level Management = Further DelineationDelineation

Staff Level = Direct and Indirect Staff Level = Direct and Indirect InvolvementInvolvement

Page 8: Strategic Management And Marketing Concepts Let’s Say, “And now for details.”

Steps of Decision MakingSteps of Decision Making

1. Agenda Building

2. Search for Alternatives

3. Evaluation of Alternatives

4. Commitment Phase

5. Continuing Assessment of Decision

Page 9: Strategic Management And Marketing Concepts Let’s Say, “And now for details.”

Strategies for Decision MakingStrategies for Decision MakingKey To Strategy FormulationKey To Strategy Formulation

Overall Picture

Strategic Planning

Key Objectives & Strategies

Operational Plan

Implementation of Strategies

Page 10: Strategic Management And Marketing Concepts Let’s Say, “And now for details.”

Reasons for Strategic PlanningReasons for Strategic Planning

Guide the organization through the Guide the organization through the environmentenvironment

Influences structure & process of Influences structure & process of organizationorganization

Affects profitability, growth, and survivalAffects profitability, growth, and survival

Page 11: Strategic Management And Marketing Concepts Let’s Say, “And now for details.”

Qualities of Effective ManagementQualities of Effective Management

Planning‑Planning‑‑setting objectives, establishing goals, examining and ‑setting objectives, establishing goals, examining and predicting the present/future.predicting the present/future.

Decision MakingDecision Making‑‑part of the planning process in making a ‑‑part of the planning process in making a commitment from a choice of possibilities ... Develop additional commitment from a choice of possibilities ... Develop additional alternatives in case initial plan fails.alternatives in case initial plan fails.

OrganizingOrganizing‑‑Designing patterns for roles, responsibilities, and ‑‑Designing patterns for roles, responsibilities, and relationships to contribute to achievement of the goal(s) ... Mission relationships to contribute to achievement of the goal(s) ... Mission Statement.Statement.

StaffingStaffing‑‑Determination of personnel needs: orientation, training, ‑‑Determination of personnel needs: orientation, training, selection, continuing education.selection, continuing education.

Page 12: Strategic Management And Marketing Concepts Let’s Say, “And now for details.”

Qualities of Effective MGT (cont.)Qualities of Effective MGT (cont.) DirectingDirecting‑‑A manager should influence, teach, ‑‑A manager should influence, teach,

coach, and motivate the worker toward the coach, and motivate the worker toward the overall goal of the hospital.overall goal of the hospital.

ControllingControlling‑‑What was accomplished? Did it ‑‑What was accomplished? Did it contribute to the organization's goal(s)? contribute to the organization's goal(s)? Complement or correct...Complement or correct...

Page 13: Strategic Management And Marketing Concepts Let’s Say, “And now for details.”

Putting it All TogetherPutting it All Together

Page 14: Strategic Management And Marketing Concepts Let’s Say, “And now for details.”

The Basics of MarketingThe Basics of Marketing Define:Define: Marketing: a performance of activities Marketing: a performance of activities

which seeks to accomplish organizational which seeks to accomplish organizational goals and objectives by anticipating goals and objectives by anticipating cconsumers’ onsumers’ needs and supplying them with needs and supplying them with appropriate goods and services.appropriate goods and services.

Applies to profit/nonprofit organizations Applies to profit/nonprofit organizations More than just selling and advertising More than just selling and advertising Begins with the consumers needs Begins with the consumers needs Provides a sense of directionProvides a sense of direction

Page 15: Strategic Management And Marketing Concepts Let’s Say, “And now for details.”

The Mission Statement and Strategic The Mission Statement and Strategic MarketingMarketing

Identifying the target market

Consumer Target Market Goods & Services

Page 16: Strategic Management And Marketing Concepts Let’s Say, “And now for details.”

The Four P's YOU can control:The Four P's YOU can control:

PProductroduct

PPricerice

PPromotionromotion

PPlacelace

Page 17: Strategic Management And Marketing Concepts Let’s Say, “And now for details.”

The Uncontrollable:The Uncontrollable:

Competitive EnvironmentCompetitive Environment Economic and Technological EnvironmentEconomic and Technological Environment Political and Legal EnvironmentPolitical and Legal Environment Cultural and Social EnvironmentCultural and Social EnvironmentResources and Objectives of the FirmResources and Objectives of the Firm

Page 18: Strategic Management And Marketing Concepts Let’s Say, “And now for details.”

Target Market

Price Product

Promotion Place

Competitive Environment

Economic Environment

Cultural

Resources and Objectives

Technological Environment

Social

The Marketing Mix

Page 19: Strategic Management And Marketing Concepts Let’s Say, “And now for details.”

Consumer - Stimulus/Response Consumer - Stimulus/Response ModelModel

Stimulus

Inter-personal Intra-personal

Motivation FamilyPerception Social ClassLearning Reference Attitude Groups Personality Culture

Problem Solving Process

Response Results

Page 20: Strategic Management And Marketing Concepts Let’s Say, “And now for details.”

Maslow's Hierarchy of NeedMaslow's Hierarchy of NeedWith the Consumer in MindWith the Consumer in Mind

Self-actualizationSelf-actualizationEsteem NeedsEsteem NeedsAffiliation NeedsAffiliation NeedsSafety NeedsSafety NeedsPhysiological Physiological

NeedsNeeds

Page 21: Strategic Management And Marketing Concepts Let’s Say, “And now for details.”

The product Life CycleThe product Life Cycle

1. Introduction of a new product

2. Growth of the product

3. Maturity

4. Decline

Page 22: Strategic Management And Marketing Concepts Let’s Say, “And now for details.”

The Marketing Management The Marketing Management ProcessProcess

Plan

FindingAttractiveOpportunities

DevelopMktStrategies

DevelopStrategicPlan

Develop MktProgram

Implementation

ImplementingMarketingStrategy

Control

Control the process

Page 23: Strategic Management And Marketing Concepts Let’s Say, “And now for details.”

Any Questions?

Return to the Table of Content


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