This assignment will be completed as a team and will be uploaded ( in its entirety ) for verification, review, and grading via Canvas and TaskStream. Program and Course Competencies This assignment addresses the following competencies: CAHME Domain Alignment HCA Competency Alignment Competency Ov and Descript Communications and Interpersonal Effectiveness Communication Skills I – Writing Please see the About This C the Canvas courseroom for information regarding com reinforcement and/or measu Critical Thinking, Analysis, and Problem Solving Analytical Thinking Management and Leadership Strategic Orientation Professionalism and Ethics Accountability Communications and Interpersonal Effectiveness Team Leadership Strategic Marketing Plan Assignment – Bright Road Healthcare System Overview This assignment relates directly to the Navigate Scenario for Health Care Marketing - Simulation Exercises. Recently Bright Road Healthcare System has experienced a downward trend in its number of patients. As a result, the board has contracted consultants to mystery shop their services and understand the patients' experience. The general storyline will be that a healthcare marketing consultant was hired to work with different areas of the Healthcare System to make marketing recommendations in differentiation, positioning, customer retention, and market responsiveness. To support this general storyline, you will need to gain information from characters in the simulation and other resources to analyze the healthcare system's marketing needs and strategy to make recommendations. Strategic Marketing Plan Assignment – Description & Instructions You will complete this assignment using this provided template. The template will be completed as a team and will be uploaded (in its entirety) for verification, review, and grading via Canvas (as a team) and TaskStream (individually). Bright Road Healthcare System - Strategic Marketing Plan Assignment Module(s) 2, 4, 5, 6 - Marketing Strategies Each Module will include a different strategy that will require you to continue to add to this document as you progress through Module 2, 4, 5, and 6 individually. However, during Module 6, you will also be working with your assigned group to assimilate an Executive Summary of the overall Strategic Marketing Plan. Thus, this assignment will initially require four (4) individual submissions and a final group (1) submission. Module 2: Strategy: Patient Engagement (Individual Submission) In this scenario, you will work with Bright Road staff members to gather information about their patient demographics and then analyze the functionality and utility of the Health Care System's Personal Health Record, a resource provided to their patients. Using this information, you will make recommendations on improving the functionality and utility of the Personal Health Record. At the end of the scenario, you will meet with the Marketing Director to present recommendations: 1. Complete a SWOT analysis of Bright Road's Personal Health Record (PHR): BRHS – PHR - SWOT Strengths Weaknesses Good demographics Initial kickoff was good. High Gen X and Y Share information, medication, contact, other providers. Stored on secured server that hospital hosts. Did not keep updated their profile. The current interface can be improved. Patient benefits not clearly stated. Information about security not prominent Opportunities Threats Greater participation Campaign to help teach patients how to use PHR Higher use of PHR from older generation. Security of patient’s private information. The older generation is not use to using the computer. Information breaches or crashes of PHR. 2. Describe two (2) evidence-based strategies for improving BRHS patient engagement that you are recommending. To improve patient engagement, BRHS needs to make sure that the PHR is easily accessible either on the computer or through a mobile application on a smart phone. There has been evidence that when a PHR is on an easily assessable application, patients are more likely to use it and it helps the patients keep up with their appointment schedules (Graetz et al., 2019). Another strategy that has evidence of increasing patient engagement in their PHR is the ease of understanding the layout of the PHR and what bottoms to press, and what area of the page you need to go to for specific information (Alanazi & Anazi, 2019). If the terminology is simplified and there are few layers to get into the areas that are needed, patients, especially older patients, will be more comfortable in using the PHR. 3. Select one (1) evidence-based strategy that best fits the BRHS PHR based on your SWOT analysis and related research. Outline what key performance indicator (KPI) will be used for measuring your selected strategy's success. Based on the SWOT analysis gathered from the learning scenario, the best key performance indicator to help measure BRHS’s success is the customer retention rate (Kruze et al., 2015). Once changes are made to the PHR to help make the program more user-friendly and accessible to the older generation, measuring the retention rate and use of PHR by patients is the best and most suitable method to make sure that the changes and marketing are working correctly and increasing the usage of the patient health records. 4. Based on each recommendation, prepare a plan for implementation that includes a timeline, estimated cost, and anticipated return on investment. Implementation of this project can easily be done within a half a year to a year timeline. The marketing team will need to work with the patient health record programing team to work on the changes of the layout of the PRH and making sure it is more user friendly and adding additional details and updates such as benefits and security clearly presented, easier understanding and explanations of healthcare literacy, and even a creation of an application that can be used on a smart phone. The costs could be minimal and/or at least an extra salary worth of a programmer of a PHR so that they can continually work on updating and managing the PHR. The costs can be anywhere from 100,000-200,000 depending on how much effort is needed to go into updating the PHR and marketing the new updates. The anticipated return on the investment may be double what was placed into the updates and costs of going into getting the PHR more user-friendly and marketing the updates. With the increased use of the PHR by the older generations, more income for the Bright Roads Health System will increase due to the increase in appointments made online, consultations, and non- missed appointments by the older generations who have previously had trouble using the PHR systems. References: Alanazi, A., & Al Anazi, Y. (2019). The challenges in personal health record adoption. Journal of Healthcare Management, 64(2), 104-109. Clarke, M. A., Fruhling, A. L., Sitorius, M., Windle, T. A., Bernard, T. L., & Windle, J. R. (2020). Impact of age on patients’ communication and technology preferences in the era of meaningful use: mixed methods study. Journal of medical Internet research, 22(6), e13470. Graetz, I., Huang, J., Brand, R., Hsu, J., & Reed, M. E. (2019). Mobile-accessible personal health records increase the frequency and timeliness of PHR use for patients with diabetes. Journal of the American Medical Informatics Association, 26(1), 50-54. Kruse, C. S., Bolton, K., & Freriks, G. (2015). The effect of patient portals on quality outcomes and its implications to meaningful use: a systematic review. Journal of medical Internet research, 17(2), e44. Assignment Due Date This assignment is due by the end of Module 2, 11:59 pm EST. Module 4: Strategy: Recovery and Retention (Individual Submission) In this scenario, you will evaluate the patient experience with the facility from appointment scheduling through the visit with the staff and physicians. The patient experience evaluation elements include clinical, process, and environmental elements. Based on this information, you will recommend operational changes, if appropriate: 1. Create a flow chart that outlines the existing appointment scheduling process through the visit with the BRHS staff and physicians. 2. Describe evidence-based operational changes you would be recommending for the BRHS patient experience. Outline what key performance indicators (KPIs) will be used for measuring your recommended operational changes impact. To help improve patient experience, BRHS can do a couple of things differently that can improve their patient satisfaction ratings. First, when a patient is checked in, informing the patient of their co-pay and/or office visit charges is always the best practice. Hospitals are now moving toward a price transparency model which is very beneficial to patients who may get surprising bills in the mail (Hanna et al., 2019). Another operation change that could benefit patient experience is a monitor that states the average wait time for the patient (McIntyre & Chow, 2020). One the patient is treated and ready to go, electronic discharge process with or without a printed discharge is also a beneficial process to have (Nedved et al., 2022). This helps make the process smoother and eliminates questions or concerns as to what happened while they were there. Lastly, a nurse’s call the next day is another operational action that I would being back. These builds repour and trust with the patient which helps with loyalty and the willingness of patients to return. The key performance indicator that would be used to measure the operational changes would be another survey sent out to the patients who were seen for the next month or two as well as a survey of the team and how they felt like the processes were going. With the survey of the patient and healthcare clinic’s team, you can easily measure and see if the process has improved and if patient satisfaction has increased. Another way to do KPI is by measuring the time it takes for a patient to be checked in to the time they leave. This can be done multiple times throughout the week for many weeks. This will help the clinic’s team know if their turnaround time is improving or worsening. 3. Based on each recommendation, prepare a plan for implementation that includes a timeline, estimated cost, and anticipated return on investment. For each recommendation, a timeline of 2-6 months until it is all implemented should be reasonable. When implementing cost transparency and wait times, this can be done simply by just informing the patient when they check in. Though an extra $500 for a TV monitor that is hooked up to a wait time projection would be very beneficial so that patients know the estimated wait. Electronic discharging could be a little more difficult. When the patient is released, a printout of their vitals, and what tests were done as well as the plan of care or treatment can be presented. If a PHR is already implemented, this would be much more cost-efficient and easier to implement. Then the patient’s chart can be updated, and an electronic discharge paper could be emailed to them and/or printed out. With just the printing, this can be an extra printer installed with the price of paper, ink, and maintenance of two-three thousand a year. Lastly, the biggest impact that was seen on the surveys was the lack of follow-up calls performed by a nurse. This was done away with, but as the survey shows, it is needed. An extra salary for a nurse to just make follow-up calls all day long may be a necessity. This may cost the clinic an extra 60,000 to 80,000 a year. Though during the downtime of this callback nurse, they can also perform tasks like helping with overflow or even stepping in to help triage. With an extra 100,000 a year invested in costs with a 6-month timeline for implementation, this could help the clinic tremendously with patient satisfaction as well as increased loyalty and returns. In the long run, this may double to triple the costs of investment and help grow the clinic in many more ways. 4. Create a modified flow chart that outlines recommended changes to the existing appointment scheduling process through the visit with the BRHS staff and physicians – based on your changes in Question 2. References: Allen, L., Cummings, J. R., & Hockenberry, J. M. (2021). The impact of urgent care centers on nonemergent emergency department visits. Health services research , 56 (4), 721-730. Hanna, R. C., Lemon, K. N., & Smith, G. E. (2019). Is transparency a good thing? How online price transparency and variability can benefit firms and influence consumer decision making. Business Horizons , 62 (2), 227- 236. McIntyre, D., & Chow, C. K. (2020). Waiting time as an indicator for health services under strain: a narrative review. INQUIRY: The Journal of Health Care Organization, Provision, and Financing , 57 , 0046958020910305. Nedved, A., Wooster, J., Lee, B., Johnson, J., & Patel, A. (2022). Using an electronic discharge process to improve patient experience and timeliness in a pediatric urgent care setting. Patient education and counseling , 105 (3), 781-785. Assignment Due Date This assignment is due by the end of Module 4, 11:59 pm EST. Module 5: Strategy: How are we doing? (Individual Submission) In this scenario, you will apply the concepts learned throughout the training. Next, it's time for a marketing audit! The Health Care System wants to see how responsive they are to market needs and preferences and if their marketing strategies show a good return on investment. You have been brought in as an objective party to perform this audit. During this scenario, you will choose the right people to be in the interviews and choose the best questions to ask from the following categories: market and market segments; the organization; competitors; products and services; price; promotion; and distribution channels. 1. Describe the criteria involved in creating a marketing evaluation plan for BRHS that includes key performance indicators that are measurable and realistic. 2. During the scenario, you chose people for the interviews and selected the best questions to ask. Please outline the people and questions you selected for the following categories and why?: a. market and market segments; b. the organization; c. competitors; d. products and services; e. price; f. promotion; and g. distribution channels. Assignment Due Date This assignment is due by the end of Module 5, 11:59 pm EST. Module 6: Strategy: Staying Relevant (Individual Submission) In this scenario, you will meet with the CEO of Bright Road to discuss her concerns about the relevancy of their online resources. Next, you will work with the Marketing Director of Bright Road to learn about their current online resources and utilization information. Then, you will review Bright Road Health Care System's website and Facebook page. Website evaluation elements include appearance, content, usability, functionality, and search engine optimization. Facebook evaluation elements include a cover photo, profile picture, page title, likes, people talking about this, and engagement. Using this information, you will then make recommendations to the CEO about improving online presence. 1. Complete a SWOT analysis of Bright Road's current website and Facebook page: BRHS - Facebook Page - SWOT Strengths Weaknesses Insert text Insert text Opportunities Threats Insert text Insert text BRHS - Website - SWOT Strengths Weaknesses Insert text Insert text Opportunities Threats Insert text Insert text 2. Describe two (2) evidence-based changes [one (1) for the website and one (1) for the Facebook page] and two (2) relating key performance indicators recommended for measuring the success of the respective strategic marketing change - for BRHS's online presence. 3. Based on each recommendation, prepare a plan for implementation that includes a timeline, estimated cost, and anticipated return on investment. Assignment Due Date This assignment is due by the end of Module 6, 11:59 pm EST. Module 6: Group: Strategic Mkt Plan - Executive Summary (Group Submission) Your group will complete an executive summary in this section, with a maximum of 500 words. Writing an executive summary will help your audience quickly understand the proposed plan and/or proposed solutions. An executive summary should summarize the critical points of the marketing plan. It should restate the plan's purpose, highlight the significant points of the plan, and describe any results, conclusions, or recommendations from the report. Questions to address in the summary: I. Introduction - What problems is BRHS facing? (100 Words) BRHS - SWOT Strengths Weaknesses Insert text Insert text Opportunities Threats Insert text Insert text Figure 1. BRHS SWOT Analysis Note: Your group should assimilate all individually completed SWOT analyses into one summative SWOT analysis here. This table and related wording does not count toward the 500-word maximum. II. What does a competitive analysis for BRHS look like? (100 Words) III. What are your group's recommended evidence-based marketing strategies? (100 Words) IV. How will your group evaluate (measure) the success of your recommended marketing strategies? (100 Words) V. Conclusion (100 Words) Assignment Due Date This assignment is due by the end of Module 6, 11:59 pm EST.