Healthcare organizations (HCOs) face a number of difficulties within its organization each day, including patient acquisition and patient retention. It is commonly believed that getting individuals to their healthcare facility is the most challenging aspect that HCOs face. Of course, new patient acquisition could be a challenge without an efficient marketing strategy, but the challenge does not stop there. One of the biggest challenges for many practices today is maintaining a high patient retention rate. Pushing a patient from a one-time-visitor to becoming a frequent visitor of a specific healthcare organization involves much more effort than expected. Unfortunately, this would be an issue that Boardwalk Clinic would soon realize. Located …show more content…
Hayes and her colleagues were always quick to consult consumers for their insights and opinions. For example, prior to Boardwalk Clinic’s grand opening, the physicians test marketed the operation by offering a group of 12 Chelsea residents free examinations in exchange for their insights and opinions regarding the clinic’s décor and accommodations, processes and procedures, care delivery, and customer service (Fortenberry 2011). They also initiated an ongoing patient satisfaction surveys and acted on the findings, ensuring ongoing attention to patient wants and needs. These efforts led the physicians to believe that patient retention would be …show more content…
Hayes learned that the vast majority of the patients only used Boardwalk Clinic during the times when their current caregivers were unavailable and they planned on returning to their current medical providers during traditional business hours. Thus, patients that need services during nontraditional hours most likely chose Boardwalk Clinic as their second choice, only because their first choice was not available. Although Dr. Hayes and her colleagues had a better understanding of the retention issue, they were still at a loss as to what steps the clinic could take to attract those patients in the Chelsea marketplace who already had relationships with other healthcare providers to make Boardwalk their first choice. There are a couple steps Boardwalk Clinic could take to ensure an increased rate of patient retention. The first step would be to enhance the marketing strategy. It would be hard to retain patients that the clinic doesn’t have in the first place. It is best to to ensure that marketing is authentic and useful, more than directly promotional (McLaughlin 2014). The more patients an HCO can reach through effective marketing, the more people they have to serve. When a person searches online for a practice, it results in a phone call almost 70 percent of the time, so it is best to create an effective marketing strategy to reach these potential customers (McLaughlin
Click here to unlock this and over one million essaysShow More
This report analyzes alternatives for reducing expenses and strategies to break-even the margin by the end of CY2018 and plans to increase the operating margin to $40 M by the end of CY2021. Some of the problems SHR and the surrounding community are facing include an uneven distribution of health care professionals, lack of attention to behavioral health, an insufficient number of beds in
Questions will include their satisfaction in getting the appointments; if they were notified of their appointments in an acceptable time frame; their wait time to see a specialist; and the information they received was suitable. The results of this information will shared with referral committee to determine the referral processes that will offer the best procedures for Southside HMO and the Sunnyside healthcare organization. This is an excellent opportunity to understand the needs of our customers and also for our organizations that can provide a positive impact for the entire
Urgent care centers bridge the gap between emergency rooms and primary care physicians. By doing so such facilities are able to fill a niche in the market. However, one of the main drawbacks of urgent care centers is that continuity of care is low. Many patients, particularly the elderly, place a high importance on building relationships with their providers. Convenient care, with its episodic nature, poses the risk of fragmenting and disrupting such relationships.
We accomplished this through interviews with clinic leaders. The purposes of these interviews were twofold: Firstly, to evaluate the plausibility of our findings and secondly to understand the key differences between the PCMH and non-PCMH clinics in regards to the availability of the PCMH attributes. Among all the responses, “access to care” was most frequently cited by experts. By operating with extended office hours, including weekends, and a helpline available to their patients, the PCMH clinics offer accessibility to those who would otherwise not have access to care. A good example is people with disabilities for whom they usually need assistance from family members or friends to commute or travel.
I. VA Healthcare Problems with the Media Concerning Wait Times a. The media reported many complaints that they heard about and discovered form veterans. Many of the veterans were not receiving proper treatment in time and some were even dying. This caused alarm to both military personal and the Federal Government.
The term “no-show patient” is used to describe patients who fail to reschedule or cancel a scheduled appointment. In outpatient primary care setting dealing with no show patients is one of the biggest challenges that has a tremendous impact on productivity and efficiency of the clinic. Residency teaching clinics are making constant efforts by actively participating in research studies and applying various strategies to decrease no show rate at the clinics. At Kaweah Delta Family Medicine Center we are looking at past interventions to develop proactive and effective ways of reducing no-show rates. Though there are numerous projects and researches conducted, this remains a major issue at outpatient clinics.
Pleasant Bluffs: Launching A Home-Base Hospital Program While analyzing the case on Pleasants Bluffs, the main problem is how will they come up with a proposal for the pilot program for Pleasant Bluffs home-base hospital care and how to manage it. According to the case, it stated that Graff Salot, the director of Performance Improvement (PI), at Pleasant Bluffs Health System, is tasked with making these changes. (Erskine,2016) Therefore some potential solution might be to complete this task, he must first hired more people for administrative, and clinical. By doing this, will help to better manage the PI department and patients.
The Beacon Place was opened in 1996 as a 10-bed facility that provided a home like setting, with great success they have expanded the facility to provide 14 beds. At this time, there is a waiting list for a bed at this facility, patients are placed by their need. Those who are the sickest and require the most care, due to inability of care to be provided in the home or at an assisted or skilled facility are accepted first. Patients are sometimes only in a room for a day or two depending on their prognosis upon admittance. Beacon Place provides a home like setting with large comfortable rooms, with sitting space for family and friends during the patients last days and weeks.
Watersedge Healthcare endeavors to give exemplary service to its patients. Watersedge hence has exclusive requirements of its business partners. It is normal that the business partner will give quality items and administrations at the most minimal cost accessible in the business sector, yet generally as essential is the desire that these items and administrations are given in a way that shows the largest amount of morals and demonstrable skill. It is normal that, as an aftereffect of this relationship, the business accomplice will work with Watersedge to guarantee that the understanding stays competitive with persistent review of market
The changing climate as a result of the advent of value-based care continues to place significant demands on hospitals, medical providers, healthcare organizations, and physicians to take a completely new look at the marketing strategy. A coherent strategy and sustained quality are critical in today’s healthcare market to attract new patients, retain existing clients, and maintain positive and productive relationships between the patients and hospital staff. To be viable today, healthcare organizations have to utilize effective strategic planning to develop integrated marketing strategies that makes it efficient and easy for the target population to identify what they need, make informed decisions, and provide insights and new information – not just basic promotion. Also, such efforts have to be constantly evaluated to ensure highest quality that fosters better outcomes and more value for the
The study of Murphy et al., (2000) discovered that the relationship between clients and health providers was a significant influence on adherence to ART. Patients’ satisfaction with health care and quality of communication among clients and health providers was an important influence on adherence to
Furthermore Reward loyalty and mentoring program by offer monetary incentives for longevity, as well as for experienced nurses who provide mentoring program to new hires. Focus on orientation also important for staff retention by consider extending the length of orientation and personalizing it to meet the individual needs of new