Parapam MMM Vvafafkka

The Strategic Health Care
Marketing Playbook
prepared especially for the
Missouri Health Care Association
Anthony Cirillo, FACHE, ABC

President, Fast Forward Consulting, LLC
Huntersville, NC, USA
www.4wardfast.com
704-992-6005
The Strategic Health Care Marketing Playbook, copyright 2007, 2008 Anthony L. Cirillo
One time use only. Duplication only with permission cirillo@4wardfast.com
50 Ways to Revenue
My board is asking whats the plan?
What is marketing do you understand?
I came here thinking marketing is such a chore
What to do Anthony tell me more
OK I hear you / I know youre struggling to
How to do this when the dollars are few
I have some points that I would like to make
Then you can decide what to take
Decide what to take
CH:
It not advertising Stan
Or that goofy billboard Dan
Its about the desires of those you serve
You offer value
They have needs
Match them up and then proceed
It starts with a plan Fran
Determine priorities Jan
Make sure they align with the CEO
Audit the function
Get the right skills
Youre ready to climb the ROI hill
VR
You built a marketing plan and its based
On tracking residents not brand awareness raised
The CFO now sees that revenue
Can be tracked back to you
So now lets take it to another tier
Create crusaders / find the influencers ear
Make experiences starting right with what you do
Your raise is long overdue / long overdue
Marketing Plan Components

1. The Executive Interview suggested questions
a.
Executive Interview Questions

i. What are the goals of the organization strategically? What gives
you the most worry? Internally. Externally.
ii. How would you describe internal communications? Messages
conveyed, mediums used, interpersonal, formal, perception by
employees, etc.
iii. Given how you describe it today, what function should internal
communications play in this organization?
iv. Same question now but with regards to external marketing. How
would you describe current external marketing not just
advertising, billboards and collateral but how the organization as
a whole communicates within the community. I.e. organizational
involvement, community, government relationships.
v. What function should marketing play in this organization?
vi. Given limited staff and resource, what, in your opinion, is the best
ratio of time spent by staff on internal and external marketing?
How does that compare with where you perceive they are
spending their time now?
vii. Please provide an example or two of excellent marketing you have
experienced here? How about a marketing disaster? What made
one a success and one a disaster?
viii. Since your association with the organization, has marketing been
improving, getting worse or staying the same? Examples?
ix. What kind of marketing / communication have you been exposed
to in past positions that define your standards?
x. How do you see your role as a senior manager in the marketing
process? How do you want to work with the marketing
department?
xi. What are the specific programs or corporate goals that you are
involved with where marketing could or does play an important
role? Who is your audience and what do you want them to do?
xii. What kinds of information do you need from other departments,
administration, others in your chain of command? How effectively
are you receiving the information?

xiii. If you could improve one thing about marketing here, what would it
be?
xiv. What five messages should every employee / customer know?
xv. How are messages conveyed within and outside of the
organization? In other words, are the right means being used to
convey the right messages? Examples.
xvi. There are multiple audiences for your messages. Who do you
define as the primary audience for your marketing efforts?
xvii. What aspect of marketing are simply too expensive or dont have
enough payback to pursue?
xviii. What will marketing success look like and how can we measure
success?
2. Mission Versus Vision

Vision Statements and Mission Statements can be power-packed drivers in a
company culture when they are done right, and when they are used to release
the potent energy within the people who make up that company. The best
missions and visions become mantras for action; theyre catalysts. The worst
ones are those pretty, carefully crafted ones up on the walls in frames that are
long and detailed: too much to memorize and remember, too much to bother with
at all. No one pays attention to them, and no one lives them. Rotate them with
famous quotations or snippets from eloquent speeches and no one will even
notice, because none of the real people in the company say those things.
That old guideline that a mission describes what business youre in and who
your customer is barely gets anyone up in the morning. Ho hum. You dont need
your mission or your vision to state the obvious; you want them to state the
exceptional and extraordinary, to boast of your edge-teetering leaps of faith, and
the wild dreamings of every possibility you want explored every single day. You
need them to create chatter, thrilled whispers, passionate debate and
evangelism. You want people inside and outside your organization to talk about
them constantly because theyre fascinating, enticing, and enthralling. You
couldnt possibly contain their passion on the company bulletin board if you tried.
Let them beg discussion and explanation. They should answer these better
questions: How will we make a difference every single day, improving the quality
of life itself? How can we work on only what really matters to us, and to
everyone? Why is it that this world cant possibly be a great place without the
magic we work? Why is it that we are so special, so damned good, and so
fanatically courageous?
Your mission is what you do best every day, and your vision is what
the future looks like because you do that mission so exceedingly
well.
Mission will feed into the confidence of your organization by feeding this everpresent self-talk: We can do this, and we are the ones ordained to do this, for we
are the best at it. Mission will churn out revolutionary ideas about the mundane,
banishing mediocrity.
Vision creates that momentum of growing anticipation about the future, where
change is embraced as a step closer to that very compelling picture of whats
coming next. The excitement about the future trumps any apprehension about
the uncertain.
3. Competitor Analysis
Competitive intelligence is a critical component to the marketing planning
process. It serves as a guide to pricing, positioning and more. Competitive
information can be used across the organization and that can enhance your
value if you provide it.
a.
What is their service? Do they provide a directly competitive service or an

alternative service?
b.
What is their revenue?
c.
What is their market share?
d.
What is their history? Have they expanded services or reduced them?

Where? Have they entered new territory? Have they been acquired? Are
they looking to acquire?
e.
What position do they take in the marketplace? It could be implied or

articulated? Notice if the explicit position matches the implicit position that
you get by reading between the lines. If a facility outwardly positions itself
as the most caring, focusing on people but the rest of their web site for
example talks about services and not people then there may be a
mismatch and vulnerability.
f.
What segments are they targeting? Is it by income level, demographic?
g.
Have they grown or diminished over the last one and the last three years?
Growth could be revenue, number of employees, acquisitions. Look at
raw numbers as a company that had one customer last year and now has
two has experienced 100% growth. Public company information is easy to
find. Also check out archive.org, which will show you cached versions of
competitor web sites for years past. A review of their press releases may
shed some light.
h.
Which facilities are garnering the most press, analyst coverage or being
blogged about by credible sources? Perform media, blog and if applicable
analyst audits for the six months prior.
i.
What are their distribution channels?
j.
What is their marketing budget? This may be hard to find outright but you
may be able to get an idea for example through their ad spending.
Now that you have the strategic questions, where do you go for the
information?
k.
If a public company, go to the investor relations section of their web site.
l.
www.archive.org as previously mentioned.
m. Google
n.
Analyst reports.
o.
Primary research. One trick, call your competitor as a consumer and ask
the questions you want answered. See what happens.
p.
Highbeam Research and Knowledgestorm are two aggregators of various

company and product information. TNS Media Intelligence can track
magazine spending.
4. Competitor Template
COMPETITOR ONE
[Organization] is a [YEARS] old continuing care retirement community with
principal location in [LOCATION]. They currently employ [EMPLOYEE COUNT]
employees.
They have other facilities / ancillary facilities in:
BRIEF HISTORY
Provide a brief history. Cut and paste from their web site.
COMPETITIVE SERVICES
[Organization] currently markets services that compete
[DIRECTLY/INDIRECTLY] with our facility. These services are:
Service Name
Service Description
Service Pricing or Price Positioning
If known
Repeat as needed.
POSITIONING
[The organizations] explicitly positions itself as [POSITION-TYPE]. Their implied
position is [POSITION-TYPE].
The implied positioning could be most caring, technologically advanced, best
staff something overtly stated in their materials, what they use to promote and
pitch themselves.
The implicit positioning is what is inferred when you read between the lines. So if
say one part of their web site speaks to caring as the overt message but all the
other copy suggests a technological orientation then the implied positioning
speaks to something other than caring. You potentially have a vulnerable
competitor who is not consistent in their messaging/targeting.
SEGMENTATION
The following segments are identified explicitly as targets through the companys
web site, its investor information (if applicable), articles and quotations by and
from its officers and other sources. Segments could be by age, income,
medical/health condition, ability to pay.

Segment One
Segment Two
Segment Three
MARKETING BUDGET
Based on information found in [SOURCES], [The organizations] marketing
budget is estimated at [XX%] of their annual revenue (alternative is to state this
in hard dollars).
Granted this may be nearly impossible to find but even looking at the frequency
and placement of their advertising, their sponsorships in the community, etc.
might paint a picture.
REFERRAL NETWORK
Narrative describing affiliations, physician network, referral patterns and anything
noteworthy about how they attract patients.
CHANGES OVER THREE YEARS
[Organization] shows the following signs of having grown/diminished in the
following areas:
Revenue has increased/decreased by XX%
Employee headcount has increased/decreased by XX%
Overall market share has increased/decreased by XX%
Specific service line market share has increased/decreased by XX%
(repeat as needed)
Referral network has increased/decreased by XX%
SUMMARY OF MARKET PERCEPTION
Strengths
Based on analyst reports, industry publications, and a general review of online
forums and blogs, [Organization] appears to have these strengths.
Strength
Strength
Strength
Based on first-hand knowledge, [Organization] appears to have the following
strengths.
Strength
Strength
Strength
Weaknesses
Based on analyst reports, industry publications, and a general review of online
forums and blogs, [Organization] appears to have the following weaknesses.
Weakness
Weakness
Weakness
Based on first-hand knowledge, [Organization] appears to have the following
weaknesses.
Weakness
Weakness
Weakness
MARKET VISIBILITY AUDITS
Based on [SOURCES], [Organization] has appeared in the following media:
List where they have appeared in the media and the type of placement such as
editorial coverage or advertising.
For editorial placements, list publications, newsletters, web, blogs, etc. where
organization has been covered and type of coverage in terms of positive,
negative, neither, both, other.
Based on the above, list the marketing implications that your competitor
surveillance has brought to the surface.
Marketing Implications:________________________________________
___________________________________________________________
___________________________________________________________
___________________________________________________________
___________________________________________________________
___________________________________________________________
10
5. Trends
Trend: ___________________________________________________________
Marketing Implications:______________________________________________
________________________________________________________________
Trend: ___________________________________________________________
________________________________________________________________
Trend: ___________________________________________________________
________________________________________________________________
Trend: ___________________________________________________________
________________________________________________________________
Trend: ___________________________________________________________
________________________________________________________________
Trend: ___________________________________________________________
________________________________________________________________
Trend: ___________________________________________________________
_______________________________________________________________
11
6. SWOT
a. Strengths: Tangible and intangible positive factors inside your
organization. These are distinctive competencies your companies
has that sets you apart from competitors and that are in your
control.
Strengths may be the positive qualities of your marketing staff.
They may also be tangible assets such as available capital,
equipment, credit, residents anything that helps meet resident
need. A strength could be your location, quality processes, etc.
Be objective when looking at your strengths. Keep in mind that
something that has been a strength may not continue if not
nurtured or due to competitive pressure. Think about strengths in
relation to your competition. If everyone in the marketplace offers
the latest technology than technology is not your strength.
Consider your strengths in terms of organizational ability and the
strength of the resource. In terms of organizational ability, how
quickly can your organization adapt to changing circumstances?
Can you continue to grow in the market or have you saturated the
market? How easy is it for you to enter or create new markets? In
terms of resources, how easy is it to obtain resources within the
organization? What is the quality of the resources? How are they
distributed?
b. Weaknesses: These are limitations or deficiencies within your

organization. These are missing resources or competencies that
might hinder performance. Consider both the organization and the
customer perspective.
When considering the perceived weakness, consider the outcomes
that result because of it. Outdated systems are a weakness if they
result in increased costs, poor quality or poor customer service. But
if there are no negative outcomes then outdated systems, despite
your desire to have new systems, are not a weakness.
As with strengths, consider weaknesses in the following contexts.
Can you rectify the shortcoming? Can you conceal it until it is
rectified? What steps can you take to divert attention away from the
weakness?
Examples of weaknesses include lack of expertise, undifferentiated
services, bad reputation, limited resources, lack of managerial
skills, lack of access to skills or technology, inadequate systems or
12
processes, poor service, bad location.
c. Opportunities: Major external factors that could provide your

organization with a competitive advantage. These are key in
determining the next steps your organization should take.
Opportunities should be considered within a specific timeframe. Is it
an ongoing opportunity or is there a specific window of opportunity?
Opportunities can be exploited if you focus on attacking the
competitors weaknesses; enter a market before anyone else;
establish strategic alliances.
Examples of opportunities include a developing or emerging
market, mergers, joint ventures or strategic alliances, moving into
new market segments, an international market, mergers and
acquisitions among competitors.
d. Threats: These are major external situations that could impede your
organizations continued success.
Examples of threats include a new competitor in your market, price
wars, a competitor launching an innovative service, potential
competition, regulations, bad press, changing customer behavior.
e. As you assess the organization focus only on key factors that

provide competitive advantage and answer the question which
means that to see if the factor you are considering is important.
Avoid general statements that could apply to any industry. Put
enough detail in your points to make it clear why a factor is
important.
f. Internal Factors-things to consider

i. Organization
1. corporate culture
2. resource availability
3. company image
4. operational efficiency
5. operational capacity
6. brand awareness
7. market share
8. financial resources
9. trade secrets
10. key staff
13
ii. Customers
1.
2.
3.
4.
People who currently purchase your services

Previous users of services
Exclusive contracts
Investors
iii. Competitors
1. Companies who sell similar services

2. Brand awareness
3. Market share
g. External Factors-things to consider

i. Competitive Environment
1.
2.
3.
4.
5.
Mergers and acquisitions

New competitors
Price wars
Technology
Medical staff
ii. Economic
iii. Political/Regulatory
1.
2.
3.
4.
Legal changes in the industry

Political changes
Regulatory changes
Tax law changes
iv. Societal
1. Socio-cultural changes in the market

2. Demographic changes
3. Market growth
14
Questions to help
identify strengths
Possible strengths
Organizational
Ability
Organizational
Resource
What do we do
well?
What are our
assets?
What are our core
competencies?
Do we have
proprietary tools
or processes?
What relevant
skills, talents or
abilities do our
employees
possess?
How do we
compare to
competitor
organizations?
What is our
market
penetration?
Does the culture
provide a positive
work
environment?
How strong are
our financial
resources?
15
Questions to help
identify weaknesses
Possible weaknesses
Rectification,
concealment, offensive
action
What can we improve?

What does our
organization do poorly?
Where are we losing
money? Market share?
Does the current income
stream support customer
needs?
Would customers pay
more for services?
Where do we lack
resources?
Are we making the best
use of technology?
Do we have sufficient
financial resources?
Do we have sufficient
staff to meet plans?
Do our employees have
the right skill sets?
Could employees be
retrained?
16
Questions to help
identify opportunities
Possible opportunities
Ways to exploit
Are patient needs

changing and can we
adapt to these changes
quickly?
What are the relevant
market trends?
Can we respond to these
trends?
Can we maintain or
increase our market
penetration?
Are there economic
changes that could
benefit the organization?
Are there political or
societal circumstances
that will affect the
organization?
Are we prepared to
market to a changing
demographic?
How advanced is our
technology compared to
our competitors?
Are there niches your
competitors have not
addressed?
Do we plan to enter a
new market?
Are there niches that can
be created?
17
Questions to help
identify threats
Possible threats
How to mitigate
Are there changes in the

economy?
Can we respond quickly
to these changes?
How is the competition
responding?
Have new regulations
been enacted that might
impact the business?
Have our competitors
announced a new
service that makes ours
obsolete?
Where are we vulnerable
in the market?
Can we influence
industry trends?
Have we kept pace with
the changing needs of
our customers?
Are we ready to adapt to
changes in
demographics?
How would our
competition answer
these questions?
18
h. A SWOT analysis should help answer:

i.
ii.
iii.
iv.
What are our marketing objectives?

What do our customers want?
How do we differentiate ourselves from our competition?
How can we improve our marketing?
i. Consolidate your work above into this table. Expand as needed.

Strengths
Weaknesses
Opportunity
Threats
j. Now, list some strategic observations on how your marketing will be

impacted by the SWOT analysis.
As a result of the SWOT analysis:
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
19
7. Establishing Criteria from Which to Measure (Sample)

Define the Criteria
Weight the Criteria (1-5)
Convert to Percentage of
Total
Rounded
1=least important
consideration when
marketing a service
5= most important
consideration when
marketing a service
Impact on Market
Share/Volumes
(gain share/defend share)
0.088235294
0.09
Profit Margin/Financial
Return
0.117647059
0.12
Organizational Readiness
(capacity/expertise)
0.088235294
0.09
Readiness to Deliver
Exceptional Experience
0.147058824
0.15
Satisfy a Community
Need/Benefit
0.088235294
0.09
Defend Exemption
0.058823529
0.06
Contribute to Transparency
0.029411765
0.03
Contribute to Brand
0.058823529
0.06
Competition
(amount/reaction)
0.117647059
0.12
Level of Capital Required
0.088235294
0.09
Level of Marketing
Investment Required
0.117647059
0.12
1.02
20
Rank the Service Against the Criteria

Ask:
Impact on Market Share/Volumes - will marketing this service decrease, maintain
or increase market share?
Profit Margin/Financial Return - is this a loss leader or a money maker?
Organizational Readiness - do you have the capacity and expertise to handle
volumes delivered by marketing?
Readiness to Deliver Exceptional Experience - is the environment, processes,
training in place to "wow" the resident?
Satisfy a Community Need/Benefit - has this been defined as a need in the
community?
Defend Exemption - will emphasizing this service help you when you fill out Form
990?
Contribute to Transparency - can you communicate your quality to affect "buying
decision"? Can you quote a price? Can you furnishing needed education so
service is understood?
Contribute to Brand - will marketing this have a negative or positive effect on
brand?
Competition - what is the competition doing relative to this? If they are strong,
your score should be lower. If they are weaker, then higher.
Level of Capital Required - is there an intensive amount of capital needed? If so
rank lower? Less capital required rank higher.
Level of Marketing Investment Required - see previous explanation for capital.
21
Criteria
Impact on
Market
Share/
Volumes
Profit
Margin/
Financial
Return
Organizatio
nal
Readiness
Readine
ss to
Deliver
Exceptio
nal
Experien
ce
Satisf
ya
Com
munit
y
Need/
Benef
it
Defend
Exempt
ion
Contrib
ute to
Transp
arency
Contrib
ute to
Brand
Compe
tition
Level
of
Capital
Requir
ed
Level
of
Marketi
ng
Invest
ment
Requir
ed
-1
0.36
0.36
0.09
0.6
0.27
0.15
0.24
0.48
0.18
0.24
0.27
5
0.36
5
0.18
3
0.3
3
0.27
0
0.06
2
0.09
3
0.18
2
0.12
2
0.45
1
0.48
0
0.6
4
0.27
5
0.45
5
0
2
0.12
2
0.09
4
0.12
5
0.24
4
0.09
4
0
5
Rehab
0.45
3
0.27
2
0.48
5
0.45
3
0.75
-1
0.18
3
0.12
3
0.12
2
0.3
4
0.48
3
0.36
-1
0.6
1
Home Health
0.18
2
0.6
3
0.27
4
-0.2
2
0.27
4
0.18
2
0.06
1
0.24
0
0.36
1
0.09
3
0.12
3
DME
0.18
0.36
0.36
0.3
0.36
0.12
0.03
0.12
0.27
0.36
Service
Rank from -1
to +5 based
on
explanation
Assisted
Living
Skilled
Nursing
Independent
Living
Impact on
Market
Share/Volumes
(.09)
Profit
Margin/Financial
Return (.12)
Contribute to
Transparency
(.03)
Contribute to
Brand (.06)
Organizational
Readiness
(.09)
Competition
(.12)
Readiness
to Deliver
Exceptional
Experience
(.15)
Satisfy a
Community
Need/Benefit
(.09)
Level of
Capital
Required
(.09)
Level of
Marketing
Investment
Required
(.12)
Defend Exemption (.06)
22
Apply a Final Ranking by Multiplying the Above by the Weight of

the Criteria
Assisted
Living
0.36
0.36
0.09
0.6
0.27
0.15
0.24
0.48
0.18
0.24
2.79
Skilled
Nursing
0.27
0.36
0.18
0.3
0.27
0.06
0.09
0.18
0.12
0.45
0.48
2.76
Independent
Living
0.45
0.6
0.27
0.45
0.12
0.09
0.12
0.24
0.09
2.43
Rehab
0.27
0.48
0.45
0.75
0.18
0.12
0.12
0.3
0.48
0.36
0.6
4.11
Home Health
0.18
0.6
0.27
-0.2
0.27
0.18
0.06
0.24
0.36
0.09
0.12
2.04
DME
0.18
0.36
0.36
0.3
0.36
0.12
0.03
0.12
0.27
0.36
2.46
23
Establishing Criteria from Which to Measure add your own, eliminate

others or keep as is.
Define the Criteria
Weight the Criteria (1-5)
Convert to Percentage of
Total
Rounded
1=least important
consideration when
marketing a service
5= most important
consideration when
marketing a service
Impact on Market
Share/Volumes
(gain share/defend share)
Profit Margin/Financial
Return
Organizational Readiness
(capacity/expertise)
Readiness to Deliver
Exceptional Experience
Satisfy a Community
Need/Benefit
Defend Exemption
Contribute to Transparency
Contribute to Brand
Competition
(amount/reaction)
Level of Capital Required
Level of Marketing
Investment Required
24
Rank the Service Against the Criteria

Ask:
Impact on Market Share/Volumes - will marketing this service decrease, maintain
or increase market share?
Profit Margin/Financial Return - is this a loss leader or a money maker?
Organizational Readiness - do you have the capacity and expertise to handle
volumes delivered by marketing?
Readiness to Deliver Exceptional Experience - is the environment, processes,
training in place to "wow" the resident?
Satisfy a Community Need/Benefit - has this been defined as a need in the
community?
Defend Exemption - will emphasizing this service help you when you fill out Form
990?
Contribute to Transparency - can you communicate your quality to affect "buying
decision"? Can you quote a price? Can you furnishing needed education so
service is understood?
Contribute to Brand - will marketing this have a negative or positive effect on
brand?
Competition - what is the competition doing relative to this? If they are strong,
your score should be lower. If they are weaker, then higher.
Level of Capital Required - is there an intensive amount of capital needed? If so
rank lower? Less capital required rank higher.
Level of Marketing Investment Required - see previous explanation for capital.
If you added other criteria then define the question you would ask as you
weigh the service against it.
25
Criteria
add,
subtract or
keep based
on exercise
above
Service
Add, subtract
or keep
service lines
based on
your
situation
Impact on
Market
Share/
Volumes
Profit
Margin/
Financial
Return
Organizatio
nal
Readiness
Rank from
-1 to +5
based on
explanation
Apply
criteria
weight
for a final
score
Readine
ss to
Deliver
Exceptio
nal
Experien
ce
Satisf
ya
Com
munit
y
Need/
Benef
it
Defend
Exempt
ion
Contrib
ute to
Transp
arency
Contrib
ute to
Brand
Compe
tition
Level
of
Capital
Requir
ed
Assisted
Living
Skilled
Nursing
Independent
Living
Rehab
Home Health
DME
Impact on
Market
Share/Volumes
( )
Profit
Margin/Financial
Return ( )
Contribute to
Transparency
( )
Contribute to
Brand ( )
Organizational
Readiness ( )
Competition ( )
Readiness
to Deliver
Exceptional
Experience
( )
Satisfy a
Community
Need/Benefit
( )
Level of
Capital
Required
( )
Level of
Marketing
Investment
Required ( )
Defend Exemption ( )
Add, subtract or keep criteria above and input the weight.
26
Level
of
Marketi
ng
Invest
ment
Requir
ed
List Your Priorities

________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
27
8. Create Your Unique Selling Proposition
28
9. Market Position and Positioning Statements

A market position is the cold-hearted, no-nonsense statement of
how you are currently perceived in the minds of prospects.
A positioning statement, on the other hand, expresses how you
wish to be perceived. In other words, it is the future market position
that you want to obtain.
By taking all of the above research into consideration, you can
begin to visualize a positioning statement. Your position must ring
with credibility, both internally and externally. It must be unique
within a defined marketing area. It must be defensible.
The development of a Positioning Statement is the first step in
creating the key messages that you want to convey internally and
externally.
First, write your current market position then write your desired
marketing position but write it as if you have already achieved it.
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
29
10.
Market Strategies and Objectives

A market strategy is a general path that the organization wishes to
follow in order to meet a perceived opportunity or threat in the
environment and/or to support and secure the desired positioning.
It is "what" you want to accomplish. It does not detail the "how".
Market objectives are simply the factors that you are going to aim
for and measure to determine if you have achieved marketing
goals. They should be reasonable, challenging, and quantifiable.
These are the nuts and bolts of the plan. Here we describe the
tactics to be used, the implementation steps, the rationale, priority
level, time frame, resources (manpower and money), funding,
responsible party and estimated ROI.
In the space below and using the slides as examples write one goal
for your organization; two to three key strategies that would help
you achieve the goal; objectives that are quantifiable and
reasonable related to each strategy; and the tactics that will be
used to achieve it.
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
30
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
31
Anthonys Song The Essentials of Marketing

Please give us a brief statement or quote about todays program and your permission to
use it on our website and other materials if we choose. It would be greatly appreciated.
_______________________________________________________________________
_______________________________________________________________________
What did you like best about the program? Least?
Best:
______________________________________________________________________
Least:
______________________________________________________________________
What questions do you still have about the topic?
______________________________________________________________________
What one idea from this program will you implement immediately?
______________________________________________________________________
Is there something that could be added to the program?
______________________________________________________________________
May we have your email and permission to add you to our opt-in list to receive updates
from Fast Forward Consulting and Anthonys Song? Email (please print): ____________
I would be interested in:
___ Hiring Anthony to speak for our group and I have a meeting date. It is: _______________
___ Discussing the possibility of hiring Anthony to speak or consult with my company or group
at some time in the future.
___ Referring Anthony to speak for another organization or group.
Name of Group and Contact Person: _________________________________________
Please check presentations that most interest you.
____ The Meaning of Life: a perfect conference keynote designed for personal enrichment.
____ Creating Customer Crusaders: find out how to cultivate and leverage customer
loyalists and word of mouth marketing to build brand and market share.
____ Sometimes You're the Windshield; Sometimes You're the Bug: align your goals to
the organization. Learn ways to market YOU to build your personal brand.
____ The Essentials of Marketing: a primer designed for non-marketers.
____ Empowering Excellence: the ultimate customer service training that leaves staff,
administrators, families and residents smiling.
____ Connect Emotionally with Boomers: boomers have priorities that do not include you.
Find out what those priorities are and how you can intersect them to build brand loyalty.
____ The One Day Marketing Crusade: a one day program specifically designed to build
morale and build the brand of long-term care facilities.
Your Name:
Company:
Phone Number:
Email:
32
Information about Anthony Cirillo

Mr. Cirillo is president of Fast Forward Consulting, an international
healthcare marketing consultancy. Prior to launching Fast Forward, he
served as chief marketing officer for a Wall Street healthcare startup
and as chief marketing officer for several hospitals in the northeast
U.S.
He holds a Masters Degree in Organizational Dynamics from the University
of Pennsylvania and is a past board member of the Society for Healthcare
Strategy and Market Development. Mr. Cirillo is a Fellow of the
American College of Healthcare Executives. He is also a frequent
contributor to Health Leaders, an online magazine with worldwide
readership.
An accredited business communicator of the International Association of
Business Communicators, he also provides counsel to Fortune 500
companies. He helped launch and directed all marketing for Unisys
Corporation Unisys University. And, he started his career as a radio and
television producer and on air talent.
Mr. Cirillo offers a variety of services to long-term care providers. Services
related include:
-
marketing to boomers and their loved ones

customer service training
helping organizations inventory and establish their feedback and
evaluation loops
auditing the experience
monitoring the marketplace
identifying, engaging and leveraging customer crusaders
defining and implementing community and marketing programs
providing in-services for staff
Anthony Cirillo, FACHE, ABC

President, Fast Forward Consulting, LLC and Anthonys Song, LLC
704-992-6005
cirillo@4wardfast.com
www.4wardfast.com / www.anthonyssong.com
You may also want to consider the following on the next pages:
33
Consulting Services
Do you have a nagging feeling that
your marketing programs
are not working?
We do one thing - reposition your
organization for success.
Through an exhaustive evaluation, we
help you target precisely, attract
residents, document effectiveness,
spend less, define experiences and
leverage customer crusaders.
Strategic Focus - Proven Results
CEO and CMO counsel

Marketing Plan development
Marketing Department Repositioning
Facilitation
Identify and Leverage Customer Crusaders
Public Relations and Crisis Communications
Create sales, call centers and marketing functions
Brand and market a startup
Re-brand and position an existing company
Community Relations, Government Relations,
Advocacy program development
Leverage special events for strategic gain
Foster culture change within an organization
Provide strategic internal communication counsel
to engage employees
Baby Boomer Marketing
Different Philosophy - Better Approach
Anthony has been most effective in quickly analyzing the

strengths and weaknesses of my organization's marketing
plan with a minimum of resistance or denial. He didn't stop
there, however. He used a combination of experience,
creativity, and style to retool my team's thinking and
approach toward the plan into a full-endorsed strategy for
the future. The engagement was a success story.
Robert Wise, CEO, Hunterdon Medical Center
Because of his extensive marketing and communications

background, Anthony is one of the most versatile
consultants I've ever partnered with. He can work
independently with top executives as well as frontline
management. And his extensive expertise in healthcare
has provided my organization with value that few others
can match.
Jim Tobalski, Senior Vice President, Novant Health
Anthony combines best practices in healthcare and other

industries to create innovative solutions for his clients. He
provided excellent suggestions on how we could maximize
our marketing and even gave a few ideas that are not used
in healthcare at all - yet. He brings a unique perspective to
the table and I value his insight. I will definitely work with
him again. Any organization who hires him will get more
than they request due to his thoroughness, knowledge of
industry trends and creativity. Anthony lives outside of the
box but understands the challenges of working within one.
He finds a way to help businesses expand what they are
doing because it's strategic, smart and profitable. I have no
reservations about hiring Anthony again or recommending
him. I would also note that as a personal principle I
generally don't recommend consultants or agencies to
people, but in Anthony's case I am happy to speak his
praises.
Kati Everett, APR, Director of Marketing,
Southern Piedmont Region, Novant Healtbcare
Our Values
Fire your advertising agency!

We contend that you could suspend traditional advertising
and see little downside. Instead, build a true marketing plan
that focuses and targets your efforts. Capture the right
customer data, always have a call to action and measure
the right returns. Build cutting edge technology and tactics
into your mix. Do this and you will reduce marketing
expense, focus resources and skills for increased
productivity, target your marketing efforts, clearly measure
specific returns on your investment and gather data
that will help improve and tailor the healthcare
experience, fueling viral marketing.
Actively listen to the client.
Do whats right. Do it once. Get it right.
Be visionary.
Plan now for the anticipated future.
Fast Track.
Focus on the details of implementation
Focus on Results.
Call us today: 704-992-6005
34
Empowering Excellence
A One Day Program That Will Transform Your Facility
Let us come to your facility for the day and create change that will last for years.
This event will have your staff excited, administrator elated and residents gleeful.
To provide excellence in care giving you need to empower staff. Empowered
staff turns over less frequently. More consistent care leads to better outcomes
and resident and family satisfaction.
So here is where we start.
Many times staff members feel that they are in a low paying job not in a career
with a future. We show them that:
they are a brand.
as a brand you are more than a resume but someone who conveys an
image that reflects on yourself and on your employer.
looking at it this way, ultimately you set the highest standards for yourself
and when you work for yourself you achieve and take on more because
you have a vision of where you want to go.
We cover: SWOT analysis, your career positioning, your five year plan, your
package your name, look and how you speak, networking, self-promotion,
documenting your successes and becoming a highly valued contributor.
With the staff enthused and empowered we then cover specific customer service
skills for success. But then we tie it to the bigger picture.
In our Turning Customers into Crusaders portion of the program, we show how
delivering exceptional experiences is directly related to marketing. Learn:
how to foster word of mouth marketing.
how to audit the experience.
how to identify and engage loyalists.
how to build community, create brand extensions, adopt causes for

strategic gain.
how to intersect non-ltc priorities of influencers to build long term

relations.
how to market to baby boomers.
35
Dont take our word.
AHCA National Convention (above): 4 Stars

Virginia Health Care Association
"Anthony was amazing! He would make a great option for a one day
conference/seminar!
"Anthony's presentation was very lovely and interesting - fresh ideas."
"Excellent presentation, vibrant - wonderful messages."
Ohio Health Care Association
"Great, best presenter at conference. He was fun, knowledgeable and had a
great workbook. Thanks for inviting him."
"Tony was very interesting and helpful. He was very engaging with the
audience."
"The speaker was professional, interesting, prepared and very good. Thanks.
Minnesota State Wide Activity Professionals
"Very excellent information. Able to take it back and use in my facility."
"Very well presented and I love the motivation of music.
"It is nice to have handouts/playbook to go back and work with."
36
Turning Customers into Crusaders The Course
Bring word of mouth to your entire organization

through the
Turning Customers into Crusaders course.
Includes audio CD, slides and an expanded
workbook with bonus materials.
See the order sheet in the back or visit:
www.anthonyssong.com/products.htm
www.4wardfast.com/products.htm
37
Senior Living Solutions

From Anthonys Song, LLC
Were more than just a keynote speech.
As a credentialed healthcare professional,
Anthony consults with healthcare
organizations worldwide.
His marketing experience and his passion for
older adults has resulted in products and
services that can help you motivate
management and staff; engage residents,
families, the community and media;
build brand loyalty and awareness;
while setting the stage for increased occupancy.
The One Day Marketing Crusade

The benefits:
help build morale and retain staff
build customer loyalty and word of mouth marketing
build good will in the community
increase top of mind awareness
focus limited marketing resources for maximum effect
The One Day Marketing Crusade is a unique event
customized for your facility that engages all of your internal
and external audiences and focuses attention on your
facility and its mission.
We spend an entire day at your facility and offer:
Anthonys impact was profound, with staff, residents,

families and community members raving for weeks. He
helped focus our mission and build brand awareness and
enthusiasm.
Dale Ann Putnam, Administrator
Mecklenburg Healthcare Center, Charlotte, NC
For Your Activities Program

We have produced 12 CDs and accompanying
activity guides, one for each month of the year. The
Guides explain the themes, why we chose the songs,
a history of the song and/or artist, a history of the
occasion celebrated as well as suggested activities.
Guides range from 50-70 pages and include song
lyrics. They are featured in the Sea Bay Game
catalog.
Preview them today.

Buy each CD and its Guide as a package for
$44.95. Buy all 12 sets for $400, a savings of
more than 25%. Free shipping.
A Review from Amazon:
I wish I had this book when I had to weigh my options!
Cirillo covered most of the relevant issues, and also
provided some nice life-lessons for us all. Cirillo writes is a
very casual style. You almost feel like you are sitting down
with a story teller, who happens to be a trusted friend. His
allusions to his "old neighborhood" of South Philadelphia
provide a nice slice of life. You can tell that Cirillo speaks
from experience and with a passion for his commitment to
long term care. This is not the cold synthesis of a
researcher; rather stories with a purpose from a warmhearted, well-organized educator, entertainer, and long term
care professional. This book is something that every
potential client for long term care should read.
A dynamic management in-service

A motivating CEU session for employees
A concert for residents and families
A community educational event and book signing for
Who Moved My Dentures?
A marketing consultation
Potential PR and media coverage
I think that you have assembled quite an impressive group

of activities for activity directors to use with their residents. I
really appreciate all of the background" information that
accompanies each and every song that you have on your
CD's. The activities themselves allow for interaction among
the facilitators and fellow residents as well. By using a
suggested materials section at the beginning of each
month's guide it makes it easy to plan and possibly
elaborate on the structure that your guide offers. Thank you
for sharing your work with me. I think you are doing a
wonderful job!
Martine Bullard, MT-BC
Music Therapist Board Certified
Mayview Convalescent Center, Raleigh, NC
For Your Community Relations Program

Consider this book as a marketing tool.
Dentures demystifies long-term care
through human interest stories of
seniors I have had the pleasure to
meet. The book offers a way to learn
about senior options in a nonthreatening way as illustrated through
the heart and soul of the people who
are living in these facilities daily.
$15 bulk discounts available.
38
Activity Guides and CDs / CDs / Book Who Moved My Dentures? /

Crusaders Course from Anthonys Song, LLC
Name:
___________________________
Address:
___________________________
___________________________
Phone:
___________________________
Email:
___________________________
Welcoming in the New Year

Be My Valentine
Pasta and Potatoes
April Showers
Celebrating Our Heroes
June Tunes
Summer Celebration
Some Enchanted Evening
Fall Fever
Moonbeams and Magic
Giving Thanks
Holiday Memories
CD only
______
______
______
______
______
______
______
______
______
______
______
______
Guide only
______
______
______
______
______
______
______
______
______
______
______
______
CD & Guide
______
______
______
______
______
______
______
______
______
______
______
______
Total for Activity Guides:

CDs only $15 each x ___ =
GUIDES only $35 each x ___ =
CD&GUIDES $44.95 each x ___ =
__________________
__________________
__________________
Add:
Who Moved My Dentures?
$15 each x ___
__________________
Additional CDs
Songs for a Rainy Night
$15 each x ___
__________________
The Meaning of Life

$15 each x ___
__________________
Sinatra Double CD
$25 x ___
__________________
39
Turning Customers into Crusaders

Course
$199.99 x ___
__________________
Sub Total Products

without Shipping
__________________
Shipping
$2 x ____ ($2 per individual CD and
the book, Who Moved My Dentures?
__________________
$3 x ____ ($3 per individual Guide)
__________________
$5 x ____ ($5 each per activity set;

1 CD and 1 Guide)
__________________
$8 x ____ ($8 each Crusader Course;

Audio CD, Data CD, Hard Copies
__________________
Sub Total:
________________
NC residents
Add 7.5% sales tax to sub total =
________________
Total:
________________
Send form and check payable to Anthonys Song to:

15645 Northstone Drive, Huntersville, NC 28078
(Items will be shipped upon clearance of check.)
Visit us and join the mail list at

www.anthonyssong.com
40

Parapam MMM Vvafafkka

Diunggah oleh

Informasi Dokumen

Judul Asli

Hak Cipta

Format Tersedia

Bagikan dokumen Ini

Bagikan atau Tanam Dokumen

Opsi Berbagi

Apakah menurut Anda dokumen ini bermanfaat?

Apakah konten ini tidak pantas?

Hak Cipta:

Format Tersedia

Parapam MMM Vvafafkka

Diunggah oleh

Hak Cipta:

Format Tersedia

The Strategic Health Care

Anthony Cirillo, FACHE, ABC

Marketing Plan Components

Executive Interview Questions

are you receiving the information?

2. Mission Versus Vision

What is their service? Do they provide a directly competitive service or an

What is their revenue?

What is their market share?

What is their history? Have they expanded services or reduced them?

What position do they take in the marketplace? It could be implied or

What segments are they targeting? Is it by income level, demographic?

What are their distribution channels?

If a public company, go to the investor relations section of their web site.

www.archive.org as previously mentioned.

Highbeam Research and Knowledgestorm are two aggregators of various

medical/health condition, ability to pay.

b. Weaknesses: These are limitations or deficiencies within your

processes, poor service, bad location.

c. Opportunities: Major external factors that could provide your

e. As you assess the organization focus only on key factors that

f. Internal Factors-things to consider

People who currently purchase your services

1. Companies who sell similar services

g. External Factors-things to consider

Mergers and acquisitions

Legal changes in the industry

1. Socio-cultural changes in the market

What can we improve?

Are patient needs

Are there changes in the

h. A SWOT analysis should help answer:

What are our marketing objectives?

i. Consolidate your work above into this table. Expand as needed.

j. Now, list some strategic observations on how your marketing will be

7. Establishing Criteria from Which to Measure (Sample)

Weight the Criteria (1-5)

Level of Capital Required

Rank the Service Against the Criteria

Defend Exemption (.06)

Apply a Final Ranking by Multiplying the Above by the Weight of

Establishing Criteria from Which to Measure add your own, eliminate

Weight the Criteria (1-5)

Rank the Service Against the Criteria

Add, subtract or keep criteria above and input the weight.

List Your Priorities

8. Create Your Unique Selling Proposition

9. Market Position and Positioning Statements

Market Strategies and Objectives

Anthonys Song The Essentials of Marketing

Information about Anthony Cirillo

marketing to boomers and their loved ones

Anthony Cirillo, FACHE, ABC

Strategic Focus - Proven Results

CEO and CMO counsel

Different Philosophy - Better Approach

Anthony has been most effective in quickly analyzing the

Because of his extensive marketing and communications

Anthony combines best practices in healthcare and other

Fire your advertising agency!

Actively listen to the client.

Do whats right. Do it once. Get it right.

Focus on the details of implementation