riverview local medical center a great hma center

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Riverview Regional Medical Center

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Medical, Stakeholders, Features Management, Target Market

Excerpt via Case Study:

Riverview Regional Medical Center: A great HMA Facility – Case Analysis

Determine the (6) stakeholder organizations for Riverview Regional The hospital (RRMC)

There are many of players in the market that may affect or perhaps be affected by Riverview Regional Medical Center’s – RRMC’s actions. These are the hospital’s stockholders and in the case, they contain competitors, patients, the facility’s ownership (HMA shareholders), specialist groups, the us government and its different regulatory agencies, and staff. To begin with, RRMC’s competitors incorporate all those clinics offering identical services mainly within Gadsden. Examples in this case include but they are not limited to Gadsden Regional Medical Center (GRMC) plus the Mountain View Hospital. Even though located outside Gadsden, UAB could be regarded as yet another essential competitor of RRMC. One particular competitor, GRMC, appears to have been typically more competitive than RRMC especially provided that unlike RRMC, GRMC currently has an acceptance from the American College of Surgeons because of its cancer program. Further, GRMC (unlike RRMC) from the very beginning “offered neurosurgery, psychiatry, and obstetric providers. ” (Swayne, Duncan, and Ginter, 2008). Secondly, the facility’s sufferers could also be viewed a key stakeholder group. The patients in this case include both equally outpatients and inpatients. In an attempt to show responsibility towards this kind of key stakeholder group, Mr. Hayes, about assuming management position for RRMC desired to ensure that outpatient services were made more sufferer friendly. Further more, he as well championed the creation of the Chest Pain Centre “in respond to the number of people entering the ED worrying of breasts pains” (Swayne, Duncan, and Ginter, 2008).

The government provided its regulating function through its various agencies could also be regarded an important stakeholder in such a case. Professional organizations such as the American College of Surgeons and the Joint Commission payment on Accreditation of Healthcare Organizations could also be regard essential stakeholders. Next, we have stockholders or investors. To identify a number of the stakeholders of RRMC, we would have to take into consideration the possession structure of HMA. Finally, it is also essential to note that RRMC has a responsibility to its employees. This kind of stakeholder group comprises of all those the hospital employs to advance it is agenda. The other equally important stakeholders I’ve not mentioned in detail in cases like this include but they are not restricted to the local community and suppliers. While the group comprises of dozens of who live around facilities associated with the clinic, suppliers are typical those corporations and organizations that provide the hospital with various medical supplies. RRMC has a responsibility to all these stakeholders and in that admiration; its actions must not be harmful to their hobbies.

2 . Talk about the target marketplaces of existing programs and identify breaks in RRMC’s marketing strategy

RRMC’s key marketplace (in general) seems to be the non-urban industry. The company according to Swayne, Duncan, and Ginter (2008) also prolonged its presence to Anniston in what should be regarded a strategy to further increase its opportunity. The government’s contract for Tri-Care also provided RRMC’s management yet another cause to celebrate. The introduction of highly ground breaking programs including the Heart and Vascular Centre will also view the hospital continue to serve high growth marketplaces going forward. Additional highly helpful programs that add significant value to RRMC inside the eyes of its sufferers include but they are not limited to the “Nurse First” plan. With its emphasis being around the hospital’s determination to individual care, the said plan according to Swayne, Duncan, and Ginter (2008) objectives potential individuals.

When it comes to RRMC’s marketing strategy, MedKey was in accordance to Swayne, Duncan, and Ginter (2008) “a centered marketing strategy that used the individual database to advertise RRMC service utilization through membership bonuses and benefits via savings and extra services for MedKey members. ” As the authors further point out, Hayes was from the opinion that MedKey was not only better in terms of cost but also more effective than mass advertising. RRMC as well made use of a proprietary newsletter as a customer preservation strategy. In this particular case, MedKey members were on a regular basis sent publication features that outlined not merely the facility’s existing programs but as well the various rewards that had been added for MedKey members. In ways, newsletters could hardly be considered effective promoting tools. This really is more so the case given that receivers of notifications are most likely to learn the explained documents by their convenience. The message delivered could therefore have issues regarding timing. RRMC had as well early enough identified some great benefits of the internet like a marketing tool. According to Swayne, Duncan, and Ginter (2008), the facility’s website enhanced the ease of access of clinic programs along with events to both existing and prospective customers and members of staff. It is however important to note that this approach cannot be regarded as an edge in marketing since it is quite easy to replicate. RRMC’s competitors since Swayne, Duncan, and Ginter (2008) explain also acquired functional websites. This consequently remains among the key spaces when it comes to RRMC’s marketing strategy. So that they can further improve its public image, RRMC had as well shot a commercial whose meaning Hayes statements was that a healthcare facility would still serve the needs with the communities. During my view, RRMC should take into consideration niche marketing. This kind of marketing strategy could see the medical center focus on simply those individuals with needs it can many effectively talk about.

3. Talk about the new products and services that could be designed with existing resources

As I have already mentioned elsewhere in this text, RRMC could get in a strategic collaboration with a specialist provider to reopen the Women’s Pavilion. This in my view will not require a healthcare facility to invest significant resources in such an commencing. It is also vital that you note that’s such a move would allow the hospital to effectively contend with the likes of GRMC which offers obstetric services it will not offer. The other product or service which could always be developed making use of the hospitals existing resources include educational programs, hyperactivity disorder treatment, and so forth In this case, the facility can easily make use of its existing staff.

four. Discuss the services that need to be heightened and marketed

On the other hand, services that need to be heightened and/or increased include the cardiology facility, i. e. The Heart and Vascular Centre, and the Acid reflux Treatment Centre. The latter could be developed becoming a leading unit in the region.

your five. Describe what RRMC have to do to counter-top its picture problem in the community because of its decision to close the Women’s Pavilion.

It was Mister. Hayes’ forerunner who regarded it suit to shut down the Women’s Pavilion back in 2003. According to Swayne, Duncan, and Ginter (2008), even though the unit had a strong individual load, its inability to capture the majority of the county’s births was causing to lose money. Because Swayne, Duncan, and Ginter (2008) further more point out, the move to close the unit created fertile grounds for conjecture with many in Gadsden assuming that RRMC was encountering financial issues. The closure of the device also injured the good relationship that got existed involving the medical staff and the managing of RRMC. It is also essential to note that whatever the fact that the closure with the unit got led to significant gains for the entire facility particularly with regard for the enhancement of operational efficiencies, the decision did not go down well with the medical staff and community citizens. This Hayes knew to get a fact. Without a doubt, as Swayne, Duncan, and Ginter (2008) point out, Hayes’ focus in the immediate future was well cut out intended for him. He has a lot of options for his removal in my opinion.

To start with, the reason for the closure in the unit needs to be explained fully. This will in

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