Source:http://linkedlifedata.com/resource/pubmed/id/10181799
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| Predicate | Object |
|---|---|
| rdf:type | |
| lifeskim:mentions | |
| pubmed:issue |
3
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| pubmed:dateCreated |
1998-9-10
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| pubmed:abstractText |
Marketing is a central activity of modern organizations. To survive and succeed, organizations must know their markets, attract sufficient resources, convert these resources into appropriate services, and communicate them to various consuming publics. In the hospital industry, a marketing orientation is currently recognized as a necessary management function in a highly competitive and resource-constrained environment. Further, the literature supports a marketing orientation as superior to other orientation types, namely production, product and sales. In this article, the results of the first national cross-sectional study of the marketing orientation of U.S. hospitals in a managed care environment are reported. Several key lessons for hospital executives have emerged. First, to varying degrees, U.S. hospitals have adopted a marketing orientation. Second, hospitals that are larger, or that have developed strong affiliations with other providers that involve some level of financial interdependence, have the greatest marketing orientation. Third, as managed care organizations have increased their presence in a state, hospitals have become less marketing oriented. Finally, contrary to prior findings, for-profit institutions are not intrinsically more marketing oriented than their not-for-profit counterparts. This finding is surprising because of the traditional role of marketing in non-health for-profit enterprises and management's greater emphasis on profitability. An area of concern for hospital executives arises from the finding that as managed care pressure increases, hospital marketing orientation decreases. Although a marketing orientation is posited to lead to greater customer satisfaction and improved business results, a managed care environment seems to force hospitals to focus more on cost control than on customer satisfaction. Hospital executives are cautioned that cost-cutting, the primary focus in intense managed care environments, may lead to short-term gains by capturing managed care business, but may not be sufficient for long-term success and survival. Understanding consumer needs and perceptions, and using appropriate marketing strategies to ensure greater customer satisfaction and repeat business, will be among the key tasks for hospital executives in the future.
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| pubmed:language |
eng
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| pubmed:journal | |
| pubmed:citationSubset |
H
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| pubmed:status |
MEDLINE
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| pubmed:issn |
1096-9012
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| pubmed:author | |
| pubmed:issnType |
Print
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| pubmed:volume |
43
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| pubmed:owner |
NLM
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| pubmed:authorsComplete |
Y
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| pubmed:pagination |
229-39; discussion 40-1
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| pubmed:dateRevised |
2000-12-18
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| pubmed:meshHeading |
pubmed-meshheading:10181799-Bed Occupancy,
pubmed-meshheading:10181799-Cost Control,
pubmed-meshheading:10181799-Data Collection,
pubmed-meshheading:10181799-Delivery of Health Care, Integrated,
pubmed-meshheading:10181799-Economic Competition,
pubmed-meshheading:10181799-Efficiency, Organizational,
pubmed-meshheading:10181799-Health Services Research,
pubmed-meshheading:10181799-Hospital Administration,
pubmed-meshheading:10181799-Hospital Bed Capacity,
pubmed-meshheading:10181799-Hospitals,
pubmed-meshheading:10181799-Managed Care Programs,
pubmed-meshheading:10181799-Marketing of Health Services,
pubmed-meshheading:10181799-Ownership,
pubmed-meshheading:10181799-Patient Satisfaction,
pubmed-meshheading:10181799-Product Line Management,
pubmed-meshheading:10181799-Sampling Studies,
pubmed-meshheading:10181799-United States
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| pubmed:articleTitle |
The effect of managed care on hospital marketing orientation.
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| pubmed:affiliation |
Iona College, USA. ploubeau@iona.edu
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| pubmed:publicationType |
Journal Article
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