Health Care MKTG

Unit:1
Application of marketing in health care
1.Introduction
1.1 Marketing Concept of Marketing
1.2 Importance of Marketing to Healthcare Organizations
1.3 Challenges in Practicing Marketing in Healthcare Industry
1.4 Marketing Intelligence, Information and Research System
1.5 Marketing Organization: Chart, Fulltime Staff and Hiring Consultants
1.6 Let us Sum Up
1.7 Unit End Exercise
1.8 Point for Discussion
1.9 Answers to Check Your Progress
2.10 Suggested Readings
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Introduction:
Marketing is the distinguishing the unique function of the business. A

business is set apart from all other human organization by the fact that it markets a
product or a service. Any organization that fulfill through marketing a product of a
service is a business, any org on which manufacturing ethic is absent or incident
ad is not business and should never be run as if it were one.
Marketing is basis that it cannot be considered a separate function.

It is the whole business seen from the point of view of its final result. That is from
the customer point of view. Marketing main function reason for existence of
business. In this age of lined change marketing is the spring board of all business
depends largely on effectiveness with which its marketing strategies are
formulized and implemental.
Marketing is said to be the eyes and ears of business because it

keeps the business in close contact with its environmental and informs of events
that can influence its operation.
Marketing is contract with the creation of four utilities – from

place, time, and possession utilities. The from utility is certain through product
development packaging, branding, and standardization.
Marketing:
They study customers need and wants in well-defined market segments.
They allocate marketing effort in relation to the long-run profit potential

of the targeted segments.
They develop winning offers for each target segment.
Objectives
1. They measure company image and customer satisfaction on a

continuous basis.
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2. They continuously gather and evaluate ideas for new products,
product improvements, and service.
3. They urge all health care departments and employees to be

customers centered.
Marketing is both a set of activities performed by organization and a social

process. In other words marketing exists at both the micro and macro levels,
micro level marketing looks at customers under the organization the sense them.
Macro marketing level takes a based view of our whole production distribution
system.
Micro- marketing:
Micro is the performance of activities that seek to accomplish

organization objectives by anticipating customers or client needs and directing the
flow of needs-satisfaction goods and services from producer to customer or client.
Macro-marketing:
Macro marketing is a social process that directs an economy’s flow of

goods and services from producers to consumer in a way that effectively matching
supply and demand and accomplishes the objectives of society.
1.1 Marketing concept of marketing:
The market concept emerged in the mid-1950s. Instead of a product-

centered, “make-and-sell” philosophy, business shifted to a customer-centered,
“sense-and-respond”, philosophy.
The marketing concept holds that the key to achieving organizational goals
is being more effective than competitors in creating delivering, and
communicating superior customer value to your chosen targets markets.
Theodore Levitt of Harvard drew a perceptive contrast between the selling

and marketing concepts:
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MARKETING CONCEPTS
The production concept,
The product concept,
The selling concept;
The production concept:
The production concept is the one of the oldest concepts in

business. It holds that consumers will prefer products that are widely available and
inexpensive. Managers of production- oriented business concentrate on achieving
high production efficiency, low costs, and mass distribution.
The product concept:
The product concept proposes that consumers favor products that

offer the most quality, performance, or innovation features. Managers in these
organizations focus on making superior products and improving them over time.
However, these managers are sometimes caught up in a love affair with the
products.
The selling concepts:
The purpose of marketing is to sell more stuff to more people more

often for more money in order to make more profit.
Selling focuses on the needs of the seller: marketing on the needs of buyer.
Selling is preoccupied with the sellers need to convert this product into cash.
Marketing with the idea of satisfying the needs of the customers by means of the
product and the whole cluster of things associated with creating, delivering, and
finally consuming it.
Reactive market orientation:
understanding the meeting consumer’s expressed needs. Some critics say

this means companies develop only very basis innovations. Nervier and his
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colleagues argue that more advanced, high- level innovation is possible if the
focus in on customers.
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Proactive market orientation:
Companies such as 3m, Hewlett Packard, and Motorola have made a

practices or researching latent needs through a “probeand-learn.
Total market orientation:
Companies that practice both a reactive and a proactive marketing

orientation and are implementing a total orientation and are likely to be the most
successful.
The holistic marketing concept:
The holistic marketing concept is based on the development, design, and

implementation of marketing programs, processes, and activities that recognizes
their breadth and interdependencies.
Holistic marketing is thus an approach that attempts to recognize and

reconcile the scope and complexities of marketing activities.
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Internal marketing:
1. Marketing department
2. Senior department
3. Other departments
Internal marketing is the task of hiring, training, and motivating able

employees who want to serve customers well.
At one level, the various marketing functions-sales force,

advertising, customer service, product management, marketing research-must
work together.
At the second level, other department must embrace marketing:

they must also “think customer”.
Integrated marketing:
1. Communications
2. Products & services
3.Channels
McCarthy classified these activities as marketing- mix tools of four broad

kinds, which he called the four Ps of marketing:
A complementary breakeven of marketing activities has been proposed that

centers on customers. Its four dimensions (SIVA) and the corresponding customer
questions these are designed to answer are.
1. Solution: how can I solve my problem?
2. Information: where can I learn more about it?
3. Value: what is my total sacrifice to get this solution?
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4. Access: where can I find it?
Relationship marketing:
1. Customers
2. Channel
3. Partners
A market net work:
A market network consists of the company and its supporting stakeholders-

customers, employees, suppliers, distributors, retailers, ad agenesis, university
scientists, and others- with whom it has built mutually profitable business
relationships.
Performance marketing:
1. Sales revenue
2. Brand & customers equity
3. Ethics
4. Environment
5. Legal
6. Community
7. Financial accountability
8. Social responsibility marketing
9. Societal marketing service. It holds that the organization task is to

determine the needs, wants and interest of target markets and to deliver the
desired satisfactions more effectively and efficiently
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1.2 IMPORTENCE OF MARKETING:
There is a great increase in the significance of service marketing due to

mentioned factors below:
1. Demographic changes
2. Social changes
3. Potential changes
4. Environmental changes.
Demographic changes;
Life expectancy has risen, producing, on expanding retired population. This

sector has created new demands for leisure and travel as well as for health care
and nursing.
Structural shift in communities have affected where and how people live. The
development of new towns and regions has increase the need for infrastructure
and support service.
Social changes:
a.) The increased number of women in the workshop has led to

previously domestic functions being performed outside the home.
This has promoted the rapid rise of the fast food industry, child
care facilities and other financial services.
b) Working women and the resulting two-income households have created a

greater demand for consumer services, including relating, real estate and personal
financial services.
c) the quality of life has improved. Smaller families with two incomes have more
disposable income to spend on entertainment, travel and hospitality services.
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d) international travel and mobility have produced more sophisticated consumer
taste. Consumers compare service both nationality and internationality and
demand variety and improved quality.
e) the greater complexity of life has created demand variety and improve quality.
f) communication and travel have increased aspiration levels. As a result both

children and adults are making new demands on learning establishments, in order
to develop the skills needed to compete in our complex and fast changing
environment.
3.Environment changes:
1. Globalization has increased the demand for communication,

travel and information service. This has been fuelled by the
rapid changes brought about by new information technology.
2. Increased specialization within the economy has led to greater

reliance on specialist service providers; for example,
advertising and market research have become specialist
functions supporting all sectors of the economy.
4.Political and legal changes:
1. Government has grown in size, creating a huge

infrastructure of service departments.
2. Internationalism has made increased and new demands

on legal and other professional services.
One of the most important process in marketing yours Health Care practice
is maintaining relationship with your current patients. The Current patents are a
virtual price less marketing tool. The Patients play an importance role in
recommending family and friends which will further help your bottom line.
Developing and maintaining relationship with colleagues is very important.

A good recommendation from another health care provider will only help practice.
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A you do not already have a patient reminder system in place you should
implement once. Patient reminders can be as simple as a phone call, email or even
a text massage. Soft can also be implemented to streamline this process alleviating
yours staff from doing so manually.
Advertising practice should be remains at the centre spoke of your marketing

effort. Not all advertising efforts are suited for all budgets. There are however
numerous options depending on funds allocated to marketing.
1. Customer preference
2. Customer satisfaction
3. New trends in market
4. Demand
5. Customer delightment
6. Fulfillment of customers
7. Stages of product/services
8. Awareness services
Essential of marketing:
1.3 Challenges in practice in health care industry:
How are you preparing to stay profitable through and after health care
reform?
What are you doing to combat increasing global competition?
How are you staying competitive in your marketplace and attracting new
paying patients?
Changes in health care are going to force you to reevaluate the way you operate
your practice. Whether you operate a solo primary care practice, a cosmetic
surgery center, a small group clinic or private hospital, effective marketing
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strategies are essential to conquering the imminent challenges facing the business
of medicine.
Healthcare marketing enables your organization to

experience sustainable growth. In business they say, “Marketing is everything!”
So why is your medical practice any different, it is a business, right? A hospital’s
purpose is to help the sick become well; but doesn’t that hospital have to generate
a profit to continue to serve its purpose?
You see, healthcare marketing is not simply creating a fancy website, sending out
postcard flyers and running a yellow pages advertisement or television
commercial…that is healthcare advertising. Healthcare advertising is only ONE of
the many facets of healthcare marketing. Healthcare marketing is actually very
complex. Despite the general perception, healthcare marketing is not just selling
and promotion.
Focused on building sustainable and profitable healthcare

organizations, effective healthcare marketing strives to meet the needs and
wants of patients by strategically planning and executing processes based on the
analysis of your products, services, pricing, location, methods of promotion, and
more. Healthcare marketing also requires an in-depth understanding of your target
market (your ideal patients), and how to best communicate with them. All of these
factors make up “healthcare marketing,” and if you are not considering these
factors, your practice, clinic, or hospital is certainly suffering.
Looking at healthcare marketing from this perspective, you must ask

yourself, “How could I have gone so long without a healthcare marketing
strategy?” Well…you’ve struggled! But, you do not have to.
You can take action to change the course of your healthcare organization.
Today’s consumer has better access to information about competition, quality, and
cost than ever before. And now we have to face the challenges of healthcare
reform. Now, more than ever before, healthcare providers in ALL practice areas
are going to have to find ways to communicate their VALUE to their patients. You
MUST reach out to the patients you desire to treat, and build long-term doctor-
patient relationships using powerful healthcare marketing strategies. You must
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strategically plan the course of your healthcare organization if you want to
succeed.
Using customized, proven medical marketing strategies will secure your

likelihood of success in these changing times. With proper planning you can
achieve your goals, work less, increase your income, and provide superior medical
care to your patients…after all, isn’t that what being a doctor is all about?
The bottom line: Medical professionals need to engage in healthcare marketing to

build sustainable medical practices, clinics, and hospitals.
1.4 Marketing intelligence:
Marketing intelligence means why does which company marketing

executive collect the current information to change and develop the organization.
-Indirect method
-Formal
-Informal
-Condition method
Improve the marketing intelligence
1. Improve the sales man
2. Utilize the
Marketing intelligence marketing research
Market
Self:
 Actual customerss- able to buy the product

 potential customers- to shores interest to buy the product/service.
 Augmented customs- future Yamaha 1 ½ lacks.
Market information system :
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A marketing information system, MIS, consist of people, equipment, and
procedures to gather, sort, analysis, evaluate, and distribute needed, timely, and
accurate information to marketing decision makers. A market information system
is relies on internal company records, marketing intelligence activities, and
marketing research. we’ll discus the first two topics here, and third one in the next
chapter.
The company’s marketing information system should be a cross between what

managers think that need, what they really need, and what is economically
feasible. An internal MIS committee can interview a cross section of marketing
managers to discover information needs.
Market Research system:
We define market research as the systematically design, collection, analysis,

and reporting of data and findings relevant to a specific marketing situation facing
the company.
Companies normally budget marketing research at 1% to 2% of company

sales. A large percent of that is spent on the service of outside firms. Marketing
research firms fall into three categories:
1. Syndicated-service research firms--- these firms gather consumer and

trade information, which they sell for a fee. For example, the national
council for applied economic research (NCAER), ACNielsen—ORG—
MERGE, and IMRB international.
2. Custom market research firms—they design and carry out research studies for
various clients based on specific briefs.
3. Specialty—line marketing research, firms--- these firms provided specialized

research service such as developing the research brief (for this they may hire
academics and freelancers), collecting file data, and preparing data analysis and
reports for other firms.
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A company can hire the service of a marketing research firm or conduct
research in creative and affordable ways such as:
1. Engaging professors or students to design and conduct studies. many

large companies hire summer trainees from management intuitions for cost-
effective market research year after year. Awarding live project to MBA students
as part of their coursework is also a common practice.
2.Monitoring published information and actions systematically. This may

be done by examining news papers, web sites, industry reports, and by visiting
competitive outlets.
1.5 Marketing organization:
You must have the appropriate organization to effectively execute the four
Ps of the marketing mix. When a company is small, multiple functions are
often assigned to one person (i.e., PRO AND MARKETING, etc.). Later, as the
company grows there becomes too much work for one person and the company
must attain a team of specialist to manage the greater sophistication. At this point
the organization must either train existing staff or hire externally. As this
organization is expanded there is sometimes confusion regarding the structure and
rolls of the different functions.
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Following is a generic marketing organization that contains all the basic
responsibilities. As the company continues to grow, these areas plump .
Full time staff and hiring consultants:
Line and staff organization is a modification of line organization and it is

more complex than line organization. According to this administrative organization,
specialized and supportive activities are attached to the line of command by appointing
staff supervisors and staff specialists who are attached to the line authority. The power of
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command always remains with the line executives and staff supervisors guide, advice and
council the line executives. Personal Secretary to the Managing Director is a staff official.
MANAGING
DIRECTOR
↓ ↓ ↓
Production
Marketing Manager Finance Manager
Manager
↓ ↓ ↓
Plant
Market Supervisor Chief Assisstant
Supervisor
↓ ↓ ↓
Foreman Salesman Accountant

Features of Line and Staff Organization
There are two types of staff :
Staff Assistants- P.A. to Managing Director, Secretary to Marketing Manager.
Staff Supervisor- Operation Control Manager, Quality Controller, PRO
Line and Staff Organization is a compromise of line organization. It is more

complex than line concern.
Division of work and specialization takes place in line and staff organization.
The whole organization is divided into different functional areas to which staff
specialists are attached.
Efficiency can be achieved through the features of specialization.
There are two lines of authority which flow at one time in a concern
1. Line Authority
2. Staff Authority
Power of command remains with the line executive and staff serves only as
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counselors.
Merits of Line and Staff Organization:
Relief to line of executives- In a line and staff organization, the advice and
counseling which is provided to the line executives divides the work between the
two. The line executive can concentrate on the execution of plans and they get
relieved of dividing their attention to many areas.
Expert advice- The line and staff organization facilitates expert advice to the line
executive at the time of need. The planning and investigation which is related to
different matters can be done by the staff specialist and line officers can
concentrate on execution of plans.
Benefit of Specialization- Line and staff through division of whole concern into
two types of authority divides the enterprise into parts and functional areas. This
way every officer or official can concentrate in its own area.
Better co-ordination- Line and staff organization through specialization is

able to provide better decision making and concentration remains in few hands.
This feature helps in bringing coordination in work as every official is
concentrating in their own area.
Benefits of Research and Development- Through the advice of specialized

staff, the line executives, the line executives get time to execute plans by taking
productive decisions which are helpful for a concern. This gives a wide scope to
the line executive to bring innovations and go for research work in those areas.
This is possible due to the presence of staff specialists.
Training- Due to the presence of staff specialists and their expert advice
serves as ground for training to line officials. Line executives can give due
concentration to their decision making. This in itself is a training ground for them.
Balanced decisions- The factor of specialization which is achieved by line

staff helps in bringing coordination. This relationship automatically ends up the
line official to take better and balanced decision.
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Unity of action- Unity of action is a result of unified control. Control and its
effectivity take place when coordination is present in the concern. In the line and
staff authority all the officials have got independence to make decisions. This
serves as effective control in the whole enterprise.
Demerits of Line and Staff Organization
Lack of understanding- In a line and staff organization, there are two

authority flowing at one time. This results in the confusion between the two. As a
result, the workers are not able to understand as to who is their commanding
authority. Hence the problem of understanding can be a hurdle in effective
running.
Lack of sound advice- The line official get used to the expertise advice of the
staff. At times the staff specialist also provide wrong decisions which the line
executive have to consider. This can affect the efficient running of the enterprise.
Line and staff conflicts- Line and staff are two authorities which are flowing at the
same time. The factors of designations, status influence sentiments which are
related to their relation, can pose a distress on the minds of the employees. This
leads to minimizing of coordination which hampers a concern’s working.
Costly- In line and staff concern, the concerns have to maintain the high
remuneration of staff specialist. This proves to be costly for a concern with limited
finance.
Assumption of authority- The power of concern is with the line official but the
staff dislikes it as they are the one more in mental work.
Staff steals the show- In a line and staff concern, the higher returns are considered
to be a product of staff advice and counseling. The line officials feel dissatisfied
and a feeling of distress enters a concern. The satisfaction of line officials is very
important for effective results.
A majority of businesses will outsource more of their workers in 2013, but they
need to know how to identify the right mix of full-time and outsource staff,
according to arecent study by Randstad. As a marketing consultant, I believe
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the first step to answering the question about the right mix of outsource and full-
time marketing staff is to create a comprehensive marketing plan.
A comprehensive marketing plan that includes your marketing strategy and the
marketing tactics that will accomplish your business goals and objectives is like a
road map for a business. The scope of your marketing activity will depends upon
your budget (how much “gas” can you buy to fuel marketing?), the level of
competition you face in your market and the stage of the product or industry
lifecycle you are in (how fast do you want to drive marketing?) (Read more about
the product lifecycle stages and what they mean for marketing in my
previous blog post, How Much Should I Spend on My B2B Marketing?)
The marketing plan should include estimates of resources required to accomplish

each marketing activity. For specialized tasks, such as website and
marketing video development, you may outsource, unless the volume of work is
so great it warrants an employee. If you are following marketing best
practices and generating content that adds value for your clients and customers,
you probably need a resource with marketing writing skills. Project management
can be done by an employee or outsource resource, with regularly scheduled
marketing meetings and status reports.
Let us Sum Up
Modern healthcare services have improved at lot more than what they used to be
just a few years back. Patients today are well educated and very much aware
every new development in the field of medicine and to advanced technologies
and the internet.
Health care marketing is not just about money but also your reputation
and good will which cannot be built overnight there are a lot of intangible benefits
which a patients gets from a physician and use are what will actually help you
retain your patients. So you need an effective marketing plans which help patients
know the benefits of being associated with you. You will also be able to nurture
you relationship with your patients both existing are new.
Unit End Exercise
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1. Define marketing?
2. List out the Importance marketing to healthcare organization
3. Explain about the challenges in practicing marketing in health care

industry?
4. Describe the marketing intelligence, information and research system in

hospital
Point for Discussion
In such a scenario as a medical practitioner. It is important to market yourself

and your practice in such a way that your patients full positive about you only
then can ensure that current patient will keep visiting and also attract newer once.
This the reason why health care marketing is now days essential for all health
care professionals.
Need to identified the needs of your patients and the community in

general to chalk out a marketing plan with a vision about what you want to
achieve and what you want to accomplish those goals.
The modern educational patients are willing to go that extra mile if the
doctors is proven to the expect in his field. They search and gather enough
information and visit a physician only when they are convinced about his sales.
A good marketing plan will also assure tour patients that it is their well
being that your value the must true. They bring you the much needed revenue but
their health’s your priority and you have to make such that they are informed
about it.
UNIT:2
MARKET (individual and organization) ANALYSIS
2.Introduction
2.1 Market Measurement and Forecasting
2.1.1 Defining Market
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2.1.2 Measuring Current Market Demand
2.1.3 Forecasting Demand
2.2 Market Segmentation and Targeting
2.2.1 Steps in Segmentation and Targeting
2.2.2 Target Marketing
2.3 Consumer Analysis
2.3.1 Consumer Buying Process
2.3.2 Organization Buyer Behaviour
2.3.3 Consumer Adoption Process
2.7 Let us Sum Up
2.1 MARKET MEASUREMENT AND FORECASTING
Introduction
The total market demand for a product or service is the total volume that
would be bought by a defined consumer group in a defined geographic area in a
defined time period in a defined marketing environment under a defined level and
mix of industry marketing effort. Total market demand is not a fixed number, but a
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function of the stated conditions. For example, next year’s total market demand
for ice cream in Canada will depend on how much the makers of Seal test,
Haagen-Dazs, Parlor, President’s Choice, and other brands spend on marketing. It
will also depend on many environmental factors, ranging from the level of
consumer health concerns to the weather in key market areas. The demand for the
premium ice-cream brands will be affected by economic conditions.
FORECASTING FUTURE DEMAND
Forecasting
The art of estimating future demand by anticipating what Buyers are likely
to do under a given set of conditions
Forecasting is the art of estimating future demand by anticipating what

buyers are likely to do under a given set of future conditions. Very few products or
services lend themselves to easy forecasting. Those that do generally involve a
product with
steady sales, or sales growth, in a stable competitive situation. But most markets
do not have stable total and company demand, so good forecasting becomes a key
factor in company success. Poor forecasting can lead to overly large inventories,
costly price markdowns, or lost sales due to items being out of stock.
Companies commonly use a three-stage procedure to arrive at a sales

forecast. First they make an environmental forecast, followed by an industry
forecast, followed by a company sales forecast. The environmental forecast calls
for projecting inflation, unemployment, interest rates, consumer spending and
saving, business investment, government expenditures, net exports, and other
environmental events important to the company. The result is a forecast of gross
domestic product, which is used along with other indicators to forecast industry
sales. Then the company prepares its sales forecast by assuming that it will win a
certain share of industry sales. Companies use several specific techniques to
forecast their sales.
All forecasts are built on one of three information bases:
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What people say, what people do, or what people have done. The first basis—
what people say—involves surveying the opinions of buyers or those close to
them, such as salespeople or outside experts.
It includes three methods:
1. Surveys of buyer intentions,
2. Composites of sales-force opinions, and
3. Expert opinion.
Building a forecast on what people do involves putting the

product into a test market to assess buyer response. The final basis—what people
have done—involves analyzing records of past buying behavior or using time-
series
Analysis or statistical demand analysis.
2.1.1 Definition of marketing
Every organization faces the task of defining who is in market. Not everyone
is a potential customer; no everyone is in the market for open heart surgery,100
percent concurrent medical review services, osteopathic manipulation, or a shard
service program. Organizations must distinguish between customers and
noncustomers.
To define the market, the health care organization must carefully define the
market offer. We can talk about the market for a private psychiatric hospital, or for
its outpatients counseling services, or for its outpatients troubled teenager
program. Market defining and size would vary for each case. The more specially
we can define the product or service the more carefully we can determining the
market’s boundaries and size.
2.1.2 MEASURING CURRENT MARKET DEMAND
Total market demand for a product or service is the total volume that would be
bought by a defined consumer group in a defined geographic area in a defined
marketing environment under a defined market program.
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Market demand in specified period
Q1: market potential Assumes given
environment marketing environment
market forecast
Qo: market minimum
Expected expenditure
a. Market demand as function marketing expenditure (assumes particular

marketing environment)
Market
Potential Prosperity
prosperity
Recession
market potential recession
b.Organization’s market as function of marketing expenditure (two different

environments assumed)
The most important think to realize about market demand is that it is not a
fixed number, but a function of the specified conditions. One of these conditions,
for example is the marketing program(product features, price, promotional
expenditure level), and another is the state of the economy. The dependence of
total market demand on these conditions is illustrated in figure . The horizontal
axis shows different possible levels of marketing expenditure by the organization
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in a given period time. The vertical axis shows the resulting demand levels. The
curve represents the estimated levels of market demand associated with different
marketing expenditure levels of the organization. We see that some base
sales(called the market minimum) would take place without any demanded-
stimulating expenditures by the organization. positive marketing expenditures
would vied higher levels of demand, first at an increase rate and then a certain
levels would not stimulate much further demand, suggesting an upper limit to
market demand called the market potential.
2.1.2 Forecasting demand
Having looked ways to estimate current demand. We are now ready to

examine the problem of forecasting demand. Very few product or services lend
themselves to easy forecasting. The few cases generally involve the health
planning council for greater Boston released a study revealing that rates 22
common surgical procedures vary widely across the face to Massachusetts.
Overall surgery rates in Massachusetts differ from the community to another
almost by a factor of there, study found. Individual types of surgery are far more
available. Tonsillectomies, for example, are performed 15times more often in
some Massachusetts communities then in others.
Similar studies in Vermont, Rhode Island, Lowe, England and Scandinavia

have been remarkably consistent. They all demonstrate that there is very little
agreement among doctors about when to hospitalize and when to operate.
The disparities are by no means limited to surgery…. The residents of

Ellsworth, Maine, are hospitalizing for atherosclerosis (Harding of the arteries) 12
times more after then people living in Norway, Maine.
The newly appreciated desperate in hospital use “cannot be explained on

the basis of difference in the age or distribution of disease among populations,”
comments Dr. Philip caper of Harvard university.
Traditionally, health planners and policy analysts have had to rely on

hospital-based data. If a hospital’s occupancy rate is high, for instance, the
assumption has been made that this demonstrates a need for its services or even its
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expansion. By contrast, the above analysis often suggest that the doctors at the
hospitals are simply much more liberal in their “practices styles.”
2.2MARKET SEGEMENTATION AND TARGETING
The American occupational therapy association (AOTA) recognized that it

suffered an awareness problem: many people, including health care professionals,
had only a vague idea of what an occupational therapist does. Health professionals
were not referring patients to occupational therapist as often as they might.
Insurance companies and legislators also did not understand the role of
occupational therapist in restoring patients to the fullest recovery possible. As a
result, coverage for occupational therapy serviced was limited. And AOTA was
concerned that not enough high school students were turning to occupational
therapy as career.
To combat these problems, in early 1981 AOTA hired a top-notch public

relations firm. The firm was charged with increasing awareness of occupational
therapy and of AOTA. In late 1981, the firm sent a progress report to AOTA, firm
which following excerpt is taken.
The primary objectives of the public relations campaign is to high light the
many ways in which occupational therapy programs and service fill important
social and community needs and to elevate the reputation of the profession
through greater public.
Accordingly, the program that has been developed and implemented during
1981 has focused on developing exposed on occupational therapy in the mass
media. We have concentrated on reaching the largest number of people, working
with a wide range of media including national magazines, publications reaching
specialty audiences and major daily newspaper. We have also worked with
broadcast media, including local and national radio and television talk programs…
we structured this campaign with the aim of producing at least 57 articles or
broadcast in order to meet the suggested goals. We are pleased that we were able
to expect these goals.
The progress report went on to list published and pending articles on

occupational therapy from large number of publications, including:
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1. U.s News & world report
2. Grit
3. Women’s day
4. Popular science
5. Baby talk
6. Ebony
7. Technology magazine
8. Senior world
9. Mechanics illustrated
AOTA management was pleased to find the goals for number of articles, it
began to questions whether their strategy to address the awareness problem need
to be more sophisticated. The magazines in which articles had been pleased
address a wide variety of audience, such as women, blacks, parents of babies, the
orderly, mechanics, and people interested in technology, science, or current news
report. Yet the people whose attention AOTA really needed to attract were
physicians, other health professions and management, health insurance
companies, legislators, high school guidance counselors, and their students.
Subsequent discussions led AOTA to recognize the need to segment the

market. Given organization’s limited resources. AOTA management recognized it
could not educate everyone about occupational therapy. Therefore, it wisely chose
to target further awareness- raising efforts towards those groups who could
directly affect the acceptance, or employment of occupational therapists.
2.2.1.STEPS IN SEGMENTATION AND TARGETING
We will use the example of an industrial medical clinic trying to identifying

appropriate business to which to sell its industrial health program. Here are some
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of the major ways to segment organizations. As applied to business purchasing
industrial health care:
1. By organization size: business can be divided into large, medium, and

small. The industrial medical clinic could decide that its best chance lie
with medium-size business.
2. By geographical location: business can be divided as to whether they are

in the same city as the clinic. In the same state, or far away. The industrial
medical clinic might decide to focus on local business because they are
more accessible and therefore easier to serve.
3. By interest profile: business have different interest profile. The clinic

could identify those business that have demonstrated some interest in
employee health care.
4. By resource levels: business differ in the amount of resource they have and
are willing to devote to particular programs. The clinic would to approach
only business with sufficient income to purchase industrial health services.
5. By buying criteria: business differ in the qualities they look for in

personnel and benefits decisions. Some business emphasize programs that
are attractive to their unions. Others stress lowered absenteeism or lower
compensation premiums. The clinic should focus on these businesses
whose buying criteria match the clinic’s strengths.
6. By buying process: business differ in how much documentation and make

decisions quickly.
Requirements for effective segmentation:
There are many ways to segmentation a market, and not all segmentations are
meaningful from a marketing point of view. To be maximally useful, market
segments should exhibit the following characteristics:
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1. Measurability: this is the degree to which the size, purchasing power, and
profit of the resulting segment can be easily measure- for example, the
number of whit upper-income teenage female drug addicts, since this
segment is engaged in secretive and hidden behavior.
2. Accessibility: this is the degree to which segments can be reached and

served efficiently. It would be hard for a drug treatment center to develop
efficient media to locate and communicate with white female drug addicts.
3. Substantiality: this is the degree to which the segments are large enough
to be worth purchasing. The drug treatment center is likely to decide that
white, affluent female drug addicts are too be worth the development of a
special marketing problem.
2.2.2.TARGETING MARKETING
Marketing segmentation reveals the market segment opportunities facing the

organization. At this point, the organization has to decide among three broad
selection strategies.
1. Undifferentiated marketing: the organization can decide to go after the

whole market with one offer and market mix, to attract as many consumers
as possible(this is another name for mass marketing)
2. Differentiated marketing: the organization can decide to go after several

market segments, and develop an effective offer and marketing mix for
each.
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Effective segmentation of criteria:
Not all segmentation schemes are use full. Similarly, not all
types of segmentation are useful. It is important to recognize that a marketer needs
to use relevant variables to segment a market. for example, segmenting a market
based on the age of a person is not relevant for a product like salt. However, life
style and usage habits may be more relevant for segment market for salt. Some
consumers may look for the “free flowing” property of salt. Others may prefer
table salt fortified with undine. Some people who suffer from high blood pressure
may prefer “health” salt that contains a lesser quantity of sodium chloride.
To be useful, market segments must rate favorably on five key criteria:
1. Measurable: the size, purchasing power, and characteristics of the

segments can be measured.
2. Substantial: the segments are large and profitable enough to serve. A

segment should be the largest the possible homogeneous group worth
going after with tailored marketing program. It would not pay, for
example, for an automobile manufactures to develop cars for people
who are less then four feet tall.
3. Accessible: the segments can be effectively reached and served.
4. Differentiable: the segments are conceptually distinguishable and

respond differently to different marketing-mix elements and
programs. If married and unmarried women respond similarly to a
sale on perfume, they do not constitute separate segments.
5. Effective programs can be formulated for attracting and serving the

segments.
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2.3 CONSUMER ANALYSIS:
2.3.1 Consumer buying process
The starting point for understanding consumer behavior is the stimulus-

response model shown in figure6.1 marketing and environmental stimuli enter the
consumers consciousness, and a set of psychological process combine with certain
consumer characteristic to result in decision process and purchase decisions. The
marketer’s task is to understand what happens in the consumers consciousness
between the arrival of the out side marketing stimulate and the ultimate purchase
decisions. Four key psychological process-motivation, perception, learning, and
memory-
Food and beverages of which 7,379
1. Cereals, pulse 1,301
2. Sugar and gas 429
3. Oils and oils seeds 441
4. Fruits, vegetables, and tubers 1662
5. Milk and products 1230
6. Beverages, pan, tobacco 675
Clothing and footwear 943
Rent, fuel, and power 2206
Trans port and communication 3581
Others 4609
Total 18718
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fundamentally influence consumer responses.
2.3.2 Organization buyer behavior
Consumer behavior is the study of how individuals, groups, and

organization select, buy, use, and dispose of goods, services, ideas, or experience
to satisfy their needs and wants. Marketers must fully understand both the theory
and reality of consumer behavior.
A consumer’s buying behavior is influenced by cultural, social, and personal

factors. Cultural factors exert the broadest and deepest influence.
2.3.3 CONSUMER ADAPTION PROCESS:
The consumer- adaption process focuses on the mental process focuses on the
mental process through which an individual passes from first hearing about an
innovation to final adaption. Adopters of new products have been observed to
move through five stages:
1. Awareness- the consumer becomes aware of the innovation but lacks

information about it.
2. Interest – the consumer is stimulated to seek information about the

innovation.
3. Evaluation – the consumer considers whether to try the innovation.
4. Trial- the consumers tries the innovation to improve his or her estimate of its
value.
5. Adoption – the consumer decides to make full and regular use of the
innovation. The new-product marketer should facilitates movement through
the movement these stage. A portable electric dishwasher manufacture might
discover that many consumer are struck in the interest stage.
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Questions:
1. Define marketing?
2. Measuring the current market and forecasting demand with diagram?
3. Explain the market segmentation and targeting?
4. List out the steps of market segmentation and targeting?
5. Describe the consumer analysis?
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UNIT:3
MARKETING MIX DECISIONS
3. Introduction:
3.1 Product (Service) Decisions
3.1.1 Nature and Characteristics of Services
3.1.2 Marketing Approaches to New Services Development
3.1.3 Service Mix Decision
3.1.4 Service Item Decision
3.1.5 Service Life Cycle Decision
3.1.6 Demand Generation
3.2 Pricing Decisions
3.2.1 Pricing Objectives in Healthcare
3.2.2 Pricing Strategy
3.2.3 Present and Future Situation
3.3 Place Decisions
3.3.1 Major Distribution Decisions
3.3.2 Strengthening Referral Systems
3.4 Promotion Decisions
3.4.1 Sales Force in Healthcare Organizations
3.4.2 Advertising in Healthcare Industry
3.4.3 Sales Promotion Practices in Healthcare Organizations
3.4.4 Publicity Practices
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3.5 Marketing Strategies
3.5.1 Service Portfolio Strategy
3.5.2 Market Expansion Strategy
3.5.3 Target Market Strategy
3.5.4 Price Quality Strategy
3.5.5 Competitive Positioning Strategy
3.5.6 Marketing Mix Strategy
3.7 Let us Sum Up
Marketing mix (price, pace, promotion, product)
Definition:
Product mix is the set of all product lines and items that a particular
organization makes a available to consumers. Product line is a group of product
with in a product mix that are close related, either because they function in a
similar manner, are made available to the same consumers are the marketed
through the same channel. Product items is a distinct unit within a product line
that is distinguish by its purpose, its target market its price, or some other
attribute.
When marketing their products firms need to create to successful mix of:
1. The right product.
2. Sold at the right price.
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3. In the place.
4. Using the most suitable promotion.
To create the right marketing mix, business have to meet the following
conditions:
1. The product has to have the right features- for example, it must look good
and work well.
2. The price must be right. Consumer will need to buy in large number of
produce a healthy profit.
3. The good must be in the right place at the time. Making sure that the good
arrived when and where they are wanted is an important operation.
4. The target group needs to be made aware of the existence the availability of
the product through promotion. Successful promotion helps to spread costs a
larger output.
3.1 Product (service) decisions
Most health care organization are multiproduct or multiservice firm here

are some examples:
The consultation and guidance center, inc, in silver springs, Maryland, offers
individual therapy, group therapy, family therapy, marriage counseling, and
psychological testing.
Teaching hospitals have three product lines; each with many specified
products. They are 1.teaching, 2.Research, 3.Patient care, often, teaching
hospitals are accused of ordering the product lines n important as listed.
The hospitals/home health care agency of Torrance, California of a wide

product line including skilled nursing care, physical therapy, speech therapy,
occupational therapy, medical social service, home health aide and home making
service, hospice services, and the rental of durable medical equipment.
Definition:
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Product is the set of all product lines and items that a particular
attribute.
3.1.1 Nature and characteristic of service:
In considering the product mix, we should Recognized that the various

product will be differ in their relatives contribution to the organization. Some
constitute the core products of that institution and other are ancillary product. That
impatient services are the core product of the hospital and health promotion is an
ancillary product (although this traditional focus on inpatient service in the
process of changing many hospitals).
Furthermore, certain services will play a major role in attraction patients: they
are called product leaders or flagship product. Most patients, for example, will use
the emergency department at one point to another. The emergency service is often
viewed as the selling arm of the hospitals and may be viewed as a product leader.
Some organization also have crown jewels in their product mix which they
promote aggressively as a symbol. Many hospitals promote their most sophist its
service symbolize a general level of sophistication through the hospitals.
3.1.2 Marketing approaches to new service development
How can aid agencies begin to ‘take’ market development thinking and
practice into their efforts to enhance financial services for poor people? Drawing
from wider experience, here are five basic starting points to consider.
1. Why change? It is important to recognize that there is ‘a problem’:
The impetus for change must come from acknowledgement that we’re not
being as successful as we should be. Mayday's recent blog post makes the case for
change eloquently. We have to be open to the limitations of funding
conventional technical support in stimulating wide change. Admission of
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weakness, let alone failure, is difficult in the development world – all the
incentives are to do the opposite - but it is a precursor to meaningful change.
2. We’re not so different and need to learn from other fields:
The centrality of money management in people’s livelihoods makes financial

services connected to diverse development sectors. And the differences are in
degree not kind. The market system - like land, labor, services and commodities –
has to be viewed as a whole. The claim that we (financial inclusion) are different –
the illusory comfort of exceptionalism – doesn’t stand up. And neither is financial
access immune from the failings of the development experience in other fields.
3. Meet ‘the doughnut’ - giving meaning to financial market systems:
What do we mean by ‘financial market system’ and ‘systemic change’?

Figure 1 tries to help. The core of the market is transactions between demand and
supply-sides – we want more, better, more beneficial transactions. What happens
in the core is dependent on the rules (formal laws and regulations and informal
norms/values) and supporting functions (related to, for example, information,
resources and coordination) impinging on it. Functions are delivered and paid for
by different players – public, private and not-for-profit.
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Beyond a neat visual representation –yes, predictably known as ‘the doughnut’ –
how is this useful? First, it simplifies a complex reality – the multi-function,
multi-player nature of market systems (the term ecosystem has also been used in
recent discussions). Second, it reveals the interconnectedness of the system –
effective change requires that underlying causes are addressed; if we want
improvement in the core we should look at the constraints in relation to supporting
functions and rules. Third, it provides us with a tool both for analysis and to guide
intervention.
4. Donors should support facilitators not providers. We need to clarify

our strategic role. Figure 1 also sets out the major strategic role of agencies - to
facilitate the development of more functional, sustainable financial
market systems. Taking development rhetoric at its word (now there’s a thought!)
the role is not to be a permanent subsidized presence in market systems but rather
to be an external catalyst for change – addressing the constraints that prevent
markets from working effectively. And there are many reasons why they don’t –
especially for the poor - and why they don’t evolve themselves, Darwinian style,
to a more advanced level. On the contrary, without active facilitation, constraints
related to say information, incentives and capacity, are likely to persist and
markets remain stuck in pathways of underperformance.
More inclusive market development is unlikely to just happen by itself. Nor will it
happen without developing a strategic vision of how financial systems should
work more effectively in the future. And while there doubtless can be exceptions
for some roles and in some situations, essentially this should be a view of the
future without aid agencies.
5. Active intervention - acting to effect change. Understanding the role of

agencies sets the strategic direction for engagement. Within this, the specific focus
of interventions should be shaped by analysis of constraints of ‘what’s wrong’
with the market – market development is an analysis-led approach. It doesn’t seek
to change the world through the volume of lucre on offer – but through its ability
to address underlying causes.
3.1.3 SERVICE MIX DECISION:
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A service is anything that can be offered to satisfy a want or need. Products that
are marketed include the hospital service also.
The marketers need to think through 5 levels of the services.
Potential
Augmented
Expected
Basic
core
Service mix in health care organization:
We found four main types of hospitals services such as medical service,

medical training, medical education and medical research. In the group of medical
services we found one service considered to be the core service of the hospitals. In
addition we find supportive service helping core service such a central sterile
supply, laboratory, radiology, nursing, diet laundry. Besides we also find auxiliary
service such as registration, indoor case records, store and issue, transport,
mortuary, engineering.
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Medical service:
1. Line service
2. Supportive service
1. Laboratory
2. Radiology
3. Nursing
4. Food and beverages
3. Medical education
4. Medical training
5. Medical research.
3.1.4 SERVICE ITEM DECISION;
Creating service items
You use the Service Items application to create a service item record. A
service item record identifies the item, lets you associate information with an item,
and view or manage a list of vendor companies that supply service items.
Procedure
1. In the Service Items application, click the New Service Item icon.
2. Enter information in the Service Item field, Description field, Commodity

Group field, and Commodity Code field.
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3. Optional: If the service item is not taxable, select the Tax Exempt check
box. The buyer for your organization determines the tax-exempt status of
service items.
4. Optional: In the Receipt Tolerance % field, specify the percentage of

service items that can be received over the amount ordered in the initial
agreement. The percentage value is applied to the organization level and to
the vendor level.
5. Optional: If you want to prorate the cost of the service item on purchase
requisitions, purchase orders, and invoice lines, select the Prorate check
box. You can add costs only to items that are issued on receipt.
6. Optional: If you want to require an inspection of the service item, select

the Inspection Required check box.
7. In the Vendor field, select a value.
8. Optional: Complete additional fields.
9. Save your changes.
3.1.5 SERVICE LIFE CYCLE DECISIONS
It is not possible for a product’s characteristics and marketing approach to

remain optimal for all time. Broad change in the macro environment (population,
economy, polities, technology, and culture), as well as specific changes in the
market environment(buyers, competitors, dealers, suppliers ) will call for major
adjustment at key points in the products history. The nature of the appropriate
adjustment can be conveyed through the concept of the product life cycle.
Product life cycle theory views products and services as having something like a
biological life cycle. Product and services are viewed as being born, growing,
living, and ultimately dying. One has to think clinical practices that have run the
full course of the product life cycle.
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1. Introduction a period of slow sales growth as the product is
introduced in the market.
2. Growth: a period of rapid market acceptance.
3. Maturity: a period of slowdown in sales growth because the

product has achieved acceptance by most of the potential
buyers.
4. Decline: the period when sales show a strong downward drift.
TYPICAL S-SHAPED PRODUCT LIFE CYCLE
SALES
Introduction growth maturity decline
TIME
3.1.6 DEMAND GENERATION
Demands are wants for specific products backed by an ability to pay. Many
people want a Mercedes: only a few are willing able to buy one. Companies must
measure not only how many people want their product, but also how many would
actually be willingly and able to buy it.
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These distinctions shed light on the frequent criticism that “marketers create
needs” or “marketers get people to buy thinks they don’t want”. Marketers create
needs: needs preexist. Marketers, along with other social factors, influence wants.
Marketers might promote the idea that a Mercedes would satisfy a person’s need
for social status. They do not, however, create the need for social status.
Understanding customers needs and wants is not always simple. Some

customers have needs of which they are not fully conscious, or they cannot
articulate these needs, or they use words that required needs some interpretation.
What does it mean when the consumers asks for a “powerful” lawnmower, a
“fast” lathe, an “attractive” bathing suit, or a “restful” hotel? The marketer must
probe further. We can distinguish among five types of needs.
1. Stated needs (the customers wants an inexpensive car.)
2. Real needs (the customer wants a car whose operating cost, not its initial
price, is low )
3. Unstated needs (the consumer expects good service from the dealer)
4. Delight needs (the customers would like the dealer to include an onboard
navigation system)
5. Secret needs (the customers wants friends to see him as a savvy

consumers)
3.2 PRICING DECISIONS:
Pricing is the one of the health care service marketing mix that
produce revenue, the other elements produce costs. Prices are the easiest
marketing-mix elements to marketing to adjust; product service, channels, and
even promotion take more time for adjustment. Price also communicates to the
market the company’s indented value positioning of its service or brand.
Price is not just a number on a tag or an item, it goes by many names: price
is all around us. You pay rent for your apartment, tuition for your education, and
fee to your physician, the airline, rail way, taxi, bus companies charge you a fare.
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3.2.1 PRICING OBJECTIVES IN HEALTH CARE:
A health care organization first decides where it wants to position its marketing
offering. The clearer the health care organization mission is the easier it is to set
price.
A health care organization can pursue any of five major objectives through
pricing.
1. Survival
2. Maximum current profit
3. Maximum market share
4. Maximum market skimming
5. Product quality leadership.
Health care organization pursue survival as then major objectives if

they are plagued over capacity and intense competition.
As long as price include variable costs and some fixed costs, the health
care organization stays operative.
Many health care organization try to set a price that will maximize
current revenue. They estimate demand and costs associated with alternative
prices and choose the price that produce maximum current profit, cash flow, are
rate of return on investment. This strategy assumes that the health care
organization has knowledge of its demand and costs functions, practically it is
very difficult to estimate.
Some health care organization believes that a higher operation value will had
lower unit cost and higher long run profit. They set the lowest price in the market.
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Some health care organization unveiling a new technology that favors
setting high prices for their health care service. This pricing is called market
skimming.
Some health care organization might aim to be the product- quality leader
in the market. E.g. should hospital specializing in repairing hernia. This health
care organization charges more due to the innovation methods it has adopted to
cure hernia.
3.2.2 Pricing strategy:
After the organization has defined its pricing objectives, it can consider the
appropriate pricing strategy tend to be cost oriented, demand – oriented, or
competition –orientation. In the reimbursed health care market, an additional
pricing strategy is maximum reimbursement- oriented.
Cost – oriented:
Cost oriented pricing is also used in setting where reimbursement is not an

issue. The American red cross charges the pricing for its pricing covers the
“irreducible cost of requiring, processing, collecting and distribution the blood of
hospitals.”
The break even volume= fixed cost
Price – variable cost
Using the numbers in the previous example, we get:
$30000
Break even point= = 3000
$30-$20
On the other hand, if the agency director through of charging $ 25 per

employee, equation 13-6 indicates that he would have to attract 6000 employee to
break even.
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Hearing
test fee
20
15
10
0 1000 2000 3000 4000
Estimated number of employees screened
Estimated demand curve for a mobile hearing test van.
Demand – oriented:
Demand orientation pricing looks at the condition of demand rather than

the level of costs to set the price. Demand oriented sellers estimated how much
value buyers see in the market offer and pricing accordingly. Thus a nursing home
might charge $50 a day for a single room and $35 a day for a double room. The
premise is that price should reflect the perceived value in the buyer’s head.
Competition – oriented:
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When a health care organization sets its price chiefly basis of what
competitors are charging, its pricing policy can be described as competition –
orientation. It may be choose to charge 1.The same as the competition.2.a higher
price, or 3.a lower price.
The most popular type of competition-orientation pricing is that under which an

organization tries to keep its price at the average level charged by the
competitions. Called going rate or imitative pricing.
Maximum- reimbursement- oriented pricing
Many health care organizations charge the maximum allowed by

reimbursement agencies. This may be viewed as a perverted from of demanded
pricing, or “charging what the market will bear.” It is only human nature that a
provider will seek to charge as must as other organization providing the same
service. This strategy is described in an accept from an article on health care costs.
3.2.3 Present and future situation:
“Any act or performance that one party can offer to another that is essential
intangible and does not result in the owner ship of anything. Its production may or
may not be tied to a physical product”.
1. Intangibility
2. Inseparability
3. Variability
4. And perish ability.
3.3 Place decisions
3.3.1. Major distribution decisions:
1. Part 5: Distribution Decisions Marketing Channels and Supply

Chain Management Direct Marketing and Marketing Resellers: Retailers and
Wholesalers
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2. Chapter 13 Marketing Channels and Supply Chain Management
3. Chapter Objectives Describe the types of marketing channels and roles

they play in marketing strategy. Outline the major channel strategy decisions.
Describe the concepts of channel management, conflict, and cooperation. Identify
and describe the different vertical marketing systems. Explain the roles of logistics
and supply-chain management in an overall distribution strategy. Identify the
major components of a physical distribution system. Compare the major modes of
transportation. Discuss how transportation intermediaries and combined
transportation modes can improve physical distribution. Identify and briefly
describe the different types of warehousing.
4. The Role of Marketing Channels in Marketing Strategy Channels

provide the means by which the firm moves the goods and services it produces to
ultimate users Facilitate the exchange process by cutting the number of contacts
necessary Adjust for discrepancies in the market’s assortment of goods and
services via sorting Standardize exchange transactions Facilitate searches by both
buyers and sellers
5. Types of Marketing Channels Marketing channel : system of marketing

institutions that promotes the physical flow of goods and services, along with
ownership title, from producers to consumer or business user; also called a
distribution channel Marketing intermediary : wholesaler or retailer that operates
between producers and consumers or business users; also called a middleman
Wholesaler : marketing intermediary that takes title to goods and then distributes
these goods further; also called a jobber or distributor
6. Types of Marketing Channels Consumer Goods
7. Types of Marketing Channels Business Goods Services
8. Direct Selling Direct channel : marketing channel that moves goods

directly from a producer to ultimate user Direct selling : strategy designed to
establish direct sales contract between producer and final user
9. Channels Using Marketing Intermediaries Producer to wholesaler to

retailer to consumer Producer to wholesaler to business user Producer to agent to
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wholesaler to retailer to consumer Producer to agent to wholesaler to business user
Producer to agent to business user
10. Dual Distribution : Network that moves products to a firm’s target

market through more than one marketing channel Reverse Channels : Channels
designed to return goods to their producers
11. Channel Strategy Decisions Selection of a Marketing Channel Factors

which impact the selection of a marketing channel include: Market factors Product
factors Organizational factors Competitive factors
12. Factors influencing Marketing Channel Strategies Inexpensive

Expensive Standardized Complex Durable Perishable Product factors Small orders
Large orders Little technical knowledge and regular servicing not required
Extensive technical knowledge and regular servicing required Geographically
diverse Geographically concentrated Consumers Business users Market factors
Characteristics of Long Channels Characteristics of Short Channels
13. Manufacturer feels dissatisfied with marketing intermediaries’

performance in promoting products Manufacturing feels satisfied with marketing
intermediaries’ performance in promoting products Competitive factors Channel
control not important Limited product line Channel control important Broad
product line Manufacturer lacks adequate resources to perform channel functions
Manufacturer has adequate resources to perform channel functions Producer
factors Characteristics of Long Channels Characteristics of Short Channels
14. Determining Distribution Intensity Distribution intensity: number of

intermediaries through which a manufacturer distributes its goods
15. Intensive distribution : channel policy in which a manufacturer of a

convenience product attempts to saturate the market Selective distribution :
channel policy in which a firm chooses only a limited number of retailers to
handle its product line Exclusive distribution : channel policy in which a firm
grants exclusive rights to a single wholesaler or retailer to sell its products in a
particular geographic area
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16. Legal problems of exclusive distribution Exclusive-dealing
agreement : arrangement between manufacturer and e-marketing intermediary that
prohibits the intermediary from handling competing product lines Closed sales
territories : exclusive geographic selling region of a distributor Tying agreement :
Arrangement that requires a marketing intermediary to carry items other than
those they want to sell
17. Who Should Perform Channel Functions? Fundamental principle that

governs channel decisions Channel members can shift responsibilities for the
performance of certain marketing functions, but they cannot eliminate central
functions
18. Channel Management and Leadership Channel Captain : a dominant

and controlling member of a marketing channel Conflict Horizontal Conflict Most
often, horizontal conflict causes sparks between different types of marketing
intermediaries that handle similar products Sometimes results from disagreements
among channel members at the same level
19. Vertical Conflict Channel members at different levels find many

reasons for disputes Example: when retailers develop private brands to compete
with producers’ brands or when producers establish their own retail outlets or
WWW Sites The Gray Market Grey Good : product made abroad under license
from a U.S. firm and then sold in the U.S. market in competition with that firm’s
own domestic output Viewed by producers as undesired competition
20. Achieving Channel Cooperation Channel Cooperation, achieved via

effective cooperation among channel members, is the desired antidote to channel
conflict It is Best achieved when all channel members regard themselves as
components of the same organization
21. Vertical Marketing Systems Vertical marketing system (VMS): planned

channel system designed to improve distribution efficiency and cost effectiveness
by integrating various functions throughout the distribution chain Forward
integration Backward integration
22. Administered marketing system : VMS that achieves channel

coordination when a dominant channel member exercises its power Corporate
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marketing system : a VMS in which a single owner operates at each stage in its
marketing channel
23. Contractual marketing system : VMS that coordinates channel

activities through formal agreements among channel members like: Wholesaler-
Sponsored Voluntary Chains Retail Cooperatives Franchises
24. Logistics and Supply Chain Management Supply (value) chain :

sequence of suppliers that contributes to the creation and delivery of a good or
service Upstream management Downstream management
25. Figure 13.6 The Supply Chain of a Manufacturing Company
26. Radio Frequency Identification (RFID) Technology that uses a tiny

chip with identification information that can be read by a scanner using radio
waves from a distance Enterprise Resource Planning Software system that
consolidates data among a firm’s units Logistical Cost Control Third party
(contract) logistics firm: company that specializes in handling logistics activities
for other firms
27. Physical Distribution A company’s physical distribution system

contains the following elements: Customer Service Transportation Inventory
Control Protective packaging and materials handling Order Processing
Warehousing
28. Allocation of Physical Distribution Expenditures
29. The Problem of Sub optimization Condition that results when

individual operations achieve their objectives but interfere with progress toward
broader organizational goals Customer Service Standards Statement of goals and
acceptable performance for the quality of service that a firm expects to deliver to
its customers
30. Transportation Class Rate Commodity Rate Classes of Carriers

Common carriers move freight via all modes of transportation for the general
public Contract carriers do not serve the general public Private carriers do not
offer services for hire, but provide transportation services solely for internally
generated freight
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31. Major Modes of Transportation Railroads Motor Carriers Water
Carriers Pipelines Air Freight Forwarders and Supplemental Carriers Intermodal
Coordination
32. Comparison of Transport Modes Very high Low Average High Very
fast Air Low Very low Very limited High Slow Pipeline High Average Very
extensive High Fast Truck Very low Very high Limited Very low Average Very
slow Water Average High Low Average Rail Cost Flexibility in Handling
Availability in Different Locations Frequency of Shipments Depend- ability in
Meeting Schedules Speed Mode
33. Warehousing Storage warehouse Distribution warehouse Automated

Warehouse Technology Distribution costs can be cut and customer service
improved by automating warehouse systems
34. Warehouse Locations Major logistics decision involving the number

and location(s) of storage facilities Two cost categories influence the choice:
Warehousing and materials-handling costs Delivery costs from warehouse to
customers
35. Inventory Control Systems Important since firms need to maintain

enough inventory to meet customer demand without incurring unneeded costs for
carrying excess inventory Just-in-time (JIT) production Vendor-managed
inventory (VMI) Order Processing Stock out : order for a product that is
unavailable for shipment or sale
36. Protective Packaging and Materials Handling Materials Handling : set

of activities that move production inputs and other goods within plants,
warehouses, and transportation terminals Unitizing : process of combining
individual materials into large loads for easy handling Containerization :
3.3.2. Strengthening referral system:
Uganda's strategic response to HIV&AIDS has led to a decline in

HIV/AIDS-related mortality rates; however, HIV/AIDS and TB services are
underutilized. Weak and ineffective linkages continue among health centers (HCs)
and community programs. In response, JSI Research & Training Institute, Inc.
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(JSI) and World Education, Inc. (WEI)/ Batswana partnered with Ministry of
Health (MOH) to implement the Strengthening TB and HIV&AIDS Responses in
East/Central Uganda (STAR-EC) program in nine districts to implement a simple
networking and referrals model that brings together key stakeholders needed to
increase access and HIV service utilization.
Methods: Through STAR-EC, WEI/Bantwana supports 11 civil society

organization(CSOs), 91 health centers (HCs), 700 village health teams (VHTs),
548 community support agents (CSAs), and 9 PLHIV networks to strengthen
referral systems. STAR-EC identified and trained referral agents (VHTs, CSA,
CSOs) and health workers in supported HCs on linkages. It also strengthened
networks through: service mapping; referral agents follow-up visits to
ascertain service delivery/completed referrals; performance reviews; stakeholder
sharing; and strengthening district PLHIV networks to advocate and lobby for
quality PLHIV services.
3.4 PROMOTION DECISIONS:
Promotion means attempt to influence. More specifically promotion is the

elements of organizations marketing mix that serves to inform, persuade, and
remind the market of a service and the health care organization selling it.
Promotion is also called communications mix. The nature of promotion and
communication mix for the service can be studied under the following heads.
1. Advertisement
2. Public relation
3. Sales promotion
4. Personal selling.
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3.4.1. SALES FORCE IN HEALTH CARE ORGANIZATION
It embarrasses those marketing activities other then advertisement,

publicity, and personal selling that induce consumer purchasing and dealer
effectiveness. Sales promotion aims at complementing other means of promotion.
In the hospital/health care organization the sales promotion is quite

insignificant but offering gifts or other incentives to both the service provides and
receiver (state holders). If we make strong advocacy in favor of professional and
personnel commitment, it is judicious that we also talk about the incentives to be
offered to them for their positive contribution to the development of organizations
and sub serving the interest of users.
3.4.2. ADVERTISING IN HEALTH CARE INDUSTRY:
Any paid from of non-personal presentation and promotion of ideas, good,

and service by an identified sponsor. Advertising is a managerial process of
informing and sensing the patients. While advertising, it is pertinent that we assign
due weight age to creativity, campaigns, slogan in true with the perspective target
markets. While advertising the hospitals manages bears the responsibility of
selecting the most effective media. In the context of health care service we need to
take the supportive of print and telecast media and to take a fair mix of the two.
We should prefer the telecast media because it bears the potentials sensitive even
the incentive rural and illiterate segment of the society. With the help of audio
visual exposure, the health care organization and TV channels, private or
government can be successful in creating mass awareness.
3.4.3 Sales promotion practices in health care organization:
Health Decision org is a site that provides data analysis and decision support
for health care providers and their patients as they assess and manage the risk of
cardiovascular events.
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For many clinicians in the United States and elsewhere, assessing and
managing cardiovascular risk is a multistep process. It begins with
recommendations within clinical guidelines that teach physicians to recognize
high-risk conditions, count traditional risk factors, calculate levels of absolute
risk, assign cholesterol goals and make therapeutic decisions with their patients.
This site strives to streamline this clinical process in a way to that retains the
complexity of the calculations and decisions, yet produces an individualized set of
results and recommendations.
3.4.4 Publicity practices:
Advertising is a managerial process of informing and sensing the

patients. While advertising, it is pertinent that we assign due weight age to
creativity, campaigns, slogan in true with the perspective target markets. While
advertising the hospitals manages bears the responsibility of selecting the most
effective media. In the context of health care service we need to take the
supportive of print and telecast media and to take a fair mix of the two. We should
prefer the telecast media because it bears the potentials sensitive even the
incentive rural and illiterate segment of the society. With the help of audio visual
exposure, the health care organization and TV channels, private or government
can be successful in creating mass awareness.
3.5 Marketing strategy:
Marketing involves satisfying customers’ needs and wants. The task of any
business is to deliver customer value at a profit being socially responsible. In a
hypercompetitive economy with increasingly rational buyers faced with abundant
choices, a company can win only by fine-tuning the value delivery process and
choosing, providing, and communicating superior value.
3.5.1 Service portfolio strategy:
Service marketing is increased in impotence over the last decade with the
advent of competition. Ten years ago competitions was relatively less important to
firms in service business. However, competitors, has escalated at an alarming rate
in most service sectors.
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Service are frequently asked the following question. Is the marketing o
f service, and consumer or industrial products, similar or different? We
always give the same reply yes and no. this reply, rather then buying evasive is
meant to highlight the following:
1. At a higher level the theory of marketing is relevant to all exchange

relationship. The same principles and concern apply.
2. At a industry sector and operational levels the characteristics of service

may dictate the need to place more emphasis on some marketing
element and/or apply other marketing elements in a different way.
3.5.2. Market expansion strategy:
Successful marketing thus requires companies to have capacity such

as understanding customer value, creating customer value, capturing customer
value, and sustaining customer value. Only a select group of companies stand out
as master market. These include Procter & gamble, southwest airlines, Nike, Wall-
mart, Barnes and noble from the US: IKEA, Club med, Nokia, virgin from
Europe; and Sony, Toyota, Samsung, LG, infuses, Tata steel, and the Dolman
group from Asia.
3.5.3.Target market strategy:
Marketing segmentation reveals the market segment opportunities facing

the organization. At this point, the organization has to decide among three broad
selection strategies.
1. Undifferentiated marketing:
The organization can decide to go after the whole market with one offer
and market mix, to attract as many consumers as possible(this is another name for
mass marketing)
2. Differentiated marketing:
The organization can decide to go after several market segments, and

develop an effective offer and marketing mix for each.
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3.5.4. Price quality strategy: After the organization has defined its
pricing objectives, it can consider the appropriate pricing strategy
tend to be cost oriented, demand – oriented, or competition –
orientation. In the reimbursed health care market, an additional
pricing strategy is maximum reimbursement- oriented.
Cost – oriented:
Cost oriented pricing is also used in setting where reimbursement is not an

issue. The American red cross charges the pricing for its pricing covers the
“irreducible cost of requiring, processing, collecting and distribution the blood of
hospitals.”
Demand – oriented:
Demand orientation pricing looks at the condition of demand rather than

the level of costs to set the price. Demand oriented sellers estimated how much
value buyers see in the market offer and pricing accordingly. Thus a nursing home
might charge $50 a day for a single room and $35 a day for a double room. The
premise is that price should reflect the perceived value in the buyer’s head.
Competition – oriented:
When a health care organization sets its price chiefly basis of what
competitors are charging, its pricing policy can be described as competition –
orientation. It may be choose to charge 1.The same as the competition.2.a higher
price, or 3.a lower price.
The most popular type of competition-orientation pricing is that under which an

organization tries to keep its price at the average level charged by the
competitions. Called going rate or imitative pricing.
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3.5.5. Competitive positioning strategy:
While every company’s situation is unique, we know from long experience that
there are common criteria for a company’s success in reaching and winning a
market. Whether your company is centered on consumer packaged goods,
business services or emerging technology, your part-time CMO and the Chief
Outsiders team will consider the following dimensions in developing a market
positioning strategy:
 Brand Positioning Strategy
 Product Positioning Strategy
 Competitive Pricing Strategy
 Competitive Positioning Strategy
 Alternatives to Marketing Consulting Firms
Brand Positioning Strategy
Positioning a brand is serious business. There are several key questions which
have to be answered in brand positioning. First, you determine WHAT dimensions
are critical to the positioning. This has everything to do with the target customers.
What are the top two to five core criteria for their decision making? Then, you
need to understand WHERE the brand is currently positioned, assuming you’re
already in market, against these brand criteria. Often this sort of analysis is
conducted to determine what GAPS are underserved, which presents a potential
positioning opportunity of WHERE you’d like to be positioned. You then need to
determine if the new positioning opportunity is purely a matter of messaging
(relating what you do, why it’s relevant, and how it’s different) or a matter of
bolstering your offerings.
This analysis might result in something as simple as identifying which products or

features are the primary reasons to buy, and rallying your offerings – even your
company – around this highly attractive dimension. In the end, you’re trying to
determine what your brand should stand for. (Note: not all that you or your
products and services can do.) Then, we’ll work on establishing how you’ll
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deliver this brand positioning strategy in your marketing and sales activities. Here
are some terrific articles on other dimensions of brand strategy.
Product Positioning Strategy
Good product positioning strategy requires looking both internally and

externally. First, your business as a whole needs to be properly positioned, then
your product or services portfolio needs to be positioned. Some companies fail to
recognize that their own offerings need to “hang together” and make sense –
relative to one another and to your business overall. When a company has
diverging offerings or brands, they might best consider two different company
banners. Similarly, when companies try to extend the brand of a product in too
many directions they can dilute the value of the offering and confuse the customer.
With a product portfolio that makes sense, your business also needs to
successfully differentiate each product from its competition. Typically, there are
three key dimensions to positioning: functionality, relevance and differentiation.
When offerings are new (perhaps based on new technology) and not well
understood, the positioning is around what the offering does (e.g., now you can
watch movies in high definition). When offerings are commodities, the
positioning is around differentiation and in extreme cases, positioning around the
emotional experience (e.g., a beer might claim to be the coldest, which is not
actually a unique attribute of the product. It may then go further by putting a
temperature gauge on the can to prove it’s cold. You get the idea).
Competitive Pricing Strategy
Pricing strategy has its roots in the very heart of competitive positioning. If
your company boasts a better product or service and also leads in market
reputation (or brand) then you have the opportunity to command premium pricing.
However, an initial question becomes: to what degree are my customers price-
sensitive? In many cases, especially in small or middle market companies, the
unique value your offerings bring may fully justify a premium price. On the other
hand, if you lack a competitive presence or are subject to a negative reputation, no
amount of pricing discount may equalize your handicap. Understanding these
basic dynamics in your competitive marketplace will allow you to create a model
to inform your pricing strategy – are you optimizing for volume, or margin, or for
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predictability? Your pricing strategy may also allow for opportunistic situations
such as capturing first order to prove value for a longer term relationship. The
main caution in developing a competitive pricing strategy is this: don’t make your
sales organization your sole source of input. Dig deeper and broader to ensure you
have a balanced perspective.
Competitive Positioning Strategy
Positioning strategy, by its very nature, involves your value relative to your
competition. What do you do or offer that’s better (or not as competitive) as others
who offer similar products and services? When these differences are identified,
supported with proof points, and properly merchandised your prospects will have
an accurate and compelling basis to compare your company to others. However,
there is always more to understanding your offerings that defining them in light of
competitive offers. Companies can easily make the mistake of “over positioning”
their products and services. As there are three dimensions to establishing value
propositions – what it is you DO, why it’s RELEVANT and how it’s DIFFERENT
– companies, marketers and sales teams can spend too much attention on
differentiation before assuring the first two dimensions are understood. Your
customers are typically most interested in getting their problems solved.
Alternatives to Marketing Consulting Firms
Mid-market CEOs will do well to solicit executive management consultants

or top marketing consulting firms rather than a marketing agency or advertising
firm when developing strategies for market positioning. Solid work up front will
ensure both effective and efficient go-to-market planning and execution. An
alternative to strategic consulting firms is the use of fractional or part-time
executives. For more information on this fast growing and cost-effective
alternative to expensive
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3.5.6. Marketing mix strategy:
When marketing their products firms need to create to successful

mix of:
 The right product.
 Sold at the right price.
 In the place.
 Using the most suitable promotion.
To create the right marketing mix, business have to meet the following
conditions:
1. The product has to have the right features- for example, it must look good
and work well.
2. The price must be right. Consumer will need to buy in large number of
produce a healthy profit.
3. The good must be in the right place at the time. Making sure that the good
arrived when and where they are wanted is an important operation.
4. The target group needs to be made aware of the existence the availability of
the product through promotion. Successful promotion helps to spread costs a
larger output.
most health care organization are multiproduct or multiservice firm here

are some examples:
The consultation and guidance center, inc, in silver springs, Maryland, offers
individual therapy, group therapy, family therapy, marriage counseling, and
psychological testing.
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Teaching hospitals have three product lines; each with many specified
products. They are
1.Teaching,
2.Research,
3.Patient care, often, teaching hospitals are accused of ordering the product
lines n important as listed.
The hospitals/home health care agency of Torrance, California of a wide

product line including skilled nursing care, physical therapy, speech therapy,
occupational therapy, medical social service, home health aide and home making
service, hospice services, and the rental of durable medical equipment.
Definition:
Product mix is the set of all product lines and items that a particular
attribute.
1. Explain the product(service) decisions?
2. Explain the pricing objectives and strategy, and present future situation in
the market mix decision?
3. List out various steps of place decisions?
4. What are the explain promotion decisions?
5. What are the steps in marketing mix strategy?
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UNIT:4
SOCIAL MARKETING
1 Introduction
4.1 Steps in Social Marketing
4.2 Cognitive, Action, Behavior and Value Changes
Social marketing by non profit or government organization further a cause,

such as “say no to drug” or “ exercise more and eat better”. Social marketing
goes back many years. in the 1970s, India started family planning to turn the
country into a nation of nonsmoker and nondrinkers, the Australian government
ran “wear your seat Belt”.
4.1. Steps in social marketing:
1. Oral rehydration therapy in Honduras and India significantly desecrated

deaths from diarrhea in small children under the age of five.
2. Social marketers created booths in marketplace where Ugandan midwives

sold contraceptives of affordable prices.
3. Population communication services created and promoted two extremely

popular songs in Latin America, “stop” and “ when we are together,” to help
young women “ say no.”
4. The national heart, lung, and blood institute successful raised awareness
about cholesterol and high blood pressure, which helped to significantly reduce
deaths.
4.2.Cognitive, action, behavior and value changes:
Cognitive:
1.Explain the nutritional value of different foods.
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2.Explain the importance of conservation.
Action campaigns:
1. Attract people for mass immunization
2. Motivation people to vote “yes” on a certain

issue.
3. Motive people to donate blood.
4. Motive women to take a pap test.
Behavioral campaigns:
1. Demotivate cigarettes smoking.
2. Demotivate usage of hard drugs
3. Demotivate excessive consumption of

alcohol.
4. Change attitude towards the girl child.
Value changes:
1. Alter ideas about abortion.
2. Change attitudes of bigoted people.
3. Study the literature and previous campaigns.
4. Choose the target markets that are most ready to respond.
5. Promote a single, doable behavior.
6. Explain the benefits in compelling terms.
7. Make it easy to adopt the behavior.
8. Develop attention-grabbing massage and media.
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UNIT END EXERCISE
1. Define social market?
2. Explain the steps in social marketing?
3. Define cognitive?
4. Meaning of action?
5. Explain the behavior and value changes?
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UNIT: 5 PUBLIC RELATIONS
5.1 Introduction to Public Relations
5.1.1 Meaning of Public Relations
5.1.2 Classification of Public from Healthcare Marketing Perspective
5.1.3 Evolution of Public Relations
5.2 Public Relations Process
5.2.1 Identifying the Relevant Publics
5.2.2 Measuring Images and Attitude of the Relevant Public
5.2.3 Establishing Image and Attitude Goals for the Key Publics
5.2.4 Developing Cost Effective Public Relations Strategies
5.2.5 Implementing Actions and Evaluating Results
5.3 Community Opinion Surveys to Assess the Image of an Organization
5.3.1 A Model Questionnaire used in Healthcare Services
5.3.2 Methodology of the Study
5.4 Public Relations Tools
5.4.1 Materials: Written and Audiovisual
5.4.2 Media: News, Events, Speeches and Telephone Information Services
5.5 Health Service Public Relations Officer
5.5.1 Profile of Public Relations Officer
5.5.2 Changing Role and Responsibilities of Health Service PRO
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5.1 INTRODUCTION TO PUBLIC RELATIONS
A hospital is a part of social system firstly, it has to deal with professionals

like doctors, physiotherapist, nurses, technicians and other paramedical personnel.
Secondary, it has to deal with personnel that are part of the management service
like directly, laundry, supplies, housekeeping, accounts, watch, and ward and so
on.
Thirdly it has to deal with the patients their relatives, visitors and the
community at large.
Therefore, the hospital must do more than to satisfy its actual

customers.
Apart from those who are attending as outpatient (OP) or are admitted as
IP (inpatient), there are all the potential customers in its catchment are who at
some future time will need to call on its services.
5.1.1.MEANING;
Public relations are nothing but the image of the hospitals in the eyes of
public.
Public relations are nothing only a summation of individual relations, but

much more.
These relations have their origin in the acts and attitudes of every worker
and staff members who collections mould the image of the hospital in the
community. Current and ex-patients are the best (or worst) advertisement for a
hospital.
People cannot resist telling their friends and neighbours about hospital
experience, and from this emerges a series of picture of the hospital which to
gather make up its local image.
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It is the science and art of presenting a good image of an organization to the
public.
It uses various principles and methods to deals with the public. For a good
public relation one must have through knowledge of human psychology.
DEFINITION
PUBLIC RELATION can be defined as the image of a hospital by the users and
their peer groups. The image may be positive or negative, and is a combination of;
2 Impression of the users and public
3 Attitudes of the people working for the hospitals
4 Attitudes of hospitals administrations
The intrinsic need of each of the above differ . patients wants effective services
and satisfaction and sympathetic approach
Workers (staff) wants job satisfaction and recognition by their peers and people
Hospital administration wants efficiency and maximum satisfaction of staff as

well as patients
5.1.2. Classification of public relations from health care marketing

perspective:
The hospital has got two broad categories of public, ie; internal public like
doctors, physiotherapist, nurses, technicians and Para-medical personnel and
external public like patients, their relations, visitors and members of the
communities.
Internal public ;
1. Doctors and physiotherapist
2. Nurses
3. Technicians
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4. Ward boys
5. Receptionist
6. Registration clerk
7. Billing clerk
8. Security personnel
9. Trolley man
External public:
1. Press radio & television
2. Police
3. Local health authorities
4. VIP like judges, executive, public representatives
5. General public
6. Hospitals patients
7. Relatives
8. Visitors.
Factors affecting public relations;
1.Attitide
2.Education
3.Economic status
1.Attitude; It is the feeling towards something like if there is a half glass full of
water, some people will see it as half filled and some as half empty. It is the point
of view of the people regarding the hospital. It is very important for people
dealing with public relation to understanding the attitude of public
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2.Education; It changes the behavior of the public and behavior so acquired
changes attitude
3.Economic status; the needs and demand depend to a great extent on the
economic status of thepeople.tne satisfaction level of the people changes with time
and on their the level of awareness and to the society they belomg to.
5.1.3 Monitoring and Evaluation of public relations:
The continuous observation of the function responsible for public relation

must be done on an ongoing basis by the public relation department of the
hospital. The evaluation is done with the help of certain indicators which are being
enumerated as below:
1. Patient’s opinion poll and exit polls.
2. Patient satisfaction surveys in hospital
3. Number of complaints and nature of complaints received.
4. Turnover rate of the hospital staff.
5. OPD attendance rate.
6. Follow up patients rate.
7. Bed occupancy rate of hospital.
8. Donations received in trends of increasing or decreasing pattern.
9. Letters to the editors regarding hospitals services
10 .Media reporting evaluation
11. Left against medical advice
Factors responsible for good public relations in the hospitals
1. Services provided by the hospital; if hospital enjoys a good reputation in

respect of the services provided by the hospital po the public, i.e., the quality of
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medical care, it is the single largest factors responsible for the good image of the
hospital
2. Hospital administration must attempt to find out the changing need and
demands of the public, what is there need?. what is the demand ?. Which kind of
services?. what are the requirements of the people?, the services should be
provided in the manner, people want to avail them .survey methods are very
important tool to find out the public expectation
3. The management should feel social responsibility and should be responsive to

the society needs
4. The public must have easy access to the information of hospital may a times
people feel that the hospital does not provide the information in the desired
manner; the information must be user friendly. In the present information, age, the
hospital can maintain their websites and all relevant information must be available
on the site, and it should be updated in time
5. Publicity material and promotional methods should be designed as per the

functioning of the hospital. if a facility is not available, right now, it should not be
promoted but it may be published as a future development
6. The publicity should be relevant accurate and no exaggeration.
7. The vision, mission and long term goals of the hospital must be published well
and projected public, every hospital must have a mission statement, written at the
prominent place of the hospital and must find a place in the house journal and
impotent stationary items of the hospital.
8. The promotional material must be in the current topics as well as on the

relevant topics. We should take only on those aspects of care, which we actually
provide. Like we talk of telemedicine and we don’t have any such facility. We talk
of HIV/AIDS and we don’t have counseling centers or VCTC etc…. in our
hospital, it is of nonuse.
9. Follow the principle that it you are honest to the public, the public, the public
cost reciprocate accordingly.
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5.2 Public relations process:
PR practitioners view themselves as the care takes and enhances of the

organization image. At various times they are assigned the task of forming
maintaining, as changing attitude.
1. Identified the organization relevant publics
2.Measuring the image and attitudes of the relevant public

towards the organization
3.Establishing image and attitude goals for the key publics
4. Developing cost effective publics relations strategy.
5.Implimenting actions and evaluating results
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Identifying the relevant publics:
Introduction
Public relations has come of age, and with that has come a critical need for
broadly-based education that is relevant and connected to the practice.
The changes in public relations practice since the 1987 Commission

on Public Relations Education Report are numerous and profound. At root, these
changes reflect nothing less than the way the world has changed and continues to
change, seemingly spinning ever faster and veering in new directions. But,
happily, the changes also reflect a broad acceptance of the validity of modern
public relations practice to a global society that is increasingly interdependent,
increasingly interconnected.
By any measure, the growth of the public relations profession over the past
decade has been astonishing. Public relations firms not only proliferate but also
reach a size and scope undreamed of in the 1980s. Membership in established and
professional new societies and trade associations spirals upward. And, most
important, virtually every kind of institution, for-profit and not-for-profit alike,
recognizes the need for dialogue with the groups of people who can and will
influence its future.
This growth, evolution and maturation of public relations is sure to

continue. Elements are in place for
impressive incremental growth and change in the next century: the spread of
democratic institutions around the world; the growing importance of
communicating with internal as well as external publics; the veritable explosion of
one-to-one communication and the technology to implement it; and the steady
advance of the public relations body of knowledge, especially analysis of public
awareness and change in attitudes and behavior.
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Public Relations’ Next Crisis?
The future is indeed bright for the field of public relations. But there is one
major qualification — having enough trained people to meet the expanding
demand for public relations services and counsel. In fact, one expert observer of
the field has called this "public relations’ next crisis."
Hyperbole aside, there is no doubt that providing qualified practitioners will

be a serious problem. Law and medicine have methods, admittedly long-term,
to deal with the supply and demand for their professionals. Public relations
doesn’t. In fact, public relations is a long way from what Dr. Clark Kerr, former
chancellor of the University of California at Berkeley, has articulated as a model
for such a flow: "Some new professions are being born; others are becoming more
professional, for example, business administration and social work. The university
becomes the chief port of entry for these professions. In fact, a profession gains its
identify by making the university the port of entry." (Clark Kerr, The Uses of the
University, 4th edition, Harvard University Press, Cambridge, MA/London, 1995.)
It is not the Commission’s purpose here to rekindle the ever-smoldering

embers of the debate as to whether public relations is a profession. The
Commission cites Dr. Kerr only to identify the "use of the university" as one
important potential solution to the problem of having enough trained public
relations practitioners in the next century.
Other sources of public relations talent, mined successfully for some time,
are, indeed, still productive. Former journalists, once a primary candidate cohort,
offer valuable skills but, perhaps, limited conceptual understanding of the scope of
public relations. Professionals from law, medicine, government, management
consulting and other parallel fields often offer relevant attributes but are
frequently most valuable in narrowly focused areas of public relations practice.
And therein lies the opportunity, at the entry level and higher, for well-prepared
graduates of the public relations academy. Grounded in the liberal arts and
sciences. Well-prepared in public relations theory and practice. Tested not only in
the classroom but in the field. Understanding the inherent connection between
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public relations and management, sociology and the many other pillars of modern
society. But also with the necessary skills — writing, analyzing, thinking —
sharpened and ready for use.
This is the kind of public relations education the Commission has attempted
to design. Its recommendations have their roots in earlier Commission reports and
in the public relations curricula that in recent years have been producing an
increasing number of successful practitioners. But the Commission has gone
beyond the present to suggest what public relations education in the future can and
must look like if it is to meet the needs of the profession as the new century
begins.
The Commission hopes its report will be used by academic programs and
faculty to evaluate and develop their curricula; by practitioners who hire graduates
of public relations programs; and by academic and professional associations
which set standards for academic program certification and accreditation and for
the chartering of student public relations organizations.
A final word: this "Port of Entry" report embraces not only the education
appropriate for that literal first entry into public relations but, by extension, re-
entry or continued service in public relations through graduate study or continuing
education.
In short, the public relations education of the next century envisioned by the
Commission, like public relations itself, is a matter of continuous professional
growth and development. The Commission invites students and potential students,
faculty and other academic leaders, certification and accreditation bodies and
public relations practitioners to buy into and profit from the greatly improved
"Port of Entry" education this report describes.
1. Summary of the Report
Purpose and Goals of the 1999 Commission
The Commission saw its purpose as determining curricular guidelines and

recommendations that, if followed, will prepare public relations students of all
ages and levels of ability for the professional challenges of the 21st century as
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public relations practitioners carry out their fundamental responsibility of building
understanding, credibility and trust between organizations and their publics.
The Commission’s goals were to determine the knowledge and skills needed
by practitioners in a technological, multicultural and global society, and then to
recommend learning outcomes — what students should know and be able to do —
for undergraduate, graduate and continuing education. The Commission also
sought to address appropriate teaching methods, faculty credentials and resources
to deliver these learning outcomes. Finally, the Commission sought to suggest
methods appropriate for evaluating both student learning and the quality of the
academic programs in which public relations is taught.
The Commission based its deliberations and recommendations in large part

upon what it learned from an omnibus survey of public relations practitioners and
educators co-sponsored by the National Communication Association in connection
with its 1998 "Summer Conference on Public Relations Education."
Recommendations for Undergraduate Education
The Commission recommends that students graduating with undergraduate

degrees possess both knowledge (what graduates should know and understand)
and skills (areas of competence necessary to enter the profession).
Necessary knowledge includes;
 Communication and persuasion concepts and strategies
 Communication and public relations theories
 Relationships and relationship building
 Societal trends
 Ethical issues
 Legal requirements and issues
 Marketing and finance
 Public relations history
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 Uses of research and forecasting
 Multicultural and global issues
 Organizational change and development
 Management concepts and theories
Necessary skills include:
 Research Methods and Analysis
 Management of Information
 Mastery of Language in Written and Oral Communication
 Problem Solving and Negotiation
 Management of Communication
 Strategic Planning
 Issues Management
 Audience Segmentation
 Informative and Persuasive Writing
 Community Relations, Consumer Relations, Employee Relations, other

Practice Areas
 Technological and Visual Literacy
 Managing People, Programs and Resources
 Sensitive Interpersonal Communication
 Fluency in a Foreign Language
 Ethical Decision-Making
 Participation in the Professional Public Relations Community
 Message Production
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 Working with a Current Issue
 Public Speaking and Presentation
 Applying Cross-Cultural and Cross-Gender Sensitivity
The Commission recommends that the undergraduate public relations

curriculum be grounded in a strong traditional liberal arts and social science
education. A minimum of five courses should be required in the major.
Coursework in public relations should comprise 25 to 40 percent of all credit
hours, with at least half of these courses clearly identified as public relations
courses — the remaining 60 to 75 percent in liberal arts, social
sciences, business and language courses.
The Commission strongly encourages a minor or double major in the liberal

arts, social sciences or business.
The ideal undergraduate major in public relations would include these courses:
 Introduction to Public Relations
 Case Studies in Public Relations
 Public Relations Research, Measurement and Evaluation
 Public Relations Writing and Production
 Public Relations Planning and Management
 Public Relations Campaigns
 Supervised Work Experience in Public Relations (internship)
 Directed electives
Realizing that many if not most academic programs would find it difficult to
offer seven courses devoted entirely to public relations, the Commission
concludes that the topics of the courses listed above are the essence of a quality
public relations education. The Commission acknowledges that two or more of
these topics might be combined into one course or that they might be taught in
courses that also address other topics.
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If public relations is offered as an undergraduate emphasis or focus rather than
as a full major, the Commission recommends these courses:
 Introduction to Public Relations
 Public Relations Research, Measurement and Evaluation
 Public Relations Writing and Production
 Supervised Work Experience in Public Relations (internship)
Recommendations for Graduate Education
The Commission recommends that students studying for master’s degrees in

public relations learn and appreciate the role of public relations as part of the
management team, and learn relevant management and communications
competencies and the skills needed to build effective relationships between
organizations and their publics. Master’s degree students should, says the
Commission, gain advanced knowledge and understanding of the body of
knowledge in public relations as well as theory, research, communication
processes, planning, production and advanced communications management
abilities.
The Commission recommends that the curriculum for a master’s degree in public
relations be a program of 30 to 36 credit hours. Students should master these
content areas at a level beyond that expected of undergraduates:
 Public Relations Theory
 Public Relations Law
 Public Relations Research Methods
 Public Relations Management
 Public Relations Programming and Production
 Communication Processes
 Management Sciences
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 Behavioral Sciences
 Public Relations Ethics
 A Public Relations Specialty
 An Internship or Practicum Experience and/or Comprehensive

Examinations
 A Thesis with Comprehensive Examination and/or a Capstone Project
The Commission suggests these content areas in one sample 36-hour master’s
program :
 Public Relations Theory
 Public Relations Research
 Public Relations Management
 Public Relations Law
 Integrated Communications
 Accounting
 Finance
 Marketing
 Strategic Planning
The Commission suggests these content areas in a second sample 30-hour

program:
 Research Methods in Communication
 Research Design in Public Relations
 Theories of Mass Communication
 Seminar on Public Relations Management
 Seminar on Public Relations Publics
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 Seminar on Ethics and Philosophy in Public Relations
 Two electives
 A thesis
The Commission, noting that a doctoral degree is a theory and research

degree, concludes that doctoral education should foster an awareness of not only
the body of knowledge in public relations, but also the relationship of that body of
knowledge to those of other communication-related bodies of knowledge.
Doctoral students also should be expected to demonstrate awareness of the
breadth and depth of disciplines that influence, and are influenced by, public
relations and to be able to integrate that in their teaching and research. Finally,
doctoral students should be prepared to develop and contribute to the public
relations body of knowledge through formal quantitative and qualitative research,
and to foster the development of competing paradigms of public relations based
on differing theoretical and philosophical foundations.
The Commission recommends that the core curriculum of a doctoral program,

either one focusing exclusively on public relations or the more common variant
that includes public relations as part of a broader mass communication or
communication doctorate, include courses in:
 Communication Theory
 Philosophy of Science
 Research Methods
 Statistical and Qualitative Research Tools
 Specialized Seminars in Public Relations
 Specialized Seminars in Related Social, Behavioral and Business Sciences
 Dissertation Research
The Commission also recommends that doctoral programs prepare their students
to teach by involving them in the classroom and developing their teaching skills.
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Recommendations for Continuing Education:
Acknowledging that many professional organizations and private vendors

offer workshops and seminars that are legitimate continuing education
opportunities, the Commission focused its discussion of continuing education,
however, on continuing education offered for academic credit or as part of a
certificate program.
Continuing education courses pegged to students at a level of ability similar to

that of an undergraduate (such as an individual with little or no public relations
training or experience) might do well to follow its recommendations for
undergraduate education, the Commission suggests. Similarly, graduate-level
continuing education might adopt the Commission’s recommendations for
graduate education.
Continuing education lends itself especially well to distance education (any

instruction that takes place with the instructor and student physically separated
from each other). For that reason, the Commission notes that a greater variety of
teaching methods and technologies may be appropriate in continuing education
courses. The resources needed to offer distance education and the special training
and preparation demanded of instructors also are special considerations for those
offering continuing education courses.
Recommendations for Teaching Methods:
The Commission enumerates more than a dozen different ways in which

instructors can deliver instruction to students, ranging from traditional lectures to
simulations, games and the use of small-group projects.
The Commission also identifies a number of instructional media,

assignments and in-class activities that can create a bridge between theory and
practice.
Recommendations for Evaluation

The Commission identifies normative, formative and summative assessment tools
and techniques that can be used to determine whether students have learned what
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their academic program intended. Techniques range from required entrance or exit
examinations to internship performance to capstone courses to portfolio review.
The Commission notes that all academic programs should practice self-
assessment of their effectiveness by means such as examining student evaluations,
faculty-student ratios, placement and graduate school admission rates, alumni and
employer satisfaction and input of advisory boards.
In addition, the Commission recommends that public relations programs

seek external review from one of three available sources: the certification program
of the Public Relations Society of America (available to all public relations
programs), the National Communication Association (available to public relations
programs in communication colleges, schools or departments) and the Accrediting
Council on Education in Journalism and Mass Communications (available to
public relations programs in journalism and mass communications colleges,
schools or departments).
Recommendations for Faculty Qualifications:
The Commission suggests that both academic and professional credentials

and experience are important qualifications for public relations faculty. While the
ideal full-time faculty member is an individual with both the academic credential
of a terminal degree (usually a Ph.D.) and the professional credential of significant
work experience in public relations, the Commission concludes that it is more
realistic for programs to have among their full-time public relations faculty a
balance of those with terminal degrees and those without terminal degrees whose
professional experience is significant and substantial.
Adjunct faculty should have at least an undergraduate degree and

professional public relations experience, the Commission notes, and suggests that
accreditation or certification of adjuncts is highly desirable.
The Commission recommends that both full-time and part-time faculty be

active participants in professional and/or academic associations and that both be
contributing to the public relations body of knowledge through scholarship and
professional or creative activity.
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The Commission repeats a recommendation from the 1987 Commission
report: "Public relations courses should not be taught by people who have little or
no experience and interest in the field and have no academic preparation in public
relations."
Recommendations for Resources to Support Public Relations Programs

The Commission urged that public relations students have the same access to both
faculty and resources as students in other academic programs in the academic unit
where public relations is taught.
Workloads of public relations faculty, the Commission recommends,

should reflect the full range of responsibilities assigned to them: teaching,
advising, research, service, administrative assignments and the supervision or
advising of students organizations such as the Public Relations Student Society of
America.
The Commission notes specifically that public relations education requires

these administrative and financial resources:
 Personnel: faculty, both full-time and part-time, paid commensurably
 Staff support
 Equipment and facilities in classrooms, labs and faculty offices
 Travel and professional development funding
 Operating support, such as telephone, FAX and photocopying capability
 Library materials to inform both teaching and research
Identification of Global Implications

The Commission identifies seven factors that, regardless of nation or culture, can
be considered to have an impact on public relations education. The impact will, of
course, differ from culture to culture. The factors are:
 Cultural values and beliefs
 Laws and public policies
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 External groups, organizations and associations
 Organizational factors
Small group factors within an institution
 Interpersonal factors within an institution
 Intrapersonal factors within individuals
The Commission’s Call to Action
The Commission concludes with a series of seven recommendations for

interaction between public relations education and the professional practice of
public relations:
1. Public relations practitioners should take a new look at the "products" of

today’s public relations education, for they are likely to be impressed with
the breadth and depth of knowledge and skill students bring to internships
and entry-level employment.
2. There is a great need for significantly increased support from practitioners

for accreditation/certification of public relations programs, particularly
through attaining additional representation of public relations
organizations on the Accrediting Council on Education in Journalism and
Mass Communications.
3. The practice should establish additional endowed chairs in public relations

at academic institutions with outstanding public relations programs.
4. Successful individual public relations professionals should consider

making significant contributions to public relations programs.
5. Public relations educators and professionals can advance the appreciation

of the field among influentials and the general public by jointly developing
and participating in projects of topical and long-term social significance.
6. Joint research projects, administered by educators and funded by the

practice, can not only advance the educator-practitioner relationship but
also expand the public relations body of knowledge.
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7. "Traditional" support programs for public relations educators, their
students and their programs — scholarships, paid internships, support of
PRSSA and faculty enrichment programs — must be redoubled.
2. Background
The Practice
While its roots can be traced to ancient civilizations, the emergence of

public relations as a profession is essentially a twentieth century phenomenon.
Immediately following World War II, pent-up demand for consumer goods and
services exploded in the United States, triggering a parallel demand for public
relations, primarily in the form of publicity support for sales and marketing
efforts.
Few practitioners in the late ‘40s and ‘50s had studied this evolving
practice. Since only a handful of colleges and universities offered formal courses
in public relations, the industry reached out to men and women experienced in
writing for newspapers and magazines, most having studied journalism. These
professionals turned their skills toward a kind of "in-house journalism" for
corporations or toward roles as publicists and promoters for clients. By 1950, an
estimated 17,000 men and 2,000 women were employed in these endeavors.
Responding to the needs of their employers and clients, public relations

practitioners began to expand their activity into such areas as financial relations
(annual reports, shareholder meetings and presentations to the financial
community) and internal communications (publications, special events and awards
programs) to support efforts to enhance employee productivity and commitment.
During the 1960s, social issues and problems forced government, business,
labor and other powerful organizations to act and react, creating new public
relations emphases on community relations, consumer relations, social
responsibility programs and research and analysis to identify issues which could
affect the progress and survival of an organization. In this changing,
confrontational and contentious era, public relations practitioners were expected to
plan for, and manage, crises. Public relations communication itself evolved from
one-way message delivery into a two-way exchange involving listening to publics;
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assessing their needs, expectations and demands; resolving conflicts between
groups, and affecting public opinion and behavior.
In recent years, public relations professionals have moved toward an

emphasis on building and maintaining relationships and on becoming skilled,
active counselors at management’s decision-making table. Driving this latest
evolutionary movement are influential societal trends: global business operations;
mergers, acquisitions and consolidations; the empowerment of public opinion
within the global village; segmented, fragmented audiences; the information
explosion that has led to uncontrolled, gateless dissemination of messages;
increasing government regulation and oversight; issues of diversity and
multiculturalism in the workplace, marketplace and town hall, and the
introduction of technology, including automation and computerization.
The U.S. Bureau of Labor Statistics estimates that public relations is one of
the fastest growing professional fields in the country, and that growth trend is
mirrored in other countries as well.
Formal Study in Public Relations:
Recognizing a lively and promising career market for their students,

colleges and universities began to offer formal education for public relations. In
the early 1950s, about a dozen schools offered public relations programs. In 1969
the Public Relations Society of America began to charter student chapters at
colleges and universities; initially there were 14, all agreeing to offer at least two
courses in public relations.
In 1975, the first Commission on Public Relations Education, comprised of

eight educators and practitioners, was formed by PRSA to develop guidelines for
public relations education. One of the Commission’s primary recommendations
was that programs offer at least 12 semester hours, the equivalent of four courses,
in public relations at the undergraduate level. Thus, four courses became the new
requirement for chartering chapters of the burgeoning Public Relations Student
Society of America (PRSSA).
The 1987 Commission on Undergraduate Public Relations Education

deliberated three years before issuing updated guidelines. Its 25 members
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represented such communications organizations as PRSA and its Educators
Section (now the Educators Academy); the International Association of Business
Communicators (IABC); the American Management Association; the American
Marketing Association; the Foundation for Public Relations Research and
Education (now the Institute for Public Relations); the International
Communication Association (ICA); the Speech Communication Association (now
the National Communication Association, NCA), and the Association for
Education in Journalism and Mass Communication (AEJMC).
One of the primary recommendations of this 1987 Commission was a

sequence of 15 semester hours, the equivalent of five courses, in formal public
relations study for undergraduates. This also became the requirement for PRSSA
chapters. Today there are 214 PRSSA chapters at colleges and universities.
Graduate curricula recommendations were addressed by PRSA

commissions in 1990 and 1995 as more schools added advanced programs to their
offerings. Today approximately 70 schools offer master’s degrees or a graduate
emphasis in public relations. Four universities offer doctoral programs specifically
in public relations, with the majority of their graduates seeking careers in teaching
and academic research.
The 1999 Commission and Its Process:
The 1999 Commission on Public Relations Education was comprised of 47

educators and practitioners representing a consortium of eight allied
communications organizations: PRSA and its Educators Academy; the Institute for
Public Relations; NCA; AEJMC; the Association for Women in Communication
(formerly Women in Communication, Inc.); IABC; the International
Communications Association; and the International Public Relations Association
(IPRA). PRSA served as the coordinating organization and a staff member served
as an ex officio member of the Commission. (Members are listed in Appendix A.)
While many academic programs in public relations are housed in

departments or schools of journalism and mass communication, an increasing
number — almost half — are now in departments or schools of communication, a
discipline which has its roots in rhetoric, interpersonal communication and
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persuasion. As a result, NCA, the leading U.S. academic society in
communication, played a pivotal role in the Commission’s work. In 1998, NCA
sponsored a summer conference on public relations education, which drew, in
part, on an extensive, jointly-sponsored survey of educators and practitioners
seeking their views on public relations education. Deliberations and discussions at
that NCA conference helped guide the final recommendations of the Commission.
The Commission conducted its work through called meetings, through

conferences such as this NCA event; through open discussion sessions during
annual meetings of its allied groups and through correspondence, conference calls
and exchange of information over the Internet.
The Commission’s final report was introduced at the October 1999

International Conference of PRSA in Anaheim, CA. The report also has been
presented to all other organizations represented on the Commission and is being
widely distributed to schools, educators and practitioners in the United States and
around the world.
3. Vision and Purpose:
In the future, public relations professionals will not only be skilled

communicators but leaders who will help their organizations build and maintain
relationships with strategic publics. They will fulfill dual roles of managing
communication and counseling top management. Excellent public relations
education will be the foundation for preparing new professionals for this dual
responsibility
Therefore, it is important that public relations education grow in

sophistication throughout the 21st Century. Public relations as an academic
discipline should be equal in status to professionally-oriented academic programs
in journalism, marketing, advertising, law and medicine. Academic programs at
the graduate level may become comparable in length, complexity and intensity as
MBA programs. Faculties for public relations programs may be increasingly
interdisciplinary, representing not only a diversity of communications
backgrounds but also diversity in academic degrees. Public relations programs
may require greater structural and decision-making autonomy.
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From the outset, the 1999 Commission on Public Relations Education saw
its purpose as determining curricular guidelines and recommendations that will
prepare students at all levels of education — undergraduate, graduate and
continuing — for the professional challenges of the 21st century. Throughout its
two years of study and planning, the Commission diligently sought to fulfill that
purpose. Its work reflected the commitment of both educators and practitioners
alike to the fundamental responsibility of public relations to build understanding,
credibility and trust between organizations and their publics in democratic
societies that now are linked globally.
4. Mission and Goals:
The mission of the 1999 Commission on Public Relations Education was to

provide guidelines, recommendations and standards for public relations education
— undergraduate, graduate and continuing — for the early 21st century. Specific
concerns of the Commission were desired student outcomes (what students should
know or be able to do as a result of their public relations education), curriculum,
pedagogy (teaching methods) and assessment of both student learning and
academic programs in public relations.
The Commission set six goals.
Goal 1 - Determine needs for public relations education in a technological,

multicultural and global society.
Goal 2 - Recommend outcomes for public relations education at the undergraduate
and graduate levels.
Goal 3 - Recommend curricula for undergraduate and graduate education.
Goal 4 - Recommend characteristics of appropriate academic "homes" for public
relations education.
Goal 5 - Recommend required faculty credentials for public relations educators at
the pre-professional level and in continuing education, and provide criteria for
evaluating faculty.
Goal 6 - Identify minimal and desired resources for public relations education, and
provide criteria for evaluating resources.
5. The Commission’s Assumptions:
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The 1999 Commission on Public Relations Education was guided by 12
assumptions on which its members reached consensus.
1. The ethical practice of public relations is the context in which and for
which education must occur.
2. Public relations helps organizations and publics adapt to each other.
3. Public relations education requires an interdisciplinary foundation that

includes liberal arts, languages, social sciences and management.
4. Public relations communication is a two-way process influencing attitudes,

behavior and relationships.
5. Graduates of public relations programs should be passionate about the

profession, responsible self-managers, flexible in attitude, team
participants and ethical leaders appreciative of cultural diversity and the
global society.
6. Students must be prepared to operate in a multicultural environment.
7. Public relations education is a continuum that goes beyond undergraduate

education to include graduate studies, professional development and
continuing education.
8. Public relations educators have an obligation to seek professional refresher

experience, and practitioners have a responsibility to support and provide
opportunities for educators to retool.
9. Practitioners have a significant responsibility to support and participate in

undergraduate and graduate public relations education.
10. In the coming years, the teaching of public relations will be significantly
affected by new technologies and methods such as "distance learning."
11. Effective preparation of public relations practitioners will not be

accomplished by curriculum content alone, but only when content is
provided by competent instructors, when it is supplemented by hands-on
experience and when it is subject to evaluation.
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12. Public relations practitioners and educators should be leaders in building
understanding that public relations has a fundamental responsibility to
society and adds value to society.
5.2.3 Establishing Image And Attitude Goals For The Key Publics:
Public relations describes the various methods a company uses to

disseminate messages about its products, services, or overall image to its
customers, employees, stockholders, suppliers, or other interested members of the
community. The point of public relations is to make the public think favorably
about the company and its offerings. Commonly used tools of public relations
include news releases, press conferences, speaking engagements, and community
service programs.
Although advertising is closely related to public relations—as it too is

concerned with promoting and gaining public acceptance for the company's
products—the goal of advertising is generating sales, while the goal of public
relations is generating good will. The effect of good public relations is to lessen
the gap between how an organization sees itself and how others outside the
organization perceive it.
Public relations involves two-way communication between an organization

and its public. It requires listening to the constituencies on which an organization
depends as well as analyzing and understanding the attitudes and behaviors of
those audiences. Only then can an organization undertake an effective public
relations campaign.
Many small business owners elect to handle the public relations activities for
their own companies, while others choose to hire a public relations specialist.
Managers of somewhat larger firms, on the other hand, frequently contract with
external public relations or advertising agencies to enhance their corporate image.
But whatever option is chosen, the head of a company is ultimately responsible for
its public relations.
GOALS OF PUBLIC RELATIONS
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Some of the main goals of public relations are to create, maintain, and
protect the organization's reputation, enhance its prestige, and present a favorable
image. Studies have shown that consumers often base their purchase decisions on
a company's reputation, so public relations can have a definite impact on sales and
revenue. Public relations can be an effective part of a company's overall marketing
strategy. In the case of a for-profit company, public relations and marketing should
be coordinated to be sure they are working to achieve the same objectives.
Another major public relations goal is to create good will for the
organization. This involves such functions as employee relations, stockholder and
investor relations, media relations, and community relations. Public relations may
function to educate certain audiences about many things relevant to the
organization—including the business in general, new legislation, and how to use a
particular product—as well as to overcome misconceptions and prejudices. For
example, a nonprofit organization may attempt to educate the public regarding a
certain point of view, while trade associations may undertake educational
programs regarding particular industries and their products and practices.
5.2.4 Developing cost effective public relations strategy
PR, if done well, is the most cost effective form of marketing you’ll ever
do. You can reach a large number of stakeholders, differentiate your business from
the competition and gain credibility in a competitive market.
The economic downturn presents your business with an opportunity. Chances

are your competitors are cutting their marketing or PR budgets, so it’s time for
you to grab that market share and make your voice heard. We’re all consumers
and we still need to buy goods and services, so if we don’t know your company
exists how are we going to buy from you?
If you do decide to go ahead and engage a PR agency or consultant, consider

the 10 points below to ensure you get the most bang for your buck!
1. Be prepared to invest some time with your PR agency. PR unfortunately isn’t

something you can ‘go away and do’. If your PR agency understands your
business objectives, they are more likely to be able to identify media opportunities
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for you, respond to media requests, draft comment on your behalf or develop
opinion piece ideas.
2. Be opinionated. Have you got views on what is going on in your industry?

Can you react quickly to current events happening in the media? If you can, there
are opportunities to respond to journalist’s articles or talkback programs on the
radio for example.
3. Give it time. You have appointed the PR agency for their expertise. Wait at
least three months before you review the PR program and don’t forget, monthly
magazines have long lead times. What you might submit for a feature in January
may not come out until March.
4. Be targeted. If budget is tight, brief your PR agency to target one industry

sector at a time for example or a few key business publications. Perhaps there is a
particular magazine in your industry you think is widely respected that you would
like your business to be included in?
5. Listen. It’s not all about media releases and case studies. There are so many
other PR tactics to influence your audiences from roundtable events, to blogging
and speaking opportunities, so look to your PR agency for ideas and embrace
them.
6. Set key PR objectives. What do you want your PR campaign to deliver?

Ensure your PR objectives are tied into your business objectives and agree these at
the start.
7. Evaluate. PR often gets the ‘thin end of the wedge’ when it comes to
marketing budgets because it’s difficult to measure. However, ask your PR agency
to evaluate your campaign at six month intervals if possible to see if you’re on the
right track and getting value for money.
8. Be honest. Have you got an interesting story to tell? If you haven’t you could
save yourself and the PR agency valuable time and money. Have you won any
new business recently? Do you work with companies that will engage in a case
study? Do you work in an interesting industry or have you set up your own?
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9. Do your homework. Decide on your messages and stick to them. How are you
different? A good PR agency will be able to help you do this, but you need these
to get the best out of your media interviews and materials.
10. Use your media coverage. What’s the point of it being stuck in a folder? It’s
so valuable and you’ve invested time and money in getting it, so use it in your
sales pitches, include links to online coverage on your website and send it to your
existing customers or prospects.
If you’re realistic about what you want to achieve through working with a PR
agency and are prepared to commit the resources, use the economic downturn to
your advantage and gain significant profile for you and your business.
5.2.4 IMPLEMENTING ACTIONS AND EVALUATING

RESULTS:
Once an evaluation design has been finalized, the evaluator must remain
involved to monitor data collection as well as the implementation of the
intervention being evaluated. If respondents drop out during the data collection
phase the results are susceptible to attrition bias, compromising their validity.
Attrition is covered in this section. Other threats in the data collection phase such
as poor measurement instruments, reporting bias, etc, are equally important, but
are not covered here. For best practices on data collection see:
 Deaton, A. (1997): The Analysis of Household Surveys. World Bank,

International Bank for Reconstruction and Development
In the implementation of the intervention, the integrity of the randomization

should remain intact. Unless intentionally incorporated into the study’s
design, spillovers and crossovers should be minimized, or at the very least,
thoroughly documented. (See Threats to the design for background.)
1. Threats to Data Collection
a) Attrition
Attrition occurs when evaluators fail to collect data on individuals who were
selected as part of the original sample. Note that the treatment and control groups,
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through random assignment, are constructed to be statistically identical at the
beginning. The control group is meant to resemble the counterfactual—what
would have happened to the treatment group had the treatment not been offered.
If individuals who drop out of the study are “identical” in both the treatment and
control groups, meaning the depleted control group still represents a valid
counterfactual to the depleted treatment group, this will reduce our sample size,
and could truncate the target population to which our results can be generalized,
but it will not compromise the “truth” of the results (at least as applied to the
restricted population).
For example, suppose our study area is rural, and that many household
members spend significant portions of the year working in urban areas. Further
suppose we created our sample and collected baseline data when migrant
household members were home during the harvests and incidentally available for
our study. If we collect our end line data during off-peak season, the migrant
family members will have returned to their city jobs and will be unavailable for
our survey. Assuming these are the same people in both the treatment and control
groups, our study will now be restricted to only non-migrants. If the non-migrant
population in the control group represents a good counterfactual to the non-
migrant population in the treatment group, our impact estimates will be perfectly
valid—but only applicable to the non-migrant population.
However, if attrition takes a different shape in the two groups, and the remaining
control group no longer serves as a good counterfactual, this could bias our
results. Using our example of waterborne illness, suppose that in the control group
more children and mothers are ill. As a result, the young men who typically
migrate to the cities during off-peak seasons stay back to help the family.
Households that were assigned to the control group contain more migrants during
our end line. The baseline demographics of the treatment and control groups are
now different (whereas originally, they were balanced). It is entirely feasible that
these migrants, of peak working age, are typically healthier. Now, even though our
treatment succeeded in producing healthier children and mothers on average, our
control group contains more healthy migrant workers, on average. When
measuring the incidence of diarrhea, outcomes of the healthy migrants in the
control group could offset those of their sicker family members. Then, when
98
comparing the treatment and control groups, we could see no impact at all and
may conclude the treatment was ineffective. This result would be false and
misleading.
In this simplified example, we could forcibly reintroduce balance between the

comparison and experimental groups by removing all migrants from our sample.
Frequently, however, characteristics that could dependably identify both real and
would-be attritions (those who disappear) have not been measured, or are
impossible to observe. Predicting attrition can be as difficult as predicting
participation in non-randomized trials. Similarly, attrition bias can be as damaging
as selection bias when making causal inference.
2. Spillovers and Crossovers:
Spillovers occur when individuals in the control group are somehow affected by
the treatment. For example, if certain children are in the control group of a
chlorine dispensing study, but play with children who are in the treatment group,
they now have friends who are less likely to be sick, and are therefore less likely
to become sick themselves. In this case, they are indirectly impacted by the
program, even though they have been assigned to the control group. Individuals
who “crossover” are control those who find a way to be directly treated. For
example, if the mother of a control group child sends her child to drink from the
water supply of a treatment group household, she is finding her way into the
treatment group. Impartial compliance is a broader term that encapsulates
crossovers, and also treatment individuals who deliberately choose not to
participate (or chlorinate their water, in this example).
When a study suffers from spillovers and crossovers, in many circumstances it is

still possible to produce valid results, using statistical techniques. But these come
with certain assumptions—many of which we were trying to avoid when turning
to randomization in the first place. For example, if spillovers can be predicted
using observed variables, they can be controlled for. With impartial compliance, if
we assume that those who did not comply were unaffected by the intervention,
and by the same token, the individuals who crossed over were affected in the same
way as those from the treatment group who were treated, we can infer the impact
of our program. But as discussed in the Why Randomize section, the more
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assumptions we make, the less firm ground we stand on when claiming the
intervention caused any measured outcomes.
5.3 COMMUNITY OPINION SURVEYS TO ASSESS THE

IMAGE OF AN ORGANIZATION:
INTRODUCTION
Local elected officials, appointed staff and volunteer leaders are continually
involved with the challenge of identifying community needs in order to work
together in solving community problems. One effective method for identifying
important problems is conducting a community needs assessment survey. These
pages describe one method of community surveys that provides rapid feedback to
community leaders. Typically, the City Council will organize a survey committee
to define community issues and develop a questionnaire. On a designated evening,
citizens distribute and collect the questionnaires and code the results preparatory
for computer analysis. During this process, community leaders gain insight about
local citizens' attitudes and opinions about community issues. This activity
produces a cadre of 60 to 80 interested citizens who not only assist in conducting
the survey but are often willing to assist in carrying out activities related to the
identified needs. The process described in the following pages involves citizens
and local officials in identifying issues, collecting information, and interpreting
the results of the survey.
5.3.1 A MODEL QUESTIONNAIRE USED IN HEALTH CARE

SERVICES
Introduction:
Health systems strengthening is an important international priority for the

World Health Organization (WHO) the United States Agency for International
Development (USAID) and numerous donor organizations . One of the WHO's six
building blocks of health systems is the delivery of health services that are
effective, safe and good quality for those who need them . Strengthening health
service delivery requires special attention to the experiences of patients as it is a
key indicator of whether improvements in health care delivery have been made
and where to focus future improvement efforts.
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As part of the Ethiopian Hospital Management Initiative and broader health care
reform efforts in Ethiopia, the Ethiopian Federal Ministry of Health sought to
integrate ongoing measurement of patients’ experiences into its health system
strengthening efforts; nevertheless few studies have been conducted to validate
measures of patient experience in low-income countries, and none exists within
Ethiopia. Although standardized patient surveys are widely used in countries such
as the USA and UK, existing literature measuring patient experience in low-
income countries is limited. Many studies have used the SERVQUAL instrument ,
which was originally designd for the retail sector and has been shown to have
limited convergent and construct validity . Other survey instruments for assessing
patient experiences that have been validated in low-income settings have been
designed for specific services, such as dental care , diabetes care , antiretroviral
therapy services or primary care . We could find no studies in low-income
countries that utilized validated measures for hospital care, and those that assessed
patient experiences in primary care were developed and tested in West Africa; we
know of no published studies of an instrument that has been validated for use in
Ethiopia or in East Africa.
Accordingly, we sought to develop and validate a brief measurement tool for

assessing patient experiences with hospital and outpatient care in Ethiopia. Using
focus group data to identify potentially important concepts in patient's evaluation
of health care and multiple revisions and stakeholder pre-testing of survey items,
we developed two surveys, which were then validated using data from five
hospitals and three health centers. Information from this study can be useful for
policy makers, clinicians and healthcare managers in low-income settings seeking
to promote patient-centered care.
Methods:
Questionnaire design:
We developed separate questionnaires for patient assessment of healthcare

for inpatient care (I-PAHC) and outpatient care (O-PAHC) in several steps. First,
we conducted a thorough literature review to identify instruments that could be
used to assess patient healthcare experiences in low-income countries. Although
we examined multiple instruments , we identified the Consumer Assessment of
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Healthcare Providers and Systems (CAHPS) questionnaires as the most widely
used and survey with the most empirical research supporting its reliability and
validity. Nevertheless, given that it is primarily used in the USA, we sought to
evaluate the appropriateness of the CAHPS questions for use in Ethiopia and
make appropriate modifications for use in Ethiopia. Therefore, as a second step,
we conducted 14 focus groups in geographically diverse areas of Ethiopia to learn
about aspects of care that were most salient to individuals in this context. Focus
groups included 8–10 people and were homogeneous in gender with seven male
and seven female groups. Based on focus group data, we identified additional
potential domains that were viewed by individuals as important to their healthcare
experience. Third, based on interviews with stakeholders in the Ministry of
Health, physicians and hospital administrators in Ethiopia, we modified some
items, eliminated items that were not relevant (e.g. responsiveness of nurse to call
buttons, which are not used in Ethiopia) and added items that were expected to be
important in the setting of Ethiopia (e.g. ease of finding way around the facility).
Fourth, the survey was translated into Amharic and back-translated to check the
validity of the translation. The survey was then pre-tested in one hospital in Addis
Ababa with 50 patients purposefully sampled through a 2-week period to reflect
different days of the week and times of day; with ∼10 of these patients, we
conducted cognitive interviews [24 to identify questions that were unclear or
confusing. Based on these data, the survey items were modified, and final
questionnaire were developed for fielding. The final I-PAHC and O-PAHC
questionnaires covered five domains of care: nurse communication, doctor
communication, physical environment, pain management and medication and
symptom communication. Items were scored using a 4-point Likert scale, ranging
from 1 (never) to 4 (always) in the I-PAHC survey and 1(strongly disagree) to 4
(strongly agree) in the O-PAHC survey. In both questionnaires, we added items
asking patients to provide an overall evaluation of care (scored 0–10) and asking
patients if they would recommend this facility to friends and family (on a 4-point
scale from definitely no to definitely yes). The final questionnaires in their
validated form are shown in Appendices 1 and 2.
Sample and data collection:
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The validation study was conducted in five hospitals and three health
centers, with the goal of recruiting 50 patients per facility to participate. All eight
health facilities were located in urban or semi-urban areas in Addis Ababa or
Amhara region of Ethiopia. We employed a non-random quota sampling technique
to recruit patients for participation in the study to ensure a representative sample
of demographic variables, such as age and sex. Data were collected using face-to-
face interviews due to the prevalence of illiteracy in Ethiopia. Prior to survey
completion, the interviewers, who were hired as data collectors and were not
facility employees, explained the study to potential participants and obtained their
consent to participate. For both surveys, interviewers conducted the surveys in-
person on different weekdays and different times of day (i.e. morning, afternoons
and evenings) seeking to recruit 25 adult patients (cat 16 years old) per week with
an effort to get a representative sample. To be eligible for the I-PAHC survey,
patients had to have a length of stay of at least one overnight stay. In order to be
eligible for O-PAHC, the patient had to have received care at the health facility on
the day the survey was conducted. The survey was conducted at the time of
discharge, after the patient had been treated either as an inpatient or an outpatient.
A total of 50 patients were recruited from each facility to ensure that there was
sufficient power to detect a 1-point change in the overall 10-point patient
evaluation rating. The research procedures were approved by the institutional
review board at the Yale University School of Medicine.
Data analysis:
We assessed the reliability as well as construct and convergent validity of the

questionnaire. To evaluate reliability, we used a measure of internal consistency,
Cranach’s alpha coefficient, with coefficients of 0.70 or higher interpreted as
indicating good to excellent internal consistency, as recommended by experts .
Construct validity assesses the degree to which items that are conceptually related
(i.e. are meant to measure the same construct) are empirically associated as one
would expect if the measurement is valid. We assessed construct validity of each
questionnaire using factor analysis. Based on existing literature and focus groups,
we anticipated specific items would load on specific factors, anticipating a total of
5 factors in each questionnaire. A factor is the latent concept that the questionnaire
seeks to measure empirically. In order to avoid correlations between factors and to
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determine distinct domains, an orthogonal rotation was used. Consistent with the
current literature using factor analyses, factor loadings ≥0.40 indicated that the
survey items were correlated with the common factors that were determined a
priori. Owing to structured missing data in the data set (i.e. skip pattern
questions), we ran two sets of factor analyses for both PAHC questionnaires, one
with and without skip pattern questions. The statistical procedure used deletes the
respondents with missing data on any included items, which results in the analyses
being limited to only the respondents who answered all of the questions, including
those that would have been appropriately skipped by respondents who, for
instance, did not have pain or did not have medications. Therefore, we conducted
the factor analysis in two ways: both with and without the items related to the skip
patterns, in order to ensure we used of all available data. We did not impute
missing data because the vast majority of missing data were missing due to skip
patterns. A total of n = 146 of 230 respondents for I-PAHC and n = 347 of 486
respondents for O-PAHC had missing data due to questionnaire skip patterns (i.e.
these respondent had not experienced pain or had not been prescribed medication).
Other missing data comprised <10% of the samples and hence were not imputed.
We created summary scores by summing item responses within each construct,
creating a scale. These summary scores were used to assess convergent validity by
examining the statistical Pearson correlation of the summary scores with
responses to the overall patient evaluation item.
Results
Demographic characteristics of study sample:
A total of 230 of 242 patients approached participated in the inpatient survey

(response rate of 95%) (See Appendix 1 for I-PAHC instrument); 486 of 512
patients approached participated in the outpatient survey (response rate of 95%)
(See Appendix 2 for O-PAHC instrument) (Table 1). In the I-PAHC sample, the
mean age of the participants was 37 years, with a range of 16 to 88 years. About
half (52%) of the participants were female. Twenty-one percent of patients
reported themselves as illiterate, and 18% reported that they had a diploma or
more education. Many patients (57%) reported their health as fair or poor.
5.3.2 Methodology of the study:
104
1. Basic Statistics (FK6163) Principles of Research Methodology Study Designs A
presentation
2. Research1. A systematic & organized scientific process to find answers to the

questions.2. Getting specific answers to specific questions.3. Involves data
collection, analysis & interpretation.
3. Research Process Problem selection Literature review Formulation of research

objectives Selection of variables Selection of the appropriate study design
Sampling of population Data collection Analysis of data Presentation of findings
4. Identifying the appropriate study design Research Methodology
5. Study designsobservational experimental study study clinical

communitydescriptive study trial trial ecological correlation cross-sectional case
control analytic cohort study
6. Comparison between different designs
7. The study design differs from one another by; Intervention – present/absent
Temporal sequence – when is the risk factor and outcome measured;– At the same
time– Risk factor before, outcome later– Outcome first, then risk factor
(retrospectively)Sampling methods
8. Difference Between Study Designs Study Design Intervention Temporal

Sequence Sampling Risk Factor and Cross Sectional Absent Yes Outcome at same
time. Outcome first, then risk Case Control Absent Matching factor
(retrospectively). Risk Factor first, then Cohort Absent Maybe Outcome. Clinical/
Intervene, then measure Present Randomization Community Trial Outcome.
9. SAMPLING The process of selecting study subjects from a larger population

extent to which research findings can begeneralised to a larger population to save
time, money, efficiency and safety. PROBABLITY SAMPLING - equal chance to
be chosen ex. simple random, systematic, stratified, multistage, cluster NON-
PROBABILITY SAMPLING - convenience, quota, purposive.
10. POPULATION TO CHOOSE FOR THE SURVEYSELECT

REPRESENTATIVE POPULATION? sampling methods - simple random
105
sampling (may not be practical in national study) - stratified random sampling (in
hetero/ stratum) - multistage sampling (national-state- district-sub district-village)
- cluster sampling
11. Which design is appropriate for my study?
12. How to study the problems or prove the hypothesis? Select appropriate study
design - Descriptive - case report, case series, ecological correlation - cross-
sectional / survey - case-control - cohort - intervention - clinical trial/ community
trial
13. Questions that need to be answered ?distribution of blindness - descriptive ?

correlation between import of fruits and visual acuity among the population -
ecological correlation ?prevalence of blindness, cataract or poor vision - cross-
sectional/survey ?association between vit A def. and blindness - case-control
14. Questions that need to be answered ?incidence and relative risk of radiation
cataract among radiographers- cohort ?therapy/preventive methods useful or
effective , daily vit A supplementation to prevent xeropthalmia - intervention
15. CROSS-SECTIONAL STUDYAlso known as Prevalence Study or Survey.
16. Cross-Sectional Study Measures the relationship of variables in a defined

population at one particular time Both risk factors (exposure) and disease outcome
are observed at the same (point in) time in a sample (or the entire population) of
subjects.
17. Exposure & Out come Exposure Outcome Time Confounders
18. Cross-Sectional Study Risk Factor Outcome Time Confounders Both Risk
Factor & Outcome measured at the same time.
19. Cross-Sectional Study Risk Factor -Race Outcome-Diabetes Mellitus Disease

+ (14%) Indians (15%) Disease - (86%) Sample ratio Disease + (8%) Others
(85%) Disease - (92%)Time Both Risk Factor & Outcome measured at the same
time.
20. RESEARCH QUESTIONS What is the nature / magnitude of the problem?

Who is affected? How do the affected people behave? What do they know,
106
believe, think about the problem? We know very little about the problems and its
possible causes.
21. CROSS-SECTIONAL SURVEYMAY BE REPEATED – to measure changes

over time LARGE SURVEY – limited variables SMALL SURVEY - unlimited
22. COMPARATIVE CROSS SECTIONAL STUDY
23. COMPARATIVE CROSS- SECTIONAL STUDYAN ANALYTICAL STUDY

attempts to establish causes or risk factors for certain problems e.g.– obesity and
IGT– level of cholesterol and CHD– betel leaves and NIDDM– milk consumption
and IDDM
24. Comparative Cross- Sectional Study Both risk factor(s) and outcome were
measured at the same point in time in the selected sample or population .The
sample may have been selected to represent the population being studied .The
selection or sampling method maybe random or not-random (refer to sampling
method notes).
25. COMPARATIVE CROSS- SECTIONAL DESIGN disease present factor

present disease present POPULATION factor absent disease absent factor present
disease absent factor absent
HOW TO COMPARE?PREVALENCE OF DISEASE INDIFFERENT

SUBGROUP
5.4 PUBLIC RELATIONS TOOLS:
You have learnt in your earlier lesson that public relations is all about
communicating effectively with the publics. But how is this managed ? This is
done with the help of different channels of communication.
Have you come across the following:
• speeches delivered by experts
• small sheets of paper distributed with your daily newspaper
• advertisements on radio and television
107
• huge display boards along the roadside giving information about a particular
product
• places where several products are displayed and sold..
These are examples of the different formats that are used in public relations.
What are these formats?
These include oral communication, printed word, broadcast messages, and

exhibitions. In other words, these are the different tools used for communication
in public relations. In this lesson, you will learn about these tools and how exactly
they enable the process of public relations.
OBJECTIVES
After studying this lesson, you will be able to do the following:
1. explain the meaning of PR tools ;
2. identify the different PR tools ;
3.describe oral communication ;
PR TOOLS:
– Oral communication
– Printed and graphic communication
– Print media
– Outdoor media (electronic displays, hoardings, posters)
– Broadcast media (radio, television, films)
– Other media (websites, endorsements, exhibitions)
5.4.1. MATERIAL: WRITTEN AND AUDIOVISUAL
A brief narrative description of the journal article, document, or resource.

In audiovisual writing the writer must first learn to think in terms of moving visual
presentation. The writer must research his script, organize it, and adapt it to a
108
limited running time. By use of a pleasant-sounding narrator and well-written
narration, the visual and narrative can be successfully integrated. There are two
types of script format: The Hollywood or One-Column format in which narration
and filming instructions are interwoven in one column, and the Two-Column
format in which directions are written on one side of the script and narration and
dialogue on the other. Camera angles, optical effects, and background atmosphere
come primarily through experience. The training film relies on voice-over
narration or an on-camera narrator.
5.4.2. Media news
1. One of the major tasks of the public relations department is to find or

create favorable news about the organization and promote it to the appropriate
media.
2. The ability to recognize what makes a news story is a great skill and require
creativity.
3. Breakthrough medical research efforts and breath taking surgical procedures are
not the only stories meriting media attention.
4. The appeal of publicity to many organization that it is viewed as “free

advertising” that is it represent exposure at no cost.
5. Are some one said “publicity is sent to a medium and prayed for, while
advertising is sent to a medium and paid for “how ever publicity is for from free.”
6. Good publicists cost money special skills are required to create good publicity
and to cultivate good long term relationship with the press.
7. Publicity has three qualities that make it a worthwhile investment.
8. First it may have higher veracity than advertising because it appears as normal
news and not as sponsored information.
9. Second, it tends to catch people off guard who might otherwise activity avoid
sponsored massage.
109
10. Third, it has high potential for dramatization is that it arouse attention in the
guise of a not worthy.
11. Consider a hospital suffering from low visibility that adopts the objective of
achieve more public recognition through news management.
12. The public relation director will review the hospice’s various components to
see whether any natural stories.
Events:
Organization can increase their news worthiness by creating events that

attract the attention of publics.
The human artificial heart transplants have been treated as national news
events.
The health care organization often hold health fairs which may future well
noun local personalities, charities sponsor fundraising events and all organizations
celebrate anniversaries of important events and hold press conference.
Each well-run may events may not only impress the immediate
participants, but also serve as an opportunity to development a multitude of stories
directed to relevant media vehicles and audience.
Events creation management is a skill in running fundraising dives.
Fundraisers have developed a large repertoire of special events, including

anniversaries celebration benefits evenings, binges, book sales, cake sales,
contests, dauces, dinners, fairs, fashion, rummage sales, tours, and walkathons.
Telephone information systems:
A newer public relation tool is a telephone number through which

members of the public can get the information about the organization and its
services.
Various health organization have set up telephone numbers that provide

health massages about specific symptoms and diseases.
110
Child abuse and drug abuse nothing have been set up to emergency
calls period on – the spot counseling and make to local services agencies.
Many hospitals have physicians refer telephone service is order to promote

their.
health service public relations officer;
5.5.1 PROFILE OF PUBLIC RELATIONS OFFICER:
Professional Qualifications:
To succeed in this sector, public relations officers require qualifications in

communications, together with knowledge of medicine and health care issues.
Public relations professionals in any field require a bachelor’s degree in
communications, public relations or journalism, according to the U.S. Bureau of
Labor Statistics. Practitioners can improve their credentials by obtaining a
professional qualification, such as Accreditation in Public Relations, a
certification program administered by the Public Relations Society of America.
(see reference 1)
Heath Care Knowledge
Public relations officers must have knowledge of health care issues so that they
understand the topics and can communicate complex information clearly. High
school courses in subjects such as anatomy, biology and health provide useful
background knowledge, according to the Public Relations Society of America.
(see reference 2) These professionals must also maintain up-to-date knowledge of
developments in their field and relevant health care legislation.
Communication Skills
Excellent communication skills are an essential requirement. Public relations

officers must have good writing skills to prepare news releases for the media or
information leaflets on new forms of medical treatment or lifestyle issues for the
public. Interpersonal and presentation skills are important for media briefings or
public meetings that might form part of a campaign to encourage people to
exercise or give up smoking, for example. PR professionals may also require crisis
111
management skills if they have to deal with problems, such as an outbreak of
bacteria in a hospital or unexpected side effects of a drug. Social media skills are
becoming increasingly important in this field, according to the Institute for Public
Relations.
Relationship Management
Public relations officers must be able to manage relationships with groups that
influence their organizations. If they work for a medical center or hospital for
example, they manage relationships with patients’ groups or health care
authorities. PR officers working for health care companies aim to build
relationships with groups such as regulators, medical professionals or not-for-
profit organizations in the medical sector.
5.5.2 Changing role and responsibilities of health service
Behavioral health counselors must be able to function in the face-paced

primary care environment. To be effective, they should:
Be flexible enough to deal with noise, frequent interruptions, and constant

changes in scheduling;
 Be able to offer brief, targeted interventions usually lasting less than 30

minutes;
 Be comfortable with short-term counseling, often lasting less than eight

visits;
 Function well in a team-approach accept the fact that they are not in charge
of the clients’ care;
 Be behaviorally, rather than personality, focused;
 Be able to perform consultations and give provider feedback “on the fly”;
 Be able to effectively communicate and interact with primary care

providers.
Therapists used to more traditional, long-term, in-depth psychotherapy

approaches may experience a “culture shock” in the primary care environment and
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may need to make significant adjustments in their therapeutic style and way of
thinking to be effective in this milieu.
Some Desirable Skill Sets For Behavioral Health Counselors:
 Proficiency in the identification and treatment of mental disorders;
 Ability to think in terms of population management, addressing a large

clientele in the most efficient ways possible, using Approaches like
stepped care and group psychotherapy;
 Knowledge of evidence-based behavioral assessments and interventions

relevant to medical conditions, e.g., disease management; treatment
adherence; and lifestyle change;
 Ability to make quick and accurate clinical assessments;
 Care-management skills and knowledge of local resources for outside

referrals;
 Skill in targeted, brief psychotherapy and in running group sessions;
 Knowledge of basic physiology, psychopharmacology and medical

terminology;
 Familiarity with the stepped care model (clients move along different
levels of intervention depending on past responses);
 Ability to document services in a way that is useful both to the primary

care provider and to management for quality-improvement services;
 Consultation liaison skills.
Goals Of Primary Care Behavioral Health Counselors:
Taken as a whole, the primary behavioral health care model is designed to

increase the total proportion of eligible patients that receive appropriate mental
and behavioral health services. To do this, the behavioral health counselor may
assist primary care providers in:
 Recognition and treatment of mental disorders and psychosocial problems;
113
 Early detection of “at risk” clients, with the aim of preventing further
psychological or physical deterioration;
 Prevention of relapse or morbidity in conditions that tend to recur over

time;
 Prevention and management of addiction to pain medicine or tranquilizers;
 Prevention and management of work and/or functional disability;
 Obtaining quality clinical outcomes with high prevalence mental disorders;
 Efficient and effective treatment and management of clients with chronic

emotional and/or health problems;
 Management of clients who use medical visits to obtain needed social

support;
 Improving the quality of primary care provider interventions without the

aid of behavioral health consultation;
 Efficiently moving clients into appropriate mental health specialty care

when indicated.
Common Job Functions Of Primary Care Behavioral Health Counselors:
The following is, in part, adapted from the sample job description included in
“Providing Behavioral Health Services in a Community Center Setting”
promulgated by the Washington Association of Migrant and Community Health
Centers, 2002 (some of these functions may overlap):
 Assists the primary care provider in recognizing, treating and managing

mental health and psychosocial issues and acts as a contributing member
to the primary care team;
 Conducts client intakes, focusing on diagnostic and functional evaluations,

then makes recommendations to the primary care provider concerning the
 Clients’ treatment goals and plan;
114
 Provides consultation and training to the primary care providers to enhance
their skill and effectiveness in treating mental health problems;
 Provides brief, focused intervention for clients who are in need of mental
health services;
 Gives primary care providers timely feedback the client’s about care,
treatment recommendations and progress via documentation in the client’s
record and verbal feedback;
 Advises the primary care provider about which clients are better served at
the primary care setting and which should be referred to specialty mental
health facilities or elsewhere;
 Initiates follow-up to ascertain how clients are doing and to determine if

any changes in treatment approaches are indicated;
 Develops, where indicated, relapse prevention plans and helps clients

maintain stable functioning;
 Assists in the detection of “at risk” clients and in the development of plans
to prevent worsening of their condition;
 Monitors and coordinates the delivery of health services for clients as

related to behavioral health care, including linking with other treatment
providers not only within the primary care setting but, with the clients’
permission, outside it as well;
 Assists, to the extent feasible, in the clients’ community functioning by

helping with public benefits, vocational rehabilitation, social support,
housing, etc;
 Documents the clients’ progress and diagnostic informationj in the

treatment chart;
 Keeps the primary care providers fully informed of the clients’ needs and
progress and works with providers to formulate treatment plans;
115
 Works, where indicated, to effect behavioral changes in clients with, or at
risk for, physical disorders and helps them make healthier lifestyle choices;
 Provides clients with self-management skills and educational information

needed so they can be full participants in their own treatment and
recovery;
 Helps the clients, where indicated, to cope with chronic conditions like
pain and diabetes;
 Provides consultation to clinic management and other team members about

behavioral services and suggested areas of outcome and program
evaluation;
 Assists the clients in complying with any medical treatment initiated by

the primary care provider, such as offering strategies to cope with
medication side effects.
Questions for Discussions :
1. Explain the public relation?
2. Explain the public relation and process?
3. Why do you study in community opinion surveys to assess the

image of an organization?
4. Explain the public relation tools?
5. What do you mean by health service and public relation?
116

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Unit:1

Application of marketing in health care

1.1 Marketing Concept of Marketing

1.2 Importance of Marketing to Healthcare Organizations

1.3 Challenges in Practicing Marketing in Healthcare Industry

1.4 Marketing Intelligence, Information and Research System

1.5 Marketing Organization: Chart, Fulltime Staff and Hiring Consultants

1.6 Let us Sum Up

1.7 Unit End Exercise

1.8 Point for Discussion

1.9 Answers to Check Your Progress

2.10 Suggested Readings

Marketing is the distinguishing the unique function of the business. A

Marketing is basis that it cannot be considered a separate function.

Marketing is said to be the eyes and ears of business because it

Marketing is contract with the creation of four utilities – from

They study customers need and wants in well-defined market segments.

They allocate marketing effort in relation to the long-run profit potential

They develop winning offers for each target segment.

1. They measure company image and customer satisfaction on a

3. They urge all health care departments and employees to be

Marketing is both a set of activities performed by organization and a social

Micro is the performance of activities that seek to accomplish

Macro marketing is a social process that directs an economy’s flow of

1.1 Marketing concept of marketing:

The market concept emerged in the mid-1950s. Instead of a product-

Theodore Levitt of Harvard drew a perceptive contrast between the selling

The production concept,

The product concept,

The selling concept;

The production concept:

The production concept is the one of the oldest concepts in

The product concept:

The product concept proposes that consumers favor products that

The selling concepts:

The purpose of marketing is to sell more stuff to more people more

Reactive market orientation:

understanding the meeting consumer’s expressed needs. Some critics say

Companies such as 3m, Hewlett Packard, and Motorola have made a

Total market orientation:

Companies that practice both a reactive and a proactive marketing

The holistic marketing concept:

The holistic marketing concept is based on the development, design, and

Holistic marketing is thus an approach that attempts to recognize and

Internal marketing is the task of hiring, training, and motivating able

At one level, the various marketing functions-sales force,

At the second level, other department must embrace marketing:

2. Products & services

McCarthy classified these activities as marketing- mix tools of four broad

A complementary breakeven of marketing activities has been proposed that

1. Solution: how can I solve my problem?

2. Information: where can I learn more about it?

3. Value: what is my total sacrifice to get this solution?

A market net work:

A market network consists of the company and its supporting stakeholders-

2. Brand & customers equity

8. Social responsibility marketing

9. Societal marketing service. It holds that the organization task is to

There is a great increase in the significance of service marketing due to

Life expectancy has risen, producing, on expanding retired population. This

a.) The increased number of women in the workshop has led to

b) Working women and the resulting two-income households have created a

f) communication and travel have increased aspiration levels. As a result both

1. Globalization has increased the demand for communication,

2. Increased specialization within the economy has led to greater

4.Political and legal changes: