Ethical considerations in marketing

 

 

From

Berkowitz, Eric N. Essentials of Health Care Marketing. Available from: VitalSource Bookshelf, (5th Edition). Jones & Bartlett Learning, 2021.

 

Question One: A medical group recently conducted an advertising campaign for its new pediatric orthopedics department. After four weeks, a telephone survey found that 42% of the families with children under age 18 were aware of the service. Six months later, it found that 12% had actually used the service, and 3% said they were regular users of the facility for their children’s orthopedic needs. Compare this organization’s advertising performance to that of the hospital discussed in Table 15.7. How does this organization compare in terms of its media, creative, and service-effectiveness ratios? Where might the medical group need to make adjustments? Provide detailed explanation.

Question Two: In an era of transparency, some healthcare organizations are beginning to counter such third-party transparency sites as Angie’s List by posting patients’ ratings of their medical staff with a star-based approach along with ratings. At a recent medical staff meeting of the hospital where you are the marketing director, a department chair in surgery spoke rather vociferously against this new approach. “We seem to be moving to commoditizing what we do as physicians. I bought a car last weekend. The approach we are now taking is no different. I look at the ratings, and patients are looking at our medical staff? What is next? Will you have us interview with patients so they can decide who they want to meet with? These people are coming to us because of the expertise and skill we have. If they want to buy a product, let them go to the shopping mall.” When the physician sat down, several others nodded in agreement and a few others clapped in support. The CEO thanked the doctor for the opinion and suggested that rather than turn from this week’s agenda, it should be the focus of the next bimonthly meeting in terms of discussing the posting of patient evaluations along with directly addressing the broader issue raised by the chair of surgery.
It is the next meeting. As marketing director, you have been tasked with leading the meeting. Please outline your presentation in response. Provide clear rationale for your arguments.

 

Sample Solution

Addressing concerns about patient reviews and transparency in healthcare:

Introduction:

Thank you for joining this important discussion about patient reviews and transparency in healthcare. This topic is generating considerable debate, and we need to navigate it carefully to ensure we balance patient needs with maintaining high-quality care and physician respect.

Addressing the Surgeon’s Concerns:

I understand the chair of surgery’s concerns about “commoditizing” healthcare and potentially undermining physician expertise. However, several important points need to be considered:

  1. Shifting patient expectations:Today’s patients are increasingly informed and value transparency. They seek information and reviews before making healthcare decisions, similar to other service experiences.
  2. Building trust and understanding:Patient reviews, when presented ethically and professionally, can build trust and understanding between patients and physicians. They offer valuable insights into patient experiences and can help address potential concerns.
  3. Not just about ratings:Star-based ratings alone are insufficient. We need a system that captures qualitative feedback about communication, bedside manner, and overall experience, alongside medical expertise.
  4. Physician control and context:We can develop a review system where physicians have control over how their reviews are displayed, with the ability to respond to feedback and provide context.

Rationale for Patient Reviews:

  1. Improved patient satisfaction:Transparency fosters trust and can lead to improved patient satisfaction and loyalty.
  2. Enhanced communication:Reviews encourage open communication between patients and physicians, potentially leading to better care.
  3. Competitive advantage:Embracing transparency demonstrates a commitment to quality and can be a competitive advantage in attracting patients.
  4. Addressing existing review platforms:Ignoring patient reviews won’t make them disappear. Engaging with them proactively strengthens our control over the narrative.

Proposed Implementation:

  1. Develop a review system:Design a structured review system capturing quantitative and qualitative feedback, focusing on both clinical care and patient experience.
  2. Physician control and transparency:Empower physicians to moderate and respond to reviews while ensuring transparency and objectivity.
  3. Training and support:Provide training to physicians on effectively responding to reviews and managing online reputations.
  4. Data analysis and feedback:Regularly analyze review data to identify areas for improvement and share insights with physicians and the organization.

Conclusion:

Transparency is not about “commoditizing” healthcare but about adapting to patient expectations and building trust. By implementing a well-designed review system with physician control and transparency, we can leverage patient feedback to improve quality, communication, and ultimately, patient care.

Remember: This is a starting point for the discussion. Encourage open dialogue, address concerns, and involve physicians in designing and implementing the review system.

Additional Points:

  • Highlight examples of healthcare organizations successfully using patient reviews.
  • Address concerns about fake reviews and potential misuse of the system.
  • Emphasize the importance of protecting patient privacy and confidentiality.
  • Frame the discussion as an opportunity for improvement and positive change.

By leading this meeting with empathy, data-driven insights, and a collaborative approach, you can navigate the complexities of patient reviews and ultimately foster a culture of transparency and patient-centered care.

 

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