Edit and expand on the work down  files are attached with the directions and the work that needs editted

Edit and expand on the work down  files are attached with the directions and the work that needs editted
EXHIBIT 2-3 Marketing Plan Outline for a Clinical Service Marketing Plan Outline For each clinical service: MANAGEMENT SUMMARY What is our marketing plan for this service in brief? This is a 1-page summary of the basic factors involving the marketing of the service next year, along with the results expected from implementing the plan. It is intended as a brief guide for management. ECONOMIC PROJECTIONS What factors in the overall economy will affect the marketing of this service next year, and how? This section will comprise a summary of the specific economic factors that will affect the marketing of this service during the coming year. These might include employment, personal income, business expectations, inflationary (or deflationary) pressures, etc. THE MARKET–Qualitative Who or what kinds of organizations could conceivably be considered prospects for this service? Depending on the clinical program, these might include patients, referral physicians, third-party payers, employers, or other health care institutions in the value chain. This section will define the qualitative nature of our market. It will include demographic information, industrial profiles, and business profiles for all people or organizations that could be customers for this service. THE MARKET–Quantitative What is the potential market for this service? Can a quantitative estimate be conducted that provides a projection that leads to a financial analysis and the reimbursement of the costs of the investment? TREND ANALYSIS Based on the history of this service, where do we appear to be headed? This section is a review of the past history of this service. Ideally, we should include quarterly figures for the last 5 years showing dollar volume; patient volume; share in primary, secondary, and tertiary service areas; referral flow sources and volume of business from each service over the past 5-year period; payer mix data, and all other applicable historical data. COMPETITION Who are our competitors for this service, and how do we stand competitively? This section should define our current competition, both on the immediate service area, regionally, and depending on the service beyond the service area. It should be a careful analysis outlining who the competitors are, what their market position and share are, why they have (or have not) been successful, and what actions they might be expected to take regarding this service during the coming year. This section might describe the changing shift in the competitive landscape. PROBLEMS AND OPPORTUNITIES Internally and externally, are there problems inhibiting the marketing of this service, or are there opportunities we have not taken advantage of? This section will comprise a discussion on both inhibiting problems and unrealized opportunities. It should include a discussion on the internal and external problems that can be controlled. Are there policies or operational procedures that will need to be adjusted if this service is offered or enhanced? It should also point out areas of opportunity regarding this service that we are not now exploiting. How strong is the brand equity as an opportunity to leverage or must it be considered as a weakness? Does the opportunity have synergistic effects for the organization? Are there internal resource constraints? Cultural issues that will be problematic in the implementation of the service? What are the barriers to entry for new service opportunities? Regulatory concerns? Buyers whether they are third-party payers or employers with significant power? How does the service further improve population health management initiatives? OBJECTIVES AND GOALS Where do we want to go with this service? This section will outline the immediate short- and long-range objectives for this service. Short-range goals should be specific and apply to the next fiscal year. Long-range goals will necessarily be less specific but still have defined metrics and should project for the next 3- to 5-year planning horizon. Objectives should be stated in two forms: Qualitative—reasoning behind the offering of this service and what modifications or other changes may be anticipated in light of a potentially changing external environment. Quantitative—likely future growth in patient volume, future forecasted revenue growth, anticipated increase in market share over planning horizon, anticipated increase in profit. ACTION PROGRAMS Given past history, the economy, the market, and the competition, what must be done to reach the goals set for this service? This section will be a description of the specific actions we plan to take during the coming year to assure the objectives set for the service in item VIII are achieved. These would include advertising and promotion, web strategy objectives, and sales strategy. It would also include programs to be designed and implemented by service line managers. The discussion should cover what is to be done, schedules for completion, methods of evaluation, and officers in charge of executing the program and measuring results.
Edit and expand on the work down  files are attached with the directions and the work that needs editted
Marketing Plan For Beneve Healthcare Limited. Beneve Healthcare limited is one of the largest business units of Orlando group of medical services. It was founded in the year 1960 in Orlando and since then it has been representing a breakthrough in the medical field by offering combination between the medical performance and luxurious services and through its existence it has ensured superiority in the field. It is located in the outskirts of Orlando city. This provides a serene environment and peace within the hospital. It has a capacity of 150beds fully equipped with the up to date operation theatres and 15 intensive care units, NICU, PICU, all integrated with radiology and lab units with outstanding accommodation services. Mission We, Beneve Healthcare Limited, are dedicated to serve both our customers and employees with the best of medical solutions there is. Vision We aim to be the best healthcare providers in the US and globalize to constitute international model of excellence for healthcare services. Accreditation Beneve Healthcare Limited is fully accredited and has the necessary certifications to offer its services globally. Objectives and goals Our main goal is to gain exposure in the market place that is achieve and maintain market leadership in the healthcare field. Economic projections Beneve Healthcare Limited has an aim to increase the profits by at least 4%. As healthcare system expands as end to end care facilities- including home health aides, palliative care, urgent care and physician offices- it is important that their internal processes follow suit. Increasingly capable and integrated data systems has given our executives and employees the visibility necessary to drive improvement in costs, quality and outcomes across disparate departments and facilities. Market Primary market which include general public are reached through advertising that is TV commercials, billboards, newspapers, radio. High and middle class are reached through brochures in proper locations, direct mail. Secondary market: Staff- physicians, nurses, auxiliary staff. Hospitals Business – drug screens, pre- employment physicals. Market segmentation Our market is divided into: Socio-demographic- age, gender and ethnicity. Geographical Psychographic Competitors Newly established wobart healthcare limited, improvement of older clinics around and integrated care delivery and management models. Regulations Beneve healthcare limited is regulated by: Patient Protection and Affordable Care Act(PPACA) Accountable Care Organizations Medicare Guidelines Trend analysis Beneve healthcare limited is ranked 25th globally and has a market size of 4.5millions people in the US. The company has successfully sold its services to 1000 patients in two days both in and out patients. Since most services are now advertised online, we moved most of our products and services to web platform. Problems and opportunities Problems are all around us and the solution is within our wheelhouse. Positive trends in the market have presented us with the best of opportunities, but after we develop them the real challenge is maintaining our competitive advantage as consumers change and competitors arise. Action program We have establish branches across the US to cope up with the fastest growing number of customers in the health industry. The hospital management has set up various maternity sections to curb the need for maternity services and increase competition and growing demands for patient centered care provision. Management summary Our management system consist of: Medical and health services managers Surgical technologists Medical secretaries Nursing assistants Registered nurses