Bellevue’s situational analysis involves unique needs assessment to analyze the institution’s internal and external environment. Situational analysis helps institutions understand progress in comparison with its competition (Clarke, 2021). Also, Bellevue will analyze its proposed services and understand ideal marketing strategies, goal alignment, and factors to consider in rolling out its new services. Bellevue’s needs analysis is the first step in discovering and implementing a new service for the benefit of the institution and its stakeholders.
Market Factors
Bellevue Hospital has several marketing factors that affect operations in the institution. Among its internal strengths include its ambulatory services to low-income households, and the uninsured. The institution provides additional crucial care including geriatric care, childbirth, and surgery. As part of the New York Health Hospital System, Bellevue Hospital is a beneficiary of additional resources (Caplin et al., 2020). The hospital’s weaknesses include a diverse payer mix with several uninsured patients. The hospital lacks adequate support from the youth in its volunteer program, and inadequate funding to compensate stakeholders such as workers.
Bellevue’s external marketing factors include its ability to add and develop services to meet community healthcare standards. The hospital focuses on lifestyle conditions such as hypertension, and heart conditions (Caplin et al., 2020). The hospital also faces threats such as a limited volunteering workforce. Bellevue’s competition poses challenges with large volunteering workforces, which affects the quality of services as the number of uninsured patients grows.
Service Proposal
A hypertension management program is an ideal service proposal for Bellevue Hospital. I have chosen this service proposal since it can acquire staff from medical school students in the region. The new service proposal can be altered to coexist with Bellevue’s Mobile Insulin Titration Intervention (MITI) (Caplin et al., 2020). Hypertension management is essential since it prevents heart attacks, stroke, and other chronic conditions. Enrolling a hypertension service program helps patients enjoy a wholesome approach to treatment where they can manage and treat conditions such as kidney failure, and heart conditions. This proposal is cost effective and easily attainable using efficient implementation policies used by the MITI program. Having enrolled in other successful programs, Bellevue hospital is more than capable of implementing a new hypertension management program.
Marketing Goal
Bellevue Hospital needs a SMART goal framework to implement the proposed hypertension management program. The goal framework guides management in setting unique goals for the proposed program. Bellevue needs to channel its proposed platform and market it through various social media platforms such as Twitter, and Instagram. The use of social media has an array of benefits for implementing such a goal. Social media has a large number of potential clients, and can help reach Bellevue’s target population (Caplin et al., 2020). Also, social media is a relatively cheap marketing platform. Some of the marketing goals for this program include educating medical workers with useful information regarding implementation and the program’s success rate. The proposed hypotension program should attract a sixty percent referral rate. High referral rates mean that the program is working effectively and helping save lives. In its first year, this program should enhance the development of necessary changes for implementation.
Goal Alignment
Bellevue Hospital aims at offering quality healthcare to its patients. The delivery of dignified care entails compassion, and cultural competence due to a diverse clientele (Caplin et al., 2020). The hypertension management program has goals that align with the hospital’s mission. The quality of care is uncompromised regardless of ethnicity, occupation, race, religion and other factors. The program aims to offer quality hypertension care to all citizens living in New York. The strategic goals of Bellevue include providing personalized care to patients from all walks of life. Inherently, the proposed program will cater for all patients including the uninsured and those from low-income families. Overall, the proposed service is essential in improving the quality of life in New York and its neighboring regions.
Competition
Lenox Hill hospital is one of the major competitors of Bellevue hospital. The competitor provides the full spectrum of medical healthcare for all patients. Nine employees at Lenox Hill enjoy a rating of seventy out of one hundred, making the institution first out of Bellevue’s competition. High-quality services at Lenox Hill allow the institution to safeguard and protect lives including hypertension patients. Understanding the competition’s strategy will help Bellevue hospital design a personal effective approach to hypertension therapy. The inclusion of technology such as Health Data tracking in the hypertension program can help Bellevue compete with major players in healthcare. Mount Sinai Heart Heart is another competitor in the industry offering specialized care for patients with specialized resources. Bellevue should engage in public participation to understand unique needs for hypertension patients. Mount Sinai Heart has assembled a world class team of experts in cardiovascular care (Alvarez-Garcia et al., 2021). The institution sets itself apart from competition through its accomplished leadership, and personalized treatment plans. Through a combined full range of outpatient services, Mount Sinai has the ability to treat thousands of patients and maintain the quality of healthcare. Furthermore, Mount Sinai Heart has a Comprehensive Cardiac Center (CCC) certification. Patients can easily develop trust in an institution recognized by international healthcare bodies. Inherently, Bellevue hospital can borrow a leaf for this institution to enhance its quality of care through personalized treatment. Bellevue’s competitors have set high standards of care, which promote care delivery and accessibility.
Ethical Criteria
Bellevue’s management has an ethical responsibility to uphold multiple principles and values according to the standards of healthcare in New York. The hospital’s marketing department should focus on principles of healthcare ethics including non-maleficence, beneficence, respect for autonomy, and justice. Bellevue hospital will effectively offer quality specialized healthcare to all members of the New York community. Marketing strategies for Bellevue have moral consequences. Also, industry ethical criteria have implications such as satisfied employees, reduced regulation costs, and high goodwill. Bellevue’s current marketing strategies respect the industry’s ethical standards(Rosenberg et al., 2020). The institition implements marketing strategies that promote health and wellness without discrimination by providing clients with the means for dealing with any moral complications. Bellevue helps its workers make informed decisions, recognize healthcare dilemmas while maintaining the laws that govern the industry. The institution promotes business ethics to comply with laws while maintaining quality care.
References
Alvarez-Garcia, J., Jaladanki, S., Rivas-Lasarte, M., Cagliostro, M., Gupta, A., Joshi, A., … & Lala, A. (2021). New heart failure diagnoses among patients hospitalized for COVID-19. Journal of the American College of Cardiology, 77(17), 2260-2262.
Caplin, N. J., Zhdanova, O., Tandon, M., Thompson, N., Patel, D., Soomro, Q., … & Charytan, M. (2020). Acute peritoneal dialysis during the COVID-19 pandemic at Bellevue Hospital in New York city. Kidney360, 1(12), 1345.
Clarke, A. E. (2021). From grounded theory to situational analysis: What’s new? Why? How?. In Developing grounded theory (pp. 223-266). Routledge.
Rosenberg, J. B., Nair, A., Jin, S., Avila, S., Polla, D. J., Miller, C. G., … & Reddy, H. S. (2020). Perspectives from the front lines of COVID-19: New York City ophthalmology resident narratives. Current opinion in ophthalmology, 31(5), 386-388.
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