PU Long Term Care Critical Analyses Marketing in Long Term Organizations Essay



Purdue University


Write a critical analyses paper demonstrating understanding and application of key concepts learned on chapters 18-20. Your paper must be 3-4 pages in length excluding references pages, 12p font, and double spaced. Separate all major topics into individual headings for better flow and clarity. Adherence to APA 7th Edition formatting guidelines must be demonstrated where appropriate. Your paper will include a critical analyses of the questions below. A critical analyses entails a comprehensive examination of key concepts and/or theories.

Please critically analyze the following:
The importance of marketing in long-term care organizations.

The relationship between strategic planning and marketing in long-term care.

The major challenges that have faced the long-term care system in recent years.

The success of the system in responding to the challenges outlined.

The challenges and opportunities future long-term care managers are likely to face.


Pratt, J. (2016). Long term care (4th ed.). Burlington, Ma: Jones and Bartlett.

attached chapters 18-20

Explanation & Answer length: 1000 words

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the organ efforts put care servic attempt to formal ma operation prosperity Devel good mar be follow a marketi grow or n that mark to create a . Top Defining Marketing and Community Relations Although most of this chapter focuses on marketing, it is intentionally titled, “Mar- keting and Community Relations” because both are elements of a successful overall program. It should be noted here that public relations and community relations are often used synonymously, and they do indeed share many characteristics. Therefore, the discussion begins with definitions of these terms, to show how they are similar, how they are different, and where they overlap. Marketing is defined by the American Marketing Association as “the activity, set of institutions, and processes for creating, communicating, delivering, and exchang- ing offerings that have value for customers, clients, partners, and society at large” (American Marketing Association, 2014). It is specifically focused on getting con- sumers to choose and purchase the products or services the organization has to offer. The marketing process involves conducting market research, developing a marketing strategy, and implementing that strategy. To understand community relations, public relations must first be defined. Public relations is “a strategic communication process that builds mutually beneficial relation- ships between organizations and their publics” (Public Relations Society of America, 2014). Simple and straightforward, this definition focuses on the basic concept of public relations—as a communication process, one that is strategic in nature and emphasizing mutually beneficial relationships (Public Relations Society of America, 2014). It is much broader in scope than marketing and focuses more on creating a positive image for the organization than on selling its services. It usually contains some element of getting good publicity and avoiding, or at least managing, bad publicity. Community relations, on the other hand, involve positive interaction with the community served. This includes public relations as a means of creating a favorable image with that community-but goes a bit further. It involves participation in com- munity activities; providing certain services that the community needs, such as free clinics; and being considered a good neighbor by the community it serves. It is easy to see how the terms marketing, public relations, and community relations can be confused because they each rely on the others. It is not necessarily important that they be considered separately as long as the role of each is understood. The way that each fits into an organization's overall marketing plan is explored later in this chapter. • TOF . Tor • • ToF • • Tor • Tor • • Toc • Toc . • Toc A ma • Wha • Whe • Wha • Wh • Who • Wh • Hoy Wh • Hor enco Organizing for Marketing Although they may not identify it as such, all long-term care organizations are engaged in marketing activities. However, do they do so effectively, efficiently, and in an orga- nized manner? The sad fact is that many do not. With market competition increas, ing within long-term care, successful marketing campaigns have become essential aspects of doing business even for smaller LTC organizations. Despite the size of 460 ma CHAPTER 18 Marketing and Community Relations the organization, the quality of the customer service it provides in addition to the care services attempt to attract customers on somewhat of an ad hoc basis. Others have developed operations. Organizations in this latter group have a far better chance of survival and establishing relationships are key components for marketing long-term (Keefer, 2014). Some long-term care provider organizations continue to formal marketing plans and have integrated marketing concepts into their overall prosperity in the long-term care system. They have developed a marketing mentality . Developing a marketing mentality means understanding the value of having a good marketing plan. A marketing plan is a road map that your organization will be following to achieve its goals and objectives for revenue growth. In other words, a marketing plan is a description of the activities you and your team will execute to grow or maintain your organization's goals (Fannon, 2013). It also means knowing that marketing is an integral part of the overall success of the organization. The reason to create a marketing plan could be any or all of the following: To provide greater discipline in the planning process • To provide strategic direction for an organization or business unit To provide an action plan for marketing-related activities • To provide a formal record of marketing-related decisions • To request budget • To request internal resources • To create dialogue with senior management • To communicate marketing priorities to other parts of the organization • To obtain buy-in from other parts of the organization (Lee & Hayes, 2007) A marketing strategy or plan can answer the following questions: • What economic and business environment are you experiencing? • What opportunities and problems are you facing? What business objectives do you expect to achieve? • What exactly do you sell? Who are your customers? Why should they buy your product or service rather than your competitors?? • How will you communicate your product or service to your customers? • Who will do what, when? How are you going to measure your progress so you can learn from the experi- ence (Lee & Hayes, 2007)? organization with a marketing mentality recognizes that it must allocate the decessary resources for development and implementation of the marketing plan. This does not necessarily mean devoting huge amounts of money. A marketing strategy An organization's marketing program must be focused on driving revenue by targeted doesn't necessarily mean an expansive budget. It does, however, mean that your Organizing for Marketing 461 the informa se identifica dhe strategic is also know wiew used resident opportunities and not only through branding efforts (Tromczynski, 2013). The marketing plan can be simple or complex, depending on the size and complexity of the organization, with corresponding costs. A marketing plan and associated mate rials should highlight the benefits and qualities of your services (Hawthorne, 2014). What is more important than the amount of resources is having a budget specifically dedicated to marketing, rather than treating it as a secondary activity. meeting and weakness, en pifcrease e these steps t aplained in Market Planning Versus Strategic Planning There has long been an ongoing discussion about whether market planning is a subset of strategic planning or strategic planning is a subset of market planning. As one might expect, the point of view usually depends on the role of the person holding that view. Strategic planners tend to see the market plan as an offshoot of the larger strategic plan; marketers like to think of the strategic plan as merely a tool for use in develop- ing a market plan. In fact, they are both right and neither is right. The two aspects of planning overlap a great deal, rely on essentially the same information, and contribute to the larger goal: success of the organization. The purpose of the strategic plan is to develop a strategy that will help the organiza- tion thrive and prosper. The purpose of the marketing plan is to develop a (marketing) strategy that will help the organization thrive and prosper by selling more of its services or products. The analysis and strategy selection elements of the strategic planning pro- cess build the foundation on which the marketing plan is created, while the marketing plan is one of several ways in which the goals of the strategic plan are realized. Self-Assess The first step smission ai perspective, i nons: Where The self- It consists of determine wh nization and strengths and Evaluation o To look at ho organization i The Planning Process The strategic planning process consists of several well-defined steps: ted them. Hc for them, it i will have to s est, it means Vision. To C • Self-assessment Evaluation of the mission and vision Internal analysis • External assessment Environmental analysis Stakeholder analysis Competitor analysis • Strategy development Identification of alternative strategies Selection of strategy Implementation • Evaluation s and the vist Hanning proc where you're brother way You don't kno ission stater timportance what the orga would have to 462 CHAPTER 18 Marketing and Community Relations the mission stress al tency in Many and networks have affected how care is delivered, the cost of delivering it, and the way it is used by consumers. There has been progress in allowing consumers to have more say in their care. The Patient Self-Determination Act of 1990 lent credence to advance directives and made it more feasible for consumers to state their wishes for end-of-life treatment in advance of the need for such treatment. We have also seen a move toward culture change. have a suh units have name of ta Some private co cover, the Yet, at th with othe Culture change—as used in the context of providing care-supports the creation of environments where residents and their caregivers are able to express choice and practice self-determination in meaningful ways at every level of daily life. Culture change transformation may require changes in organization practices, physical environments, relationships at all levels, and workforce models—leading to better outcomes for consumers and direct care workers. (Pioneer Network, 2008) had to pa quality a1 savings al It has to start with a shift in thinking from regulatory compliance to a real focus on meeting the expectations of the customer (defined as the resident and the resident family) (Farrell & Elliot, 2008, p. 20). Bruce Yarwood, former president and chief executive officer of the American Health Care Association/National Center for Assisted Living, said in an interview published in Provider magazine: Integn providers from with wayside. care. Alth the loss o Creat friendly s able abou for both The marketplace is demanding that the type of service we provide be driven by their expectations. To stay in business, we have to do more than the "old” nursing home stuff. We need to create a culture and environment of positive experiences for the residents—all the way from the food they eat, to the staff that serve them, to the therapy they receive. Not only is the culture changing in terms of what people are demanding, but the marketplace is forcing change through economics. (Farrell & Elliot, 2008, p. 20) added se! Othe those als long-terr depend service th services for a var Culture change is based, in large part, on improved relationships between staff and those they serve. Where nursing homes have traditionally grouped residents by floor with 40 to 50 people, they are now creating households with 10 to 16 people to create a more intimate environment. In this more personal environment, residents see the same faces of other residents and caregivers and build stronger connections (Proctor, 2014). Staff stability and consistent assignment have a tremendous impact on quality and overall performance. The benefits of consistent assignment have been described by Barbara Frank, cofounder and consultant, B & F Consulting, as follows: Consistent assignment supports caring relationships between staff and residents . These caring relationships are what draws staff to this work and keeps them. Stability and consistency allow staff to work better with each other, which reduces Fut Let us no can pred result of long-ter 484 CHAPTER 19 Into the Future: Trends To Watch C tency improves care outcomes (Farrell & Elliot, 2008, p. 23) stress and allows staff to provide more consistent care to residents . This consis- name Many nursing facilities have found that seemingly small efforts on their part can have a substantial impact on the quality of life of their residents. For example, nursing units have become neighborhoods. The bathing area (formerly called by the inglorious of tub room) has become the spa. Some of the solutions created new challenges. For example, as the government and private corporations began to experience healthcare expenses beyond their ability to cover, they sought relief. They found some of that relief in the form of managed care, Yet, at the same time, the rise of managed care presented the long-term care system with other problems. Providers have been forced to make major changes. They have had to pay much more attention to cost-effectiveness while trying to maintain high quality and have had to face complaints that managed care organizations put cost savings ahead of choice or quality. Integration of services has been a positive step overall , but it has been fatal for some providers. Those who have not been able to adjust to integrated care or competition from within and without their own spheres of operation have generally fallen by the wayside. This has sometimes forced consumers to change how and where they received care. Although integration and competition may have been the forces that triggered the loss of these providers, their demise was probably inevitable. Creation of new services has created additional demand. As more consumer- friendly services have become available and consumers have become more knowledge- able about them, there has been an increase in use of those services. This is good news added services out of a funding pool that has not grown accordingly. for both consumers and providers but not necessarily for those who must pay for the Other challenges of the recent past still show little, if any, resolution. Many of long-term care system is still essentially reimbursement driven. The services received those also deal with financing, a difficult subject to address, to say the least. The depend somewhat on the reimbursement available. There is still more demand for service than there is money to pay for it. Access to and availability of long-term care services continue to be areas of shortcoming. Services are not distributed equitably for a variety Future Directions can predict the future, and many do. The following identification of trends is not the Let us now look at where the long-term care system is likely going and why. Anyone result of special psychic powers, nor does it represent any particular knowledge that others do not have. What it does represent is a careful review of the history of the term care system, analysis of current events, and an understanding of how that Future Directions 485
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Long Term Care Critical Analyses Outline
Student’s Name
Institutional Affiliation


Long Term Care Critical Analyses Outline

Importance of Marketing in Long Term Organizations
a) Most organizations that do well have set aside huge funds to facilitate the
marketing process.
b) Marketing in long term care organizations highlights some of the reasons
customers remain loyal.


The Relationship between Strategic Planning and Marketing in Long-Term Care
a) Strategic planning is a greater version of marketing as one has to plan in order to
put in place the right marketing process.
b) A strategic plan is well related to marketing because it is a way of putting place
foundations for sales


The Major Challenges That have Faced the Long-Term Care System in Recent Years.
a) Ageing population is a major challenge to the long term care systems
b) Staffing shortages is also a challenge facing long term care systems


The success of the system in responding to the challenges outlined.
a) The challenges facing long term care systems in the recent years are currently
undergoing changes in order to correct them.
b) The nurses and other long term professional staff are getting wages that are


The Challenges and Opportunities Future Long-term Care Managers are likely to Face.
a) Integration of services is one of the challenges that future long term care
managers are likely to face.


b) Financing the cost of care is also a challenge that the long term care managers
will face in future.


Pratt, J. (2016). Long term care (4th ed.). Burlington, Ma: Jones and Bartlett.



Long Term Care Critical Analyses
Student’s Name
Institutional Affiliation




Long Term Care Critical Analyses
Importance of Marketing in Long Term Organizations
Marketing is a process that many successful organizations have had to focus on in order
to remain relevant for an extended period. Most organizations that do well have set aside huge
funds to facilitate the marketing process. This is an implication that part of the capital that is
needed to set up an organization is used for marketing. Long-term care with the mission of
operating for long has to make sure that the marketing process is well planned and executed.
The importance of marketing in long-term care organizations is, therefore, to gain a
proper strategic direction in each of its departments. This also goes hand in hand with being able
to operate in a competitive environment where people are majoring in the same products or
services. Marketing in long-term care organizations is also important because it highlights some
of the reasons customers remain loyal and also gives reasons not to buy from competitors.
Marketing is also a way of burring new entrants in the market, especially if an organization
wants to operate as a monopoly.
Marketing is also a way of recognizing the fact that one has to obtain the right resources
for an organizational operation. Marketing increases the client base, and therefore the long-term
care system is likely to expand and remain in operation for long (Pratt, 2016). This is most
evident after the success pillars have been measured, and the results are positive depending on
the marketing initiatives that have been put in place.
The Relationship between Strategic Planning and Marketing in Long-Term Care.
Strategic planning and marketing are terms that are used interchangeably when focusing
on business and the processes involved. Strategic planning appears to be a greater version of



marketing as one has to plan in order to put in place the right marketing process. Strategic
planning is used when an organization wants to develop a strategy to proper or thrive in a given
line of operation. Marketing, on the other hand, ensures that the services and products of an
organization are well sold.
A strategic plan is well related to marketing because it is a way of putting place
foundations for sales. A plan is always necessary when figuring out the right marketing
technique to apply (Pratt, 2016). For instance, if a product is set to target kids, a strategic plan on
how to reach many of them has to be designed. This will ensure that the marketing funds are well
utilized and that they get to the targets as needed. Marketing fully depends on the strategic plan
that an organization needs. Marketing is a way of realizing strategic plans in a profound way. If
the goal is to reach twenty clients in a span of one month, a marketing process has to be initiated.
The marketing has to go hand in hand with the pi...

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