Hospital marketing orientation and managed care processes: Are they coordinated?

K. R. White, J. M. Thompson, Urvashi B. Patel

Research output: Contribution to journalArticle

9 Citations (Scopus)

Abstract

The hospital marketing function has been widely adopted as a way to learn about markets, attract sufficient resources, develop appropriate services, and communicate the availability of such goods to those who may be able to purchase such services. The structure, tasks, and effectiveness of the marketing function have been the subject of increased inquiry by researchers and practitioners alike. A specific understanding of hospital marketing in a growing managed care environment and the relationship between marketing and managed care processes in hospitals is a growing concern. Using Kotler and Clarke's framework for assessing marketing orientation, we examined the marketing orientation of hospitals in a single state at two points in time - 1993 and 1999. Study findings show that the overall marketing orientation score decreased from 1993 to 1999 for the respondent hospitals. The five elements of the Kotler and Clarke definition of marketing orientation remained relatively stable, with slightly lower scores related to customer philosophy. In addition, we evaluated the degree to which selected managed care activities are carried out as part of its marketing function. A significant (p < .05) decrease in managed care processes coordinated with the formal marketing function was evident from 1993 to 1999. With increasing numbers of managed care plan enrollees, hospitals are likely focusing on organizational buyers as important customers. In order to appeal to organizational buyers, hospital executives may be focusing more on clinical quality and cost efficiency in the production of services, which will improve a hospital's position with organizational buyers.

Original languageEnglish (US)
Pages (from-to)327-336
Number of pages10
JournalJournal of Healthcare Management
Volume46
Issue number5
StatePublished - 2001
Externally publishedYes

Fingerprint

Managed Care Programs
Marketing
managed care
marketing
customer
Marketing orientation
Managed care
purchase
appeal
Research Personnel
Marketing function
Costs and Cost Analysis
efficiency
Buyers
market

ASJC Scopus subject areas

  • Health(social science)
  • Health Professions(all)

Cite this

Hospital marketing orientation and managed care processes : Are they coordinated? / White, K. R.; Thompson, J. M.; Patel, Urvashi B.

In: Journal of Healthcare Management, Vol. 46, No. 5, 2001, p. 327-336.

Research output: Contribution to journalArticle

@article{1716848711164815834ce6fd9f0be4ba,
title = "Hospital marketing orientation and managed care processes: Are they coordinated?",
abstract = "The hospital marketing function has been widely adopted as a way to learn about markets, attract sufficient resources, develop appropriate services, and communicate the availability of such goods to those who may be able to purchase such services. The structure, tasks, and effectiveness of the marketing function have been the subject of increased inquiry by researchers and practitioners alike. A specific understanding of hospital marketing in a growing managed care environment and the relationship between marketing and managed care processes in hospitals is a growing concern. Using Kotler and Clarke's framework for assessing marketing orientation, we examined the marketing orientation of hospitals in a single state at two points in time - 1993 and 1999. Study findings show that the overall marketing orientation score decreased from 1993 to 1999 for the respondent hospitals. The five elements of the Kotler and Clarke definition of marketing orientation remained relatively stable, with slightly lower scores related to customer philosophy. In addition, we evaluated the degree to which selected managed care activities are carried out as part of its marketing function. A significant (p < .05) decrease in managed care processes coordinated with the formal marketing function was evident from 1993 to 1999. With increasing numbers of managed care plan enrollees, hospitals are likely focusing on organizational buyers as important customers. In order to appeal to organizational buyers, hospital executives may be focusing more on clinical quality and cost efficiency in the production of services, which will improve a hospital's position with organizational buyers.",
author = "White, {K. R.} and Thompson, {J. M.} and Patel, {Urvashi B.}",
year = "2001",
language = "English (US)",
volume = "46",
pages = "327--336",
journal = "Journal of Healthcare Management",
issn = "1096-9012",
publisher = "Foundation of the American College of Healthcare Executives",
number = "5",

}

TY - JOUR

T1 - Hospital marketing orientation and managed care processes

T2 - Are they coordinated?

AU - White, K. R.

AU - Thompson, J. M.

AU - Patel, Urvashi B.

PY - 2001

Y1 - 2001

N2 - The hospital marketing function has been widely adopted as a way to learn about markets, attract sufficient resources, develop appropriate services, and communicate the availability of such goods to those who may be able to purchase such services. The structure, tasks, and effectiveness of the marketing function have been the subject of increased inquiry by researchers and practitioners alike. A specific understanding of hospital marketing in a growing managed care environment and the relationship between marketing and managed care processes in hospitals is a growing concern. Using Kotler and Clarke's framework for assessing marketing orientation, we examined the marketing orientation of hospitals in a single state at two points in time - 1993 and 1999. Study findings show that the overall marketing orientation score decreased from 1993 to 1999 for the respondent hospitals. The five elements of the Kotler and Clarke definition of marketing orientation remained relatively stable, with slightly lower scores related to customer philosophy. In addition, we evaluated the degree to which selected managed care activities are carried out as part of its marketing function. A significant (p < .05) decrease in managed care processes coordinated with the formal marketing function was evident from 1993 to 1999. With increasing numbers of managed care plan enrollees, hospitals are likely focusing on organizational buyers as important customers. In order to appeal to organizational buyers, hospital executives may be focusing more on clinical quality and cost efficiency in the production of services, which will improve a hospital's position with organizational buyers.

AB - The hospital marketing function has been widely adopted as a way to learn about markets, attract sufficient resources, develop appropriate services, and communicate the availability of such goods to those who may be able to purchase such services. The structure, tasks, and effectiveness of the marketing function have been the subject of increased inquiry by researchers and practitioners alike. A specific understanding of hospital marketing in a growing managed care environment and the relationship between marketing and managed care processes in hospitals is a growing concern. Using Kotler and Clarke's framework for assessing marketing orientation, we examined the marketing orientation of hospitals in a single state at two points in time - 1993 and 1999. Study findings show that the overall marketing orientation score decreased from 1993 to 1999 for the respondent hospitals. The five elements of the Kotler and Clarke definition of marketing orientation remained relatively stable, with slightly lower scores related to customer philosophy. In addition, we evaluated the degree to which selected managed care activities are carried out as part of its marketing function. A significant (p < .05) decrease in managed care processes coordinated with the formal marketing function was evident from 1993 to 1999. With increasing numbers of managed care plan enrollees, hospitals are likely focusing on organizational buyers as important customers. In order to appeal to organizational buyers, hospital executives may be focusing more on clinical quality and cost efficiency in the production of services, which will improve a hospital's position with organizational buyers.

UR - http://www.scopus.com/inward/record.url?scp=0034837585&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=0034837585&partnerID=8YFLogxK

M3 - Article

C2 - 11570344

AN - SCOPUS:0034837585

VL - 46

SP - 327

EP - 336

JO - Journal of Healthcare Management

JF - Journal of Healthcare Management

SN - 1096-9012

IS - 5

ER -