Is your brand a communications strategy or a business strategy?
Featuring Karen Corrigan and Kim Menefee, senior vice president for public/governmental affairs – WellStar (Atlanta, Georgia)
A brand is more than a logo used in print advertising. It’s more than a slogan heard by radio listeners. It’s a promise to consumers that your hospital will deliver the kind of care they need. If implemented correctly, a hospital’s brand can drive business and growth for the organization.
by Maureen O. Larkin
(Healthcare Strategic Management, November 2007) |
The Price is Right: Consumer Directed Healthcare Puts Pricing Back in the Marketing Mix
By Karen Corrigan
A number of forces are converging to affect more consumer influence in the selection, purchase and use of health services and products. These trends signal a fundamental shift in the basis for competition in the industry. Market leaders will be those that more rapidly recognize and respond to the new capabilities and competencies that the market requires.
(Marketing Health Services, Fall 2006) |
Service Line Management – What Can We Learn from Consumer Industry Models
By Karen Corrigan
While service line management popularity has waxed and waned and evolved over the past nearly thirty years the key issue for today’s healthcare executives and marketers in developing service line strategies is identifying what creates success. A successful service line management model must address the challenges of the newly emerging competitive healthcare consumer market.
(Healthcare Strategy Alert! March/April/May 2006) |
Innovation: A Core Competency
Featuring Karen Corrigan
What worked in healthcare strategy in the past no longer holds for the present and most certainly will not translate into future competitive success. Innovative new strategies are imperative for competing in today’s increasingly consumer-driven healthcare environment.
(Healthcare Strategy Alert! January/February 2005) |
Developing the Culture to Deliver World-Class Healthcare
By Jack McNamara
World-class healthcare competitors are not necessarily those with the most immediately recognizable names. World-class organizations perform at a level that distinguishes them from their peers and serve as a benchmark for excellence in the industry.
(COR Healthcare Market Strategist, January 2005) |
Steps to Competitive Advantage
By Karen Corrigan
The expectations of the marketplace continually reset the rules of competition. An organization’s ability to successfully develop and implement competitive strategy is the principal means to creating and sustaining competitive advantage over the long term. There are common practices that both characterize great organizations and that form the foundation for effectively competing in the marketplace.
(Marketing Health Services, Winter 2004) |
New Reimbursement Models Reward Clinical Excellence
By Karen Corrigan & Robert H. Ryan, MD
Although still in its infancy, a new “pay for performance” model that bases reimbursement on high-quality clinical performance is expected to sweep the health care industry within a decade. Hospitals need to prepare by intensifying their efforts to ensure systems and processes support high-quality care.
(hfm, November 2004) |
Community Hospitals Can Leverage Unique Strengths to “Raise the Quality Bar” in their Market
By Karen Corrigan & Robert H. Ryan, MD
While the basis for U.S. hospital competition is rapidly and radically changing, small community hospitals should not retreat from competition solely based on their size. These healthcare providers have considerable strengths that they can leverage to effectively compete against academic medical centers and larger healthcare networks.
(COR Healthcare Market Strategist, August 2004) |
Pay for Performance: The Case for Quality as an Integrating and Incentivizing Factor
By Robert H. Ryan, MD, Tobin N. Watt, Esq., Barry S. Herrin, Esq., Jennifer Pritzker Sender, MPH, Esq., Laura J. Cook, MHSA
Until recently “quality” in healthcare delivery was considered a concept difficult to define, much less to measure. However recent significant advances in quality measurement in the clinical setting will likely translate into the ability to use quality measurement as a vehicle for advancing the integration and coordination of medical services, improve compensation patterns for providers, and improve the overall level of care provided to the public.
(HealthLawyers News, February 2004) |
