Organizations may use their mission objectives as marketing tools. Organizational missions are essential navigational tools within company operations. By definition, organizational mission refers to the main reasons as to why an organization exists (Kotler et al., 2008). Missions also define and reflect organizational goals and the types of products and services offered by a company. Mission statements are also essential in the derivation of corporate objectives. The mission objectives offer customers chances to understand what the company intends to achieve within a specific timeframe. The objectives, therefore, must reflect the organizational mission statement (Kotler et al., 2008). For instance, if a medical facility's mission states that they improve the quality of care, the objectives must indicate the mechanisms or the desire to improve the quality of care. Such goals are essential tools in marketing as customers observing them can easily be attracted to the facility. The objectives must also be clearly defined to avoid any vagueness. In essence, through clearly stated mission goals, marketing can be achieved effectively, as customers understand what they expect from the organization.
Mission goals are also prioritized, enabling clients to view the best services they can get from organizations. Organizations' mission objectives also reflect their core values, allowing the clients to easily choose them over competitors (Kotler et al., 2008). Poorly stated objectives could perform ineffectively in attracting new clients. Organizational mission objectives are also essential in the determination of the best operational and marketing strategies. Depending on the developed mission objectives, organizations can adopt the most compatible strategies, thus elevating their marketing abilities. Through the objectives, organizations can also choose the strategic planning levels that can easily achieve their goals. The product, corporate, strategic business unit, and division levels can be chosen based on the adopted objectives. After choosing the product level strategy, organizations can adopt various marketing strategies for their products' easier movement.
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All organizational marketing activities and strategies must align and reflect the existing mission objectives. It also provides a distinct description of an organization's target market and customers, thus enabling a company to harness all its marketing efforts towards them (Kotler et al., 2008). Through the mission objectives, employees understand their roles in the marketing planning process and ensure the success of their organization. Consequently, the employees are motivated in their marketing roles to know when specific objectives are achieved quickly. They also understand their significance to the organization's long-term goals.
Research and assessment is also a critical mechanism that organizations can use to maximize their marketing effectiveness. The SWOT analysis method refers to examining strengths, weaknesses, opportunities, and weaknesses within a company's operational environment (Gürel & Tat, 2017). In the element of strength assessment, organizations can use both their capabilities and resources to harness maximum marketing options. In essence, the capabilities and resources can be intangible or tangible and a both critical in the development of a business. Healthcare organizations must examine their capabilities and the available resources before developing their marketing strategies. In essence, the strengths also correlate to the mission statement, as organizations base their strengths on the already established mission statements and objectives (Gürel & Tat, 2017). The evaluation process also enables organizations to estimate how long their strengths last, thus leading to effective marketing plans. In most cases, organizations must base their projections on the threats and opportunities presented in the external environment.
The evaluation process also entails the consideration of an organization's weaknesses. In essence, this analysis is conducted in ways that are similar to strengths' analysis. Consequently, the weaknesses are then evaluated in terms of capabilities and the available resources. Additionally, this evaluation must consider the mission objectives to estimate how a company lags. For instance, a healthcare facility may have insufficient financial resources and poor patient retention rates (Gürel & Tat, 2017). In essence, there are three additional dimensions that healthcare organizations can use in the analysis of their weaknesses. First, they must examine their financial performance in relation to various critical indicators. Through this evaluation, organizations can understand the best marketing plans to adopt. Performance capabilities are also vital evaluation areas for weaknesses. In this aspect, organizations must estimate their performance levels in terms of the regions offering them operating revenue. Consequently, if they are performing poorly, they must adopt marketing strategies that conform to their abilities. Finally, organizations should also evaluate human resource capabilities as part of their weaknesses evaluations (Gürel & Tat, 2017). Through this dimension, organizations estimate the staffing and vacancies ratios. Intangible measures like corporate culture and employee motivation should also be considered in this evaluation as they play a crucial role in ensuring successful marketing plans.
The external environment can also be evaluated to understand the best marketing practices to adopt. In the external environment, organizations must consider opportunities whereby healthcare facilities must exploit the available opportunities to expand their profitability or operations. Through this type of analysis, organizations can understand the areas that no longer fit their mission objectives. Healthcare facilities can also understand customer needs better, thus designing better marketing plans in line with their corporate goals (Gürel & Tat, 2017). Through the understanding of the external environment, organizations can diversify their operations. The diversification process involves entry into new business environments and ventures, which can only be understood through the opportunity analysis. For instance, a medical facility dealing only in outpatient services may notice the growing need for inpatient services through the opportunity analysis. The company could also notice a lack of adequate admission facilities within the external environment, thus making plans to harness the new opportunities.
Like in opportunity evaluation, healthcare organizations may also use SWOT analysis to acknowledge their threats and consequently implement better policies for evading them. For instance, after recording low patient turnouts, a hospital may decide to conduct a SWOT analysis to establish its new threats (Gürel & Tat, 2017). In such an analysis, the organization could establish its performance concerning the market requirements. Consequently, they can make the requirements, thus preventing loss of clients.
Another key element in marketing is strategy development, whereby organizations develop the most suitable strategies for their operations. This process involves research and identification of the available options and selection of the most suitable ones. Through SWOT analysis, businesses can understand their abilities and appropriate strategies (Chernev, 2020). The strategic management process is essential in any business as it gives everyone a sense of direction and a mechanism of doing things. There are three approaches to strategy development: segmentation, changing forces, and positioning. In the segmentation approach, organizations find parts within their industries, which are not impacted by the five forces. Most healthcare facilities are proficient in the implementation of this strategy.
In the positioning approach, healthcare facilities choose the best performing areas and focus on bettering them. Effective positioning strategies are considerate of organizational weaknesses and strengths. Using this approach, organizations can adopt three strategies: product leadership, operational excellence, and customer intimacy. Healthcare facilities that adopt the product leadership strategy focus on providing the best services in the market (Chernev, 2020). Those that adopt the customer intimacy strategy are more focused on a specific section of their customers. In essence, such organizations target particular customers and offer absolute services and products to them. Finally, those who adopt the operational excellence strategy focus on providing their services in low-stress and standardized environments. Using the changing force's approach, organizations must observe the existing forces and how they impact them. Consequently, the companies must change their operational mechanisms to adapt to the changing forces.
There are five stages to effective strategy development: goal setting, strategy formation, analysis, implementation, and monitoring. First, organizations must set their desired goals based on the organizational mission statement. The goals must reflect the organizational values, culture, and norms. In the second step, organizations analyze all the relevant content, including the goals and organizational culture (Chernev, 2020). After the analysis section, they form the most suitable strategy based on the considered factors. The next stage involves implementing the strategy, followed by monitoring and evaluation, whereby organizations find how a strategy performed within a specified period.
In the marketing plan development, marketing managers must first assess the mission and environmental factors. By definition, a marketing plan is a written document detailing the lessons obtained from the environmental analysis and describes the mechanisms through which the plans will be achieved. The marketing plans should better-reasoned, customer-oriented, and realistic (Kotler et al., 2008). A marketing plan must include executive summaries, environmental analysis, issue analysis, marketing strategies, objectives, implementation controls, action programs, and financial projections. The plan provides a brief of recommendations and goals that enable readers to understand its contents through the executive summary. In the environmental analysis section, marketing plans describe background information on the market, competitors, channels, sales, profits, and costs (Svatosova, 2018). This section also defines the market by issuing social, political, economic, legal, and technological issues.
The issue and opportunity issue analysis provides the main opportunities as entailed in the SWOT analysis section. The section also provides information on how the opportunities may impact an organization's progress towards its goals. The objectives section gives the marketing and financial goals as derived from the mission statement. Market shares, sales volume, and profitability objectives are also entailed in this section (Kotler et al., 2008). Through the marketing strategy, the document details how the organization will reach its markets. Implementation controls are those involved in monitoring and evaluation of the adopted plans. Finally, financial projections and action programs detail the economic estimations and the activities required for achieving such objectives, respectively.
References
Chernev, A. (2020). The marketing plan handbook . Cerebellum Press. https://books.google.com/books?hl=en&lr=&id=rY3mDwAAQBAJ&oi=fnd&pg=PT5&dq=Marketing+plan+creation&ots=8BNCrmHz17&sig=ZLxpGn4Izlq4AOoO6R9qB6qgEAc
Gürel, E., & Tat, M. (2017). SWOT analysis: a theoretical review. Journal of International Social Research , 10 (51). https://www.academia.edu/download/62389742/SWOT_ANALYSIS_-__A_THEORETICAL_REVIEW20200317-103393-rbe9nt.pdf
Kotler, P., Shalowitz, J. I., & Stevens, R. J. (2008). Strategic marketing for health care organizations: building a customer-driven health system . John Wiley & Sons. https://ereader.perlego.com/1/book/1008263/10
Svatosova, V. (2018). Importance of strategy and aspects of strategic development in small and medium-sized entrepreneurship. Ekonomický časopis , 66 (04), 329-349. https://www.ceeol.com/search/article-detail?id=684712
