Marketing plan for the new consultation center of Vietnam Century Hospital

TP. HCM
HO CHI MINH CITY OPEN UNIVERSITY

UNIVERSITÉ LIBRE DE BRUXELLES
SOLVAY BRUSSELS SCHOOL

MBAVB4

HỒNG BÍCH KH

MARKETING PLAN FOR THE NEW
CONSULTATION CENTER OF VIETNAM
CENTURY HOSPITAL

MASTER PROJECT
MASTER OF BUSINESS ADMINISTRATION
(PART-TIME)

TUTOR: DR.

HO CHI MINH CITY
2012

HÀ MINH QUÂN


i

DECLARATION

I hereby declare that this thesis is my first marketing plan for the private healthcare sector

and it has not been submitted anywhere for any degree or qualification. It based on the
knowledge I gain from the interesting marketing subjects in Master of Business
Administration 2010-2012 program of Solvay Brussels School and Ho Chi Minh city Open
University and researches in Vietnam healthcare field.
I also certify that, to the best of my knowledge, any helps received in preparing this thesis,
all sources and information used have been acknowledged in this thesis.

February 28th, 2012
TR N HOÀNG BÍCH KHUÊ

Marketing Plan for The new Consultation Centre of Vietnam Century Hospital
MBAVB4 - Tr n Hồng Bích Kh


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ACKNOWLEDGEMENT
From me with all my honestly respect and love:
First and foremost, I would like to deeply thank my family my beloved mom and dad who give me a great encouragement, heartily support and love to complete not only this
MBA program but also bravely face with all my difficulties in life.
Secondly, I would like to express my grateful thanks to my supervisor, Dr. Tr n Hà Minh
Quân, who help me a lot in giving the orientation, advices and comments for this final
thesis
I would like to send many thank for the help and inspiration from doctors -Tr
g Quang
Huy, Tr n Th Lý who give me the interesting knowledge and understanding deeply
about the Vietnam Century Hospital, the healthcare field, useful information about their
career.
I would like to express my deep appreciation to my colleagues, my business team for their
supports in long time to help me complete my works and have time to done this thesis; to

my friends for their contributed discussions and opinions.
Finally, I would like to thank much to Solvay MBA program, all the professors, the
members of programs, the coordinators, my friends in class for useful knowledge,
memorial time, valuation debate and exciting study.

February 28th, 2012
TR N HỒNG BÍCH KH

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TABLE OF CONTENT
DECLARATION ............................................................................................................. i
ACKNOWLEDGEMENT ............................................................................................... ii
................................................................................................... iii
TABLE OF CONTENT ................................................................................................... iv
LIST OF FIGURES.......................................................................................................... vii
LIST OF TABLES ........................................................................................................... viii
LIST OF ABRREVIATIONS .......................................................................................... ix
EXECUTIVE SUMMARY .............................................................................................. 1
CHAPTER 1: GENERAL INFORMATION ................................................................... 2
1.1 Statement of the market ............................................................................................. 2
1.2 Vision and Objective of project ................................................................................. 3
1.3 VCH Introduction....................................................................................................... 4
1.3.1 About VCH ......................................................................................................... 4
1.3.2 The Consultation Center

.............................................................. 5

1.3.3 Profitability ......................................................................................................... 7
CHAPTER 2: LITERATURE REVIEW ......................................................................... 11
2.1 Marketing Strategy ..................................................................................................... 11
2.1.1 The Strategic Planning Context .......................................................................... 11
2.1.2 Market Segmentation, Targeting, Positioning, and Competition ....................... 14
2.1.3 Blue ocean strategy ............................................................................................. 17
2.2 Understanding consumer behavior ............................................................................. 18

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2.2.1 Healthcare consumers

who are they? ............................................................... 19

2.2.2 The buying decision making ............................................................................... 20
CHAPTER 3: HEALTHCARE MARKET AND VCH
INTRODUCTION............................................................................................................ 23
3.1

...................................................................................... 23

3.1.1 Definition of Healthcare Market ......................................................................... 23
3.1.2

............................................................................ 23

3.1.3 Environment (SLEPT) analysis .......................................................................... 29
3.2 Competitor analysis .................................................................................................... 35
3.3 Customers analysis - Market research design ............................................................ 38
3.4 SWOT analysis........................................................................................................... 41
CHAPTER 4: MARKETING STRATEGY .................................................................... 43
4.1 Segmentation and target market ................................................................................. 43
4.1.1 Market segmentation and choosing target .......................................................... 43
4.1.2 Target market ...................................................................................................... 43
4.2 Positioning.................................................................................................................. 44
4.2.1 New added values ............................................................................................... 44
4.2.2 Positioning strategy ............................................................................................. 48
4.3 Objective of marketing plan ....................................................................................... 50
CHAPTER 5: MARKETING PLAN ............................................................................... 52
5.1 Marketing program..................................................................................................... 52
5.1.1 Product - Competence ......................................................................................... 52
5.1.2 Place - Convenience ............................................................................................ 55

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5.1.3 Pricing - Cost ...................................................................................................... 56
5.1.4 Promotion - Communication............................................................................... 57
5.1.5 Patient - Compassion .......................................................................................... 59
5.2 Budgeting ................................................................................................................... 60
5.3 Implementation and control ....................................................................................... 61

REFERENCES ................................................................................................................. 69
APPENDIX 1 ................................................................................................................... 70
APPENDIX 2 ................................................................................................................... 71
APPENDIX 3 ................................................................................................................... 72

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LIST OF FIGURES
Figure 1.1: Number of Inpatient inn average per day in 2006-2010 .................................. 8
Figure 1.2: Monthly number of surgeries in 2006-2010 ..................................................... 9
Figure 2.1: Four actions framework .................................................................................... 18
......................... 25
Figure 3.2: Healthcare spending of Vietnam in 2006-2010 ................................................ 25
Figure 3.3: Vietnam hospital beds and doctors, 2010 ......................................................... 27
Figure 3.4: Cost comparison for selected surgical .............................................................. 28
Figure 3.5: Population, over-65 age group ......................................................................... 29
Figure 3.6: Life expectancy................................................................................................. 30
Figure 3.7: BMI short-term political risk value .................................................................. 33
Figure 4.1: Percentage of volume and value ....................................................................... 43
r .............................................. 45
Figure 4.3: Positioning Strategy.......................................................................................... 48
Figure 4.4: Objectives of the marketing plan ...................................................................... 50
Figure 5.1: Budget allocation for the communication campaign ........................................ 60

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LIST OF TABLES
.............................................................................. 9
ervices............................................................... 12
....................................................................................... 13
Table 2.3: Major segmentation variable for consumer markets ......................................... 14
Table 2.4: Steps in the segmentation process ..................................................................... 15
Table 2.5: Healthcare consumers versus other consumers ................................................. 19
Table 3.1: Health Indicators ................................................................................................ 23
Table 3.2: Competitor Pros vs. Cons .................................................................................. 36
.................................................... 39
Table 3.4 SWOT analysis ................................................................................................... 41
Tab

..................................................................................... 55

Table 5.2: Communication plan .......................................................................................... 57
Table 5.3: The implementation plan

tation Center ................................. 62

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LIST OF ABBREVIATIONS
BMI

Business Monitor International

CHS

Community Health System

CT

Computerized Tomography

GI

Gastrointestinal

HRH

Human Resources for Health

ICU

Intensive Care Unit

IOM

The Institute of Medicine

JCI

Joint commission International

MRI

Magnetic Resonance Imaging

STP

Segmentation, Targeting, Positioning

VCH

The Viet Nam Century Hospital

WHO

World Health Organization

Marketing Plan for The new Consultation Centre of Vietnam Century Hospital
MBAVB4 - Tr n Hồng Bích Kh


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EXECUTIVE SUMMARY
The Vietnam Century Hospital (VCH), recognizing the significant of demand toward high
quality healthcare within Ho Chi Minh city and surrounding areas as well as committing to
continually enhancing the quality of the client and patient services and facilities it offers.
As part of this ongoing effort, VCH has constructed a new five-star standard Consultation

Center with a contemporary look and upscale feel; in addition to the long-term purpose of
providing first class benefits management services to its target market.
VCH
tre is one of the biggest expansion projects undertaken by
VCH since its inception. Designed by renowned architect Reda Amalou from Paris-based
and expansion plan. Construction on the new Consultation Centre began at the end of 2010.
Now complete, this facility unifies contemporary architecture, stylish decor and customdesigned interiors that facilitate the functions of a five-star international hospital, while
ensuring that staff and patients benefit from a comfortable, safe, high quality environment.
The purpose of this project is to aim these following goals:
-

To provide quality health care to residents of area

-

surgical medication as well as general medical services.
To increase the number of patients by 30% per year in first two year through
superior performance and marketing activities

The outcome is a marketing strategy proposal cover its component: segmentation,
targeting, re-

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Chapter I: General Introduction

1.1 STATEMENT OF MARKET
For many years, healthcare in Vietnam was closely regulated by the Vietnamese
government. However, ever since the country opened up to privatization, the healthcare
industry has become an area of interest to foreign investors. Demand for better healthcare
services from a Vietnamese population of increased wealth is driving this foreign health
investors hope to address through their involvement.
Vietnam has a population of approximately 86 million people, of which the two largest
cities are Ho Chi Minh City and Hanoi, with official population estimates of 7.1 million
and 6.3 million respectively. These two markets also represent 80% of the total private
healthcare market in Vietnam.
In general, Vietnamese healthcare system is divided into 2 sectors: Public and Private
Medicine in terms of ownership or Western and Oriental (traditional) Medicine in terms of
approach. In addition, the health system is supported by a national health insurance scheme
which is compulsory for all public sector employees as well as private enterprises with
more than 10 employees.
While there has been an increasing demand for international standard healthcare, many of
initiatives are concentrated on the provision of secondary and tertiary care. Consequently, a
number of private ventures are being initiated towards new private hospitals through a
perceived lack of international standard secondary and tertiary care in the country
International clinics exists in Ho Chi Minh City, yet are priced beyond the means of most
of the local population and mostly frequented by expatriates who do so for reasons of
familiarity, perceived international standards but lack alternatives.
To capture market arising demand, VCH on the way of its development officially run a
new five-star standard Consultation Centre throughout the inauguration ceremony of this
advanced facility on 1st December 2011. Comprising 28 new consultation rooms, the new
Consultation Centre will allow VCH to see 500 more patients per day in addition to the 800
outpatients currently received at the main building
capacity by 60 per cent. This final project therefore is to develop this new Consultation
Marketing Plan for The new Consultation Centre of Vietnam Century Hospital
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rketi

objective and boost

sales.

1.2 VISION AND OBJECTIVE OF THE PROJECT
VCH
VCH with the efforts providing world-class and multi-disciplinary healthcare in Vietnam
as well as continually enhancing the quality of the patient services and facilities it offers designed by renowned architect Reda Amalou from Paris-based firm AW², this project is
ve US$ 3.5 million renovation and expansion plan.
Now, VCH
bring to its patients who care about the quality of their health and life. This new
Consultation Center is one of VCH
-term goal. With
this, the innovation of technology and improvement of medical examination to meet all the
needs of the people as well as eliminate all cases for referral are the key words to develop
of VCH in general and the Consultation Center in particular.
Unlike the consumers goods or other industry, as a kind of healthcare products and
services, VCH
r is regulated by the Ministry of Health that makes
limited the marketing activities. Therefore, the marketing strategy and marketing plan for
this Consultation Center are not only satisfying the objective of VCH but also ensuring not
out of the rules to scientific activities like public relation, symposia, seminars, sponsoring
However, VCH new Consultation Center is out of the regular marketing strategy in case
of medical treatment application and innovative technology is the most significant core

differentiation of the healthcare services. Beside, non-medical services is developed by
VCH in order to bring the new values to this new Consultation Center for the increasing
demand of patients. In addition, the reputation of the hospital are placed in the top as well
as medical ethics always came with your doctor to create long-term trust of patients like
VCH
We provide superior quality and comprehensive patient care, in a
continuous effort to
These are the keys in marketing strategy and
the platform to build marketing plan in its first operation period. By construction this new
Center, VCH has an ambition to be recognized as a leader in private healthcare sectors for

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medical and surgical treatments not only in Ho Chi Minh City but also in East Southern
Asia.
In this final thesis, I want to introduce you the marketing plan of VCH
develop its new Consultation Center in period 2011-2015; especially in the launching year.

1.3 VCH
1.3.1 About VCH
Established in 2001, VCH
It is a wholly foreign-owned general hospital, offering a wide range of medical and surgical
services under one roof, equipped to care for you from consultation and diagnosis through
to the completion of your treatment.
VCH was the first in Vietnam to be accredited by an international organization: the French
Haute Autorité de Santé in 2007. They are presently working to achieve recognition from

the global leader for accreditation, the JCI (Joint Commission International) by 2010.
Mission
We provide superior quality and comprehensive patient care, in a continuous effort to gain
your complete trust
Values
Our patients are at the heart of the hospital
We are highly skilled and ethical professionals
We follow established quality processes and international standards
We blend the best of Vietnamese and French medical cultures
We are respectful, dedicated, caring and compassionate
We consider excellent Customer Service as essential
We have a high sense of team spirit
We are ever-striving to improve
We are reliable and accountable
We provide an enthusiastic working environment

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1.3.2 The

introduction:

The renovation and preliminary design
Comprising 28 new consultation rooms, the new Consultation Centre will allow VCH to
see 500 more patients per day in addition to the 800 outpatients currently received at the
main building essentially increasing

the construction of the new Consultation Centre not only allows VCH to see a greater
volume of patients, but also gives the hospital a completely new look and feel. The new
Centre is linked to the Main Building by the Indochine Walkway, which is made of
transparent glass and creates an additional 580 square metres of space. The waiting lounges
in this walkway are all elegantly upholstered and richly carpeted.
Target on high income group who are working in professional place as well as have
lifestyle and looking for careful, trusted and safe healthcare services, this new Consultation
Centers was built to adapt its clients with construction as follow:
(1) First floor:
Emergency center: offers specialized services, such as an ambulance service which
also serves as a mobile Intensive Care Unit (ICU) and is capable of collecting a
patient in critical condition in areas far from Ho Chi Minh City
Medical center: The VCH establishes, manages and operates the Consultation
Centre for the purposes of providing affordable international standard primary
healthcare and healthcare consultation services to the Vietnamese and foreign
community working and living in Ho Chi Minh City. The followings are main
healthcare services of the Consultation Centre:
- General Practice & Family Medicine
- Paediatrics & Neonatology
- Cardiology
- Anaesthesiology
- Anti - Aging
- Oncology
- Pain Management
- Gastro enterology & Hepatology
- Internal Medicine

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(2) Second floor:
Lifestyle Clinic: Providing skincare, anti-aging, plastic surgery and dietitian
services, VCH
beauty care, available for the first time at a hospital in Vietnam. The procedure
process here has also been improved to increase efficiency and be more convenient
for patients. Before their appointment with a doctor, customers will be carefully
consulted in order to select the customized services that best satisfy their individual
requirements. While waiting, they can enjoy complimentary coffee, cake and
refreshments and free wifi-internet.
Asian Clinic: Consisting of consultation rooms to accommodate Korean doctors,
Japanese doctors, and Khmer doctors, VCH
services for patients that wish to see a doctor of a specific nationality and that
speaks their mother tongue. With this multi-national medical service, VCH can
better meet the demands of patients from other countries.
(3) Third floor:
Surgical Centre: This area is dedicated to the Surgical Centre and Orthopaedics
Department (including hand surgery). Anaesthetists are also available here and
ready to prepare patients undergoing surgery. With the greater number of
consultation rooms at this centre, VCH will be ready to welcome more associate
doctors, and meet increased patient demand for medical examination and treatment.
Moreover, this centre also incorporates micro-surgery rooms, offering beds for
stitch removals, bandage replacement and on-site micro-operation procedures,
which are performed quickly in a safe, custom-designed environment.
The spacious blood collection area will also help to support the surgical services
being provided here.
Now that this new Consultation Centre is fully operational, VCH is proud to provide
patients with an even more extensive range of world-class healthcare services. VCH

renovation projects will ensure our patients benefit from greater comfort and convenience
when visiting VCH for premium healthcare services.
Technology and equipment
The VCH
Center intends to institute policies and procedures which ensure
international standard practices. The medical equipment for the Clinic all are brand-new
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and imported from USA, Japan and Singapore (which account for over 98% total value of
medical equipment).
Equipment:
- Endoscopy: with the most high-tech endoscopy equipment and GI specialist trained in
US, Singapore, the Clinic will provide a comprehensive diagnosis and therapeutic
endoscopy for upper and lower GI. Endoscopy will be done on outpatient basic with
sedation to relieve much uncomfortable for patients. All therapeutic endoscopy can be done
- GYN Care: we equipped a full world of art set for woman care, mammography for early
diagnosis breast Ca with biopsy needle in the machine so we can take even a small sample
accurately; colposcopy for early screening cervical cancer and cone biopsy; ultrasound
machine with proper probe for breast exam and pelvic exam will help early and accurate
diagnosis.
Technology
- Software: with the advanced development in informatics technique, medicine become
borderless, we can save all medical records with active pictures and connect with some
regional university hospitals (i.e. National University Hospital of Singapore) or even with
US hospitals for consultation. A software will reduce less paper work for doctors and
analyze patients' data for further development of the clinic.

Besides, the Hospital will hire some other equipment and component from time to time for
implementing the projects for meeting the business effectiveness.
1.3.3 Profitability
Market share and revenue
In the multi-specialized department hospital segment, VCH has gained a marker share of
around more than 33,2% in 2009 and 37% in 2010 . With the advantage of indirect
competition with other private hospitals most of private hospital in Ho Chi Minh city is
the specialized hospital
VCH has kept the position as a leader with very strong
competitive advantages. The following is VCH
arket share
percentages for 2010.

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Inpatient
(1) Direct Care Bed Days

2,455

(2) Purchased Care Bed Days
(3) Market Share

1,945

35.8%

Outpatient
(1) Direct Outpatient Visits

29,456

(2) Purchased Outpatient Visits
(3) Market Share

79,576

40.5%

According to VCH
medical specialties and surgical specialties.
Figure 1.1: Number of inpatients in average per day in 2006-2010

The number of patients has increased significantly over the years. Despite the considerable
difference in the number of patients per month in which the highest is in the last month of
the year, but according to records of the hospital, the average number of patients has
increased nearly 38% from 2006 to 2010.

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Figure 1.2: Monthly number of surgeries in 2006

2010

Although surgical treatment is not the strength of the VCH but in 2010 the hospital opened
in 1063 cases, especially heavy patients increased from 18% in 2009 to 32% in 2010
Coverage:
VCH patients are mainly from Ho Chi Minh City and the southern provinces, only
approximately 10% are from other areas. Foreign patients are growing in recent years - this
segmentation is focused in the future.
Table 1.1: Allocation of VCH
2006

2007

2008

2010

2009

No.

%

No.

%

No.

%

No.

%

No.

%

HCM City

757

50

1409

43

1904

43

1785

45

1960

42

Southern
provinces

572

37

1513

46

2045

45

1859

46

2197

48

Central provinces

160

11

329

10

329

10

299

7

374

8

Northern
provinces

19

1

13

0,4

13

0,7

22

1

26

0,5

Foreigners

19

1

21

0,6

71

1,3

45

1

67

1,5

1527

100

3.285

100

4.518

100

4010

100

4624

100

Total

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Awareness:

In the end of 2010, according to the AC Nielsen survey, 92% people who live in Ho Chi
Minh city know VCH brand name. In the northern and southern, the rates are 36% and
19,8% respectively.
Image:
In the most telling example, the impact of the wide range of full services VCH has been
negligible because it has further stimulated a trend toward a dramatic expansion of the
overall market. These advantages made chance for VCH has built its brand image as
Although VCH has a higher price than its local
competitors as well as other foreign-owned hospital, patients and their family choose it
based on its guarantee not only on quality but also on ethical with Vietnamese slogan
In addition, image of VCH is built as a community health exchange
by international standards such as radiology images and tests can be transmitted on-line
and discussed with these doctors, as well as its partner laboratories in France.

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Chapter 2: Literature review

2.1 MARKETING STRATEGY
2.1.1 The Four Ps:

manner an organization approaches business practices:
1. Product: The service or product provided by the organization.
2. Place: The distribution of the product/service to the consumer.
3. Price: The cost of the product/service.
4. Promotion: The communication of the product/service and its benefits to the

consumer.
Unfortunately, this model does not always work well in health care organizations. The
industry is predominately service oriented, and distribution is limited. In addition, price is
schedules. And, until recently, promotion has been minimal. The model does not address
directly the ultimate consumer: the patient.
Studies performed by Marketing at The Institute of Medicine (IOM) have indicated
nt) needs, wants, expectations, and
1. Competence: The perceived quality of care received and qualifications of the health
care provider.
2. Convenience: Location, availability of services; timeliness.
3. Communication: Ability of provider to communicate effectively with the
consumers; effective listening.
4. Compassion: Friendliness, concern, and dedication of providers and staff.
This model does not address directly another factor: cost of health care. Of the population
sampled, those who are enrolled within the civilian network are not concerned with cost.
They have become immune to financial implications and demands that influence utilization

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due to rising national healthcare costs. They pay nominal enrollment costs and few
copayments. This varies greatly with those not enrolled who primarily obtain their health
insurance through employer based policies. Cost is extremely important to this population.
According to those standards, health care must be expressed in the following table:
Table 2.1
Aims of the Institute of Medicine (IOM)
Safe

Avoiding injuries to patients from the care that is
intended to help them.

Effective

Providing Services based on scientific knowledge to
all who could benefit and refraining from providing
services to those not likely to benefit.

Patient-centered

Providing care that is respectful of and responsive to
individual patient preferences, needs, and values and
ensuring that patient values guide all clinical
decisions.

Timely

Reducing waits and sometimes harmful delays for
both those who receive and those who give care.

Efficient

Avoiding waste, in particular waste of equipment,
supplies, ideas and energy.

Equitable

Providing care that does not vary in quality because

of personal characteristics such as gender, ethnicity,
geographic location and socioeconomic status.

(source: />
The challenge presented to all the hospitals were to integrate the three models into a
working model, which synthesizes marketing theory, health care expectations, and
organizational goals. The first step was to reconcile the Four Ps with the Four Cs. As
mentioned previously, the missing factors (Patient in the Four Ps, Cost in the Four Cs)
were placed into those models. Therefore, they became the Five Ps and Five Cs.

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When placed in a matrix, along with the IOM model, it became obvious that they were
readily interconnected:
Table 2.2
Criterion

"Four Ps"

"Four Cs"

Aims

1

Product

Competence

Safe/Effective

2

Place

Convenience

Timely

3

Price

[Cost]

Efficient

4

Promotion

Communication

Equitable

5

[Patient]

Compassion

Patient-Centered

Criterion 1 relates the product to competence and safety issues, as well as effectiveness.
The product must be of high quality, defined as a service performed by qualified personnel,
in a safe and effective environment of care.
Criterion 2 relates place (distribution) to convenience and timeliness. Obviously, for a
service to be convenient, it must be available in a timely manner in an efficient distribution
area.
Criterion 3 relates price to cost to efficiency. By definition, these three items are
interchangeable, and almost synonymous.
Criterion 4 relates promotion to communication and equitable practices including the
Navy's Core Values. In order to promote any service, effective communications must exist,
in a variety of media, and it must be universal, i.e., and not segmenting markets by
ethnographies.
Criterion 5 relates the patient to compassion and being patient-centered. This is the crux of
the model: everything that is said, done, or thought must be oriented about the consumer.
All of the other four criteria are process-oriented. This criterion is results-oriented. Unless
the patient is satisfied, nothing else will matter.
(source: />
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2.1.2 Market Segmentation, Targeting, Positioning, and Competition
The theory of Strategic Marketing for Health Care Organizations, Philip Kotler, Joel
Shalowitz and Robert J.Stevens have argued that a market segment consists of a group of
customers who share a similar set of needs and wants. Marketers do not create the
segments; their task is to identify different benefit segments and decide which to target.
According to this, marketing strategy is built on segmentation, targeting and positioning
(STP). Firstly, an organization discovers different needs and groups in the marketplace.
Secondly, it targets those needs and groups that it can satisfy in a superior way. Then it
offering and image.
Segmentation of consumer markets
The key is that the marketing program can be profitable adjusted to recognize customers
differences, the researchers form segments by looking at descriptive characteristics:
geographic, demographic and psychographic; and examine whether these customers
segments exhibit different needs or product responses. The major segmentation variables geographic, demographic, psychographic and behavioral segmentation are summarized in
Table 2.3
Table 2.3 Major Segmentation Variables for Consumer Markets
Geographic

Nation or country
State or region
City or metro size
Density
Climate

Demographic

Age, race, gender
Income, education
Family size
Family life cycle

Occupation
Religion, nationality
Generation
Social class

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Psychographic

Life style:
opinions
Personality
Core values

Behavioral

Occasion
Benefits
User status
Usage rate
Loyalty status
Buyer-readiness
Attitude

activities,

interests,

(Source: Philip Kotler, Joel Shalowitz and Robert J.Stevens, Strategic Marketing for Health Care
Organizations, p.223)

Market targeting
Once the organization has identified its market segment opportunities, it has to decide how
many and which ones to target. In evaluating different market segment, the organization
and resources.
Table 2.4 Steps in the Segmentation Process
1. Needs-Based Segmentation

Group customers into segments based on
similar needs and benefits sought by customer
in solving particular consumption problem.

2. Segment Identification

For each needs-based segment, determine
which demographics, lifestyle, and usage
behavior make the segment distinct and
identifiable (actionable).

3. Segment Attractiveness

Using predetermined segment attractiveness
criteria (such as market growth, competitive
intensity, and market access), determine the

Marketing Plan for The new Consultation Centre of Vietnam Century Hospital

MBAVB4 - Tr n Hồng Bích Kh


16

overall attractiveness of each segment.
4. Segment Profitability

Determine segment profitability.

5. Segment Positioning

For each segment, create a value proposition
and the product-price positioning strategy
tomer need
and characteristics.

-

Create

segment

storyboards

to

test

the

strategy
7. Marketing Mix Strategy

(Source: Richard K. Thomas

Expand segment positioning strategy to include
all aspects of the marketing mix: product, price,
promotion and place.
nd

edition, 2010)

Market positioning
distinctive place in the mind of the target market. The goal is to locate the brand in the
minds of consumers to maximize the potential benefit to the organization. A good brand
positioning helps guide marketing strategy
helps the consumer achieve, and how it does so in the unique way. The result of
positioning is the successful creation of a customer-focused value proposition, a cogent
reason why the target market buy the product.
Services Differentiation Strategy: When the physical product cannot easily be
differentiated the key to competitive success may lie in adding valued services and
improving quality:
Ordering ease: This benefit refers to how easy it is for the customers to place an
order with the hospital
Delivery: Attributes of how well the offering is delivered include speed, accuracy,
and care.

Marketing Plan for The new Consultation Centre of Vietnam Century Hospital
MBAVB4 - Tr n Hồng Bích Kh