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1. 1 | P a g e - M a r k e t i n g P l a n 2015 Strategic Marketing Plan Prepared by Brooks Marketing Group Mission Statement Providing high quality, cost effective high…
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  • 1. 1 | P a g e - M a r k e t i n g P l a n 2015 Strategic Marketing Plan Prepared by Brooks Marketing Group Mission Statement Providing high quality, cost effective high value patient centric urgent care and other services to meet the needs of patients in communities we serve. Company Summary GUC offers general and preventative health care for all ages within its surrounding communities. The clinic will utilize a trained staff, new equipment, sound medical training, a referral system including nearby hospital facilities to maximize the care for each patient. Conditions  Upper respiratory  Sore throat  Cough  Urinary tract infection  Headache  Bronchitis and asthma Service Lines  Laboratory  X-ray  Family healthcare  Vaccines: Flu, Travel, Tetanus, STD’s, HPV  Urine drug screens  Health and DOT Physicals  Initial assessment of cardiac events  Sport, camp and school physicals  OBGYN examinations and treatment  EKG capabilities  Allergy testing  Physical therapy  Athletic injuries Immediate Care Procedures  Suture repair (stitches)  Application of immobilizing orthopedic devices (splints, etc.)  Breathing treatments (asthma, bronchitis, etc.)  Eye examinations Guardian Urgent Care’s Company Value  Quality: Excellent integrated care that reflects high level of service.  Integrity: Operate in an honest, transparent and ethical manner.  Responsibility: Provide effective care through our engaged team of people.
  • 2. 2 | P a g e - M a r k e t i n g P l a n COMPETITION Competitive Overview  Denver a. Denver Health – 6th & Bannock (0.5 miles) b. Concentra Urgent Care – South Broadway & Louisiana (1 mile) c. Concentra Urgent Care – East Alameda - just west of Colorado Blvd (2 miles) d. Presbyterian St. Luke’s Medical Center – 18th & Franklin (3 miles) e. Rose Medical Center – 8th & Colorado (5 miles)  Westminster a. Rocky Mountain Urgent Care – 92nd & Sheridan (1.7 miles) b. NextCare Urgent Care – 52nd & Wadsworth (2 miles) c. Concentra Urgent Care – 84th & I-25 (6 miles) d. North Suburban Medical Center – Thornton Pkwy & Grant (7 miles)  Aurora a. NextCare Urgent Care – Tower & Hampden (2.5 miles) b. Medical Center of Aurora – I-225 & Mississippi (3 miles) c. Rocky Mountain Urgent Care – Mississippi & Potomac (3 miles) Competitive Advantage Creating ‘competitive advantage’ entails meeting consumer needs better than competitors. In a market where we Guardian offers the same services, marketing and branding efforts must present to the target audience our X-Factor – that something that makes us different. Functional Benefits of Guardian Location Self-pay Pricing Accreditation/Certification Plan Participation Friendliness Signage Visibility Affiliations/Referral Relationships Operating Hours Scope of Services Appearance of Facility Seasonal Programs Low wait times Experience of Providers Pricing Lower cost than ER Cost of treatment transparency Competitive Chart Core Capabili ty Value Propositi on Guardia n Concent ra Rocky Mtn. NextCar e AfterOu rs OnPoi nt Hospital ER Participa tion in health plans Yes $40- $50 co- pay Yes $40- $50 co- pay Yes $40- $50 co- pay Yes $40- $50 co- pay Yes $40- $50 co- pay Yes $40- $50 co- pay Yes. $150- $250 co- pay Operatin g Hours Weekday Hours 8a-8p 7a-5p* 7a- 10p* 8a-8p 8a- midnigh t 10a-9p 24-hours Operatin g Hours Weekend Hours 9a-6p Some location s 7a- 10p* 9a-4p 8a-12a 10a-6p 24-hours
  • 3. 3 | P a g e - M a r k e t i n g P l a n One- Stop Shop X-Ray etc. Yes Yes Yes Yes Yes Yes No Number of metro Denver location s Convenien ce of Location 3 14 9 5 4 3 *Location and times vary MARKETING Marketing Goals: 1. Increase patient visits significantly for all three centers. 2. Focus on patient retention and repeat business. 3. Shift perspective of urgent care services from immediate services to additional health care services by promoting Guardian Urgent Care’s key messages to target demographic. Brand strategies: 1. Advertising and appropriate distribution channels 2. Key message and communication – internally and externally Key Message – Guardian Urgent Care’s promise to provide:  Proximity  Lower costs and high quality immediate care services  Varied services  Community care – our difference from the others! Marketing Objectives #1: Increase NEW local patient transactions from 28,350* to 32,618 (Denver/Westminster) between August 15, 2013 and August 31, 2014; 12,000 (Aurora) August 15, 2013 to August 31, 2014. #2: Convert 45% of projected 15,600 repeat annual patients to additional .5 visits and 55% of projected 13,200 annual new patients to repeat customers of .6 annual visits. #3: Create favorable ‘buzz’ for Guardian Urgent Care through public relations, endeavoring to generate quarterly stories via broadcast media, online publications and blogs and print publications. #4: Increase visitor patient transactions from ___ to ___ between August 15, 2013 and August 31, 2014 for Denver. OBJECTIVE 1: Increase NEW local patient transactions from 28,350* to 32,618 (Denver/Westminster) between August 15, 2013 and August 31, 2014; 12,000 (Aurora) August 15, 2013 to August 31, 2014. *(6/10/12-6/10/13) Strategy #1: Develop a distinctive advertising and marketing campaign to target primary demographic of 25-54 women and adults 18-49 within 3-5-mile radius of each center. Tactics: - Develop core message. - Design templates and create brand standards for marketing materials
  • 4. 4 | P a g e - M a r k e t i n g P l a n o Color scheme, logo placement, look and feel throughout - Work with SEO company to increase front page placement on search engines; increased CTR’s and online exposure - Create banner ads for website and social media pages - Create in-center, out-of-home and print medium ads and collateral o Out of Home: bus shelters, billboards, etc. o In-Center: brochures, business cards, magnets, giveaways, etc. - Plan and place media during key seasons and events o Leverage traditional media buys for e-blast and web content inclusion - Communicate key messaging in campaigns keeping intact – service lines, location and low wait times Actions: o BMG to implement and manage. Strategy #2: Create distinctive seasonal promotions, events and programs to compliment service lines. Tactics: - Develop special community programs: o Physicals and Vaccines (August) o Breast Cancer Awareness - Mammograms (October) o Flu Shots (Fall/Winter) o TBD (Spring) - Partner with like-minded charity by taking part in programs – off site Actions: o BMG to develop each seasonal program o Aniela/GUC to implement and manage program Strategy #3: Partner with associations, charities and businesses that complement the Guardian Urgent Care brand and extend market share. Tactics: - Cross promote with area pharmacies and grocery stores - Partner with area gyms and physical fitness locations - Lunch/appreciation event/program for hospital partners - Sponsor sports and school events within market area - Promote monthly awareness months i.e. Pink Ribbon placed on all buildings, hand out ribbons during the month of October for Breast Cancer Awareness - Work with schools on health programming and donations - Donate portion of proceeds from shots/programs to charity and/or schools - Attend 3-4 health-related galas, dinners, events, etc. Actions: o GUC to develop, implement and manage program o BMG assists with special events as needed. OBJECTIVE 2: Convert 45% of projected 15,600 repeat annual patients to additional .5 visits and 55% of projected 13,200 annual new patients to repeat customers of .6 annual visits. Strategy #1: Create internal patient service program for team.
  • 5. 5 | P a g e - M a r k e t i n g P l a n Tactics: - Front desk up-selling and rewards program for number of internal referrals - Rewards program for team members - Staff education program o GUC happenings, PR, marketing, etc. o Patient services training sessions o Weekly or bi-weekly staff newsletter - Develop patient services protocol/handbooks - CEO/doctor calls each month Actions: o BMG to develop internal programs. o GUC to implement and manage program(s). Strategy #2: Develop patient retention program. Tactics: - Patient thank you/rewards: restaurant gift cards - Patient referral rewards: gift cards for each new patient referral - External [and internal] newsletter o Collect patient emails - Employ a membership program for patients o Member’s only privileges: Special offers, newsletters, health notices, video blogs from doctors, etc. - Follow up/checkup calls - Thank you notes in mail or personal email - Internal collateral - Patient takeaways – cartoon Band-Aids, ear plugs, mini first aid kits, etc. Actions: o GUC to develop, implement and manage program(s). Strategy #3: Connect with patients and potential patients on the web and retain top 4 listing on web site. Tactics: - Website content - Social Media posts o 30-40% - About Us: services, team and doctor vlogs o 60-70% - About Them: valuable information, statistics, light-hearted fun - Post to YouTube channel - Update web site to reflect lighter/cheerier colors - Create professional :30 video for web site and all social media mediums (and for PR purposes) Actions: o BMG to oversee video programs. o GUC to manage social media program(s). OBJECTIVE 3: Endeavor to generate 1-2 quarterly media stories to appear on broadcast (radio/TV), online and/or in print. Strategy 1: Develop an assertive quarterly media and public relations campaign.
  • 6. 6 | P a g e - M a r k e t i n g P l a n Tactics: - Develop story ideas to include, but not limited to: o Anniversary celebrations o Feature stories seasonal health issues/risks, service lines o New service lines or equipment o Community events and programs - Continually communicate core messaging - Position doctors as the ‘experts’ within the market on health care with media - Develop Speakers Series for center doctors and CEO to speak about the centers, family/health care and seasonal trending topics - Continually work relationships with TV reporters, bloggers, industry publications and newspapers to provide updated information and a “leave behind” gift Actions: o BMG to oversee public relations activities. o GUC to communicate public relations activities via social media. o Denver Internet Marketing to post releases and media exposure on GUC website. Strategy 2: Create online marketing campaign. Tactics: - Develop video blog and post on website, Facebook, and YouTube - Create online video for each immediate care service and post to social media, website and place a part of PR pitches - Work with team to promote the brand on social and web Actions: o BMG to oversee video blog/public relations activities. o GUC to post blogs to social media. o DIM to blogs on GUC website. OBJECTIVE 4: Increase visitor patient transactions from xxx to xxx between August 15, 2013 and August 31, 2014 for Denver. Strategy 1: Develop a promotional campaign to target travelers and tourists within 5-7-mile radius of Denver. Tactics: - Develop core message to visitors. - Become members of Visit Denver and Visit Aurora and attend meetings - Cross promote with area hotel concierge - Join Hotel Association and become active within organization - Team up with taxi companies for voucher program Actions: o GUC to develop, implement and manage.
  • 7. 7 | P a g e - M a r k e t i n g P l a n ADDENDUM - A PATIENT STATISTICS Average Repeat Visits 2.6/year Summary: Patients New Patients 1,100/month 13,200 total all 3 locations 45% Repeat Patients 1,300/month 15,600 total all 3 locations 55% Total Patients: 2,400/month total all 3 locations Summary: Service Average Gross Service: $180/patient Average Net Service: $160/patient Guardian Urgent Care Nets: $20/patient (profit) Totals: Total Monthly: $48,000 Total Annual Visits: 28,350 (recent stats: 6/10/13) Visits x $20: $576,000 projected net profit Summary: Patient Values $20 profit x 2.6 visits = $52 annual value of keeping a patient each year $68,000 / 13,200 = $5.15 ad spend to acquire one new patient (Ad Spend) (New Patients) $68,000 / 15,600 = $2.36 ad spend to retain repeat patient (Ad Spend) (Repeat Patients)
  • 8. 8 | P a g e - M a r k e t i n g P l a n ADDENDUM - B FIRST-TIME PATIENT PROJECTIONS Goal: Convert 55% (7,260) of projected 13,200 annual first-time patients to repeat customers (.6 annual visits). Breakdown: 7,260 first timers x .6 visits = 4,356 ADDITIONAL visits per year 4,356 visits / 3 locations = 1,452 ADDITIONAL visits per location per year 1,452 visits / 12 months = 121 ADDITIONAL per month per location 121 visits / 30 days = 4 ADDITIONAL visits per day Projected results for generating an additional .6 visits per year of first-time patients. 4,356 visits x $180 svs. $784,080 4,356 x $20 net profit $87,120 Summary: Year One Projections Total Gross Revenue: $567,000 Total Net Profit: $243,120 Total Projected Annual Profit: $810,120 Summary: Three-Year Repeat Business Projection 23,410 Repeat Patient Visits $1,657,440 Increase in Revenue $261,560 Increase in Net Profit
  • 9. 9 | P a g e - M a r k e t i n g P l a n ADDENDUM - C REPEAT PATIENT PROJECTIONS Repeat Patient Conversion Average Repeat Patient: 2.6 visits annually (2012-2013) Year One: Goal: Convert 45% (7020) of projected 15,600 repeat annual patient visits to additional .5 visits annually. Projected Annual Increase: 19,110 repeat annual visits Breakdown: 7,020 visits x .5 additional visits = 3,510 additional repeat visits per year 3,510 visits / 3 locations = 1,170 additional repeat visits per location 1,170 visits / 12 months = 98 repeat visits per location per month INCREASE 98 visits / 30 days = 3 additional repeat visits per day Projected results for increasing repeat patients by.5 visits per year. 3,510 visits x $180 service = $631,800 INCREASE in revenue 3,510 x $20 net profit = $70,200 INCREASE in net profit Year Two: Goal: Convert 45% (8600) of projected 19,110 repeat annual patients to additional .5 visits annually. Breakdown: 8,600 visits x .5 additional visits = 4,300 additional repeat visits per year 4,300 visits / 3 locations = 1,433 additional repeat visits per location 1,433 visits / 12 months = 119 repeat visits per location per month INCREASE 119 visits / 30 days = 4 additional repeat visits per day Projected results for increasing repeat patients by.5 visits per year. 4,300 visits x $180 service $774,000 INCREASE in revenue 4,300 x $20 net profit $86,000 INCREASE in net profit Year Three: Goal: Convert 45% (10,535) of projected 23,410 repeat annual patients to additional .5 visits annually.
  • 10. 10 | P a g e - M a r k e t i n g P l a n Breakdown: 10,535 visits x .5 additional visits = 5,268 additional repeat visits per year 5,268 visits / 3 locations = 1,756 additional repeat visits per location 1,756 visits / 12 months = 146 repeat visits per location per month INCREASE 146 visits / 30 days = 5 additional repeat visits per day Projected results for increasing repeat patients by.5 visits per year. 5,268 visits x $180 service $948,240 INCREASE in revenue 5,268 visits x $20 net profit $105,360 INCREASE in net profit Note: Average revenues per clinic are $512,000 per year Resources: Marketdata. September 2012  Marketdata estimates that retail clinics, now numbering about 1,400, will nearly double to 2,700 sites by 2016. Average revenues per clinic are $512,000. Urgent care centers account for $9.23 bill and retail centers for $786 million – for a total of $10.08 billion.  New retail clinics less than two years old may have 10-15 patients/day, at an average fee of $60-75, while “established” clinics will see 25-30 patients/day. Visits spike during the fall flu season.  More consumers are using retail clinics and urgent care centers as their first point of entry to the healthcare system, and 32 million more will enter in 2014 when the Affordable Care Act begins. Primary care MDs and emergency rooms won’t be able to handle the increased volume. http://www.prweb.com/releases/2012/9/prweb9931728.htm
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