Sunday, 8 November 2015

Healthcare: no Room for Mistakes Five mistakes all Healthcare Marketers do


# Healthcare Marketing Strategies part 1

Healthcare: no Room for Mistakes
Five mistakes all Healthcare Marketers do

Healthcare! Sensitivity of this business is highly ignored by marketers.
It’s not just health, hospitality counts more than right disease management.
There is no room for mistakes!!! A healthcare marketer has to face lot many challenges, managing ego of doctors, corporate clients, patients and their family, quacks and not to miss media.
This industry is getting attention of investors, needless to say seeing potential in India. Unfortunately healthcare providers are missing the soul of marketing. Bridging the gap is not a rocket science, before making actions change in thoughts required.
Marketing is more than raising sales and bringing business. Here I am talking about five common mistakes almost all small or big corporate hospitals making day to day basis.
1-      Thinking front office is different from marketing  
No inclusion of front office executives in marketing team: This is probably the biggest mistake I notice every hospital making.
Front office; the face of hospital, should be led by passionate marketer professionals but objectives from hiring to training to grooming are just aligned with billing, smiling and better communication skills.
Grooming passion is important more, if you seek better services for your client you need to convey about core values of relationship development with customers.

2-      Promotional Events are not aligned with the vision of hospital
Each communication from hospital stimulate public to create perception and defines hospitals’ value system. Generally there are not defined and structured goals (tangible or intangible) from an event small or large.
3-      Reaching same population again and again
One of the most stupid strategy, events are not utilized to enter new market, reaching same population does not add much value.

4-      Underutilization of existing system
Not using current resources appropriately, lack of integration while designing strategy. Inability to understand role of comprehensive and integrated efforts to achieve desired goals.
5-      Imposing your need to clients :
Mostly products/events/programs are designed according to hospitals’ need without understanding clients’ need. The gap generally lead to create a disconnect in patient’s mind and hospital also bear loss of resources- time and money for promoting events.

Organizations do not have courage to hire people with passion.
The recruitment team generally do not understand business and industry and hire people in the purview of structured parameters and overlook personality character required for hospitality industry.
In any industry, we see ‘ownership’ in employees is key competence factor, any service organization which fail to communicate its value and process aligned for pleasant experience for clients has to face high attrition and vulnerable employees and moreover unhappy clients.



Tuesday, 13 January 2015

'Work' contributes nothing for stress at work

Stress generally flow from top to bottom. Unknowingly, senior management translate its anxiety on employees. And fears and insecurities travel with speed of light and hamper productivity and company has to bear this cost in long run.
Rajesh Agarwal is one of the chief founder members of a hospitality chain which was started ten years back in a reasonably potential market. Once upon a time they were leaders, but later big entrants came and of course big lines made it small, but still its sustaining because of mid size market, not just sustaining, but entered in a new market. Company is doing good, but every second person is under stress.
 
 
 

Manish is vice president of company, he has to take care of other projects, he has no direct concern with the parent company but sits in corporate office.

Prabhudh is new Director hired by company to take parent company to another heights. he is a business graduate from London and a seasoned professional with clear vision and goals.
Ravi is Purchase Head and recently was asked to put his papers down on ethical grounds,  Manish, vice president doubted him for making some favourable deals to his close relatives. Another marketing guy is also fired for performance deficit.
Rajesh asked Prabudh to fire Ravi.
I am on panel of this organization.
Rajesh is stressed, Manish is stressed, Prabudh is stressed, Ravi and his team in a shock, environment is like as if terrorist attack just happened.
Middle management thinks its senior management which is responsible for creating stress. When I listen to Senior Management, I feel they are stressed more.

Amazingly its not work to be blamed for stress. Its about emotional health of organization which is primarily emotional health of each on of us.
Prabudh was terribly upset, when he had to ask Ravi to resign, because he was close to him.
Prabudh's view point: "Since Ravi was close to me, he was fired because of that"

Rajesh:  "Ravi must have been unethical, he might be earning money by all possible means. but he was a key member to lose. he must be taking good clients with him."

Manish: " I don't know how long I am in this organization, Prabudh is smarter than me."

Ravi: "I did not do anything, why me ? I had given several years to this organizations. Now what?"

When I investigated and spoke to each one individually.
It was Manish's insecurities and fears which was passing on to Rajesh and Prabudh.
Rajesh has to take several crucial business decision,  when he came to know about Manish Concerns he just asked Prabudh to fire Ravi without any investigations. He trusts Manish because they are peers for several years.
When I met Manish individually and spend some hours, I could sense, Ravi being in Purchase is aware of crimes of others and he could be a threat to others, so it was Manish, not Ravi who deserve termination.

 
would you have been firing Manish, who a good friend? Prabudh feels victimised at times by small mind games.
 
Few years back over a cup of coffee I said to Rajesh, " you don't delegate!!..you should hire good people and let them do their work."

Now I am answerable to Rajesh, when he trusted one of his key team member made decision and Rajesh respected it and now .......we know the story.

What will you do if you were Rajesh Agarwal?