Diagnostic Lab Services

7/27/2019 Diagnostic Lab Services

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DIAGNOSTICLABSERVICES


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Launching a new diagnostic imaging center involves veryspecific requirements

and roadmaps, including five major areas of change thathave a

direct impact on planning:

Imaging and communication technology

Finances and reimbursement

Ownership structure of imaging entities Critical workforce shortages

First, planning must focus on the strategic level of any

organization.Think of all organizations as a triangle with three horizontal

levels strategic, managerial and operational.

The strategic level of decision-making is at the top of thetriangle, and here is where planning must take place


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THEREAREFIVEPLANNINGSTRATEGIES, WHICHMUST

HAVETHEEXPLICITGOALOFDEVELOPINGANDGROWING

THEIMAGINGCENTER. THEFIVESTRATEGIESARE:

Clinical and quality issues

Governance and administration

Technology Relationships

Marketing and business development

The best way to plan and implement these strategies

is to create work groups of radiologists,technologists, and administrative and support staff.

Once the group agrees on the strategy and tactic, ittakes responsibility forimplementation.


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MARKETING PLANNING

Process of making a documented marketing plan

Involves careful examination of business

environment, market competition, situational

analysis( SWOT), consumer analysis, marketing

strategy, marketing budget , performance

analysis and evaluation.

A plan for one to three years

Communicated to the relevant personnel


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EXECUTIVE SUMMARY

The marketing aims at achieving brand

leadership at the end of one year with target of

getting more then 200 patients per day per

centre. Market share in the areas would reach

upto 20 % during the first year.

The major marketing strategy is quality services

with precise results along with extensivepromotion during first four months and through

achieving best relations with the clients and

customers.


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Marketing Planning starts with the purpose of the

company-

Mission of Accurate diagnostics - Provide

reliable, timely , high quality, cost-effective andinnovative diagnostic services and information to

patients, physicians and other health care

providers for the benefit of the patient .


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STEPS

A team with its chief to carry out marketing .

1. Market research and analysis different for all

centres, consumer analysis, market competition,

client specifications, market segmentation,

situational analysis( SWOT)

Location - two centres in areas with most

demand for reliable blood tests, two focusing

upon imaging needs ( close to Ortho and

maternity clinics) , and one centre near medicalcollege


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Layout - a good waiting area and comfortable

physical environment

Equipment planning best technologies with

new equipments, involve local GPs and hospital

administrators to plan equipment s( get better

public relations!)

HR recruitment experienced and skilled

personnel.

advertising for quality staff advertises the

company too!


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. Marketing objectives/ targets-

To achieve the rate of 2 tests per patient and

patient volume of 50 patients per day

To receive prescriptions from more than 50 %

GPs in the area

10 % market share at the end of one year

Establishing Accurate as a leading brand at the

end of one year.


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. Marketing strategy

Product/ services list of services at different

centres ( reliable blood tests and imaging with

best technologies)

Pricing- competitive pricing with pricing mix for

different tests at different centres, average

pricing marginally on higher side than other

centres ( emphasizing quality)

Promotion extensive promotion before

commissioning and 4 months thereafter.


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Articles health magazines, newspapers, discussion in

print and electronic media, direct mailing the newslettersand brochures to clients

Internet web portal, blogs, enquiry and feedback forms,online report sending facility.

Sales aids pens, calendars , coffee mugs, telephone

memos to doctors and specified customers, with logo onthem.

Tagline and logo Precision in health

Test catalogues test listings and reference values,distribution of them

Employee rewards

Public relations tie up with GPs, Hospitals, clinics andaccordingly concessions to customers, offer facility toursto the clients and customers

Urgent reporting systems


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Processpatient comfort and care during

reception, service rendering and report

collection.

Physical ambience- comfortable physical

environment, waiting areas, patient privacy and

facilities.

People keeping in mind the customer needs

and demands along with those of doctors and

hospitals.


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Financial projection / budgeting

Marketing Expense assumptions

Marketing expense share of total expense

Revenue assumptions

Monthly pro-forma P & L statements Break even analysis and profit ratios

Construct marketing budget to serve the control


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Implementation

The marketing chief is responsible authority,

reports to CEO of the company.

Trained personnel

Defined roles and responsibilities Proper distribution channels

Adjustment mechanisms

Contingency handling skills


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WEBLIOGRAPHY

http://www.trade.gov/td/health/indiaivd05.pdf

http://www.kpmg.com/IN/en/IssuesAndInsights/ThoughtLeadership/Excellence_in_Diagnostic_Care.pdf

http://www.gehealthcare.com/usen/service/docs/strategic_planning_di.pdf

http://www.slideshare.net/drrakesh1983/marketing-of-a-diagnostic-centre-medical-lab-clinical-lab
http://www.trade.gov/td/health/indiaivd05.pdfhttp://www.kpmg.com/IN/en/IssuesAndInsights/ThoughtLeadership/Excellence_in_Diagnostic_Care.pdfhttp://www.kpmg.com/IN/en/IssuesAndInsights/ThoughtLeadership/Excellence_in_Diagnostic_Care.pdfhttp://www.gehealthcare.com/usen/service/docs/strategic_planning_di.pdfhttp://www.gehealthcare.com/usen/service/docs/strategic_planning_di.pdfhttp://www.slideshare.net/drrakesh1983/marketing-of-a-diagnostic-centre-medical-lab-clinical-labhttp://www.slideshare.net/drrakesh1983/marketing-of-a-diagnostic-centre-medical-lab-clinical-labhttp://www.slideshare.net/drrakesh1983/marketing-of-a-diagnostic-centre-medical-lab-clinical-labhttp://www.slideshare.net/drrakesh1983/marketing-of-a-diagnostic-centre-medical-lab-clinical-labhttp://www.slideshare.net/drrakesh1983/marketing-of-a-diagnostic-centre-medical-lab-clinical-labhttp://www.slideshare.net/drrakesh1983/marketing-of-a-diagnostic-centre-medical-lab-clinical-labhttp://www.slideshare.net/drrakesh1983/marketing-of-a-diagnostic-centre-medical-lab-clinical-labhttp://www.slideshare.net/drrakesh1983/marketing-of-a-diagnostic-centre-medical-lab-clinical-labhttp://www.slideshare.net/drrakesh1983/marketing-of-a-diagnostic-centre-medical-lab-clinical-labhttp://www.slideshare.net/drrakesh1983/marketing-of-a-diagnostic-centre-medical-lab-clinical-labhttp://www.slideshare.net/drrakesh1983/marketing-of-a-diagnostic-centre-medical-lab-clinical-labhttp://www.slideshare.net/drrakesh1983/marketing-of-a-diagnostic-centre-medical-lab-clinical-labhttp://www.slideshare.net/drrakesh1983/marketing-of-a-diagnostic-centre-medical-lab-clinical-labhttp://www.slideshare.net/drrakesh1983/marketing-of-a-diagnostic-centre-medical-lab-clinical-labhttp://www.slideshare.net/drrakesh1983/marketing-of-a-diagnostic-centre-medical-lab-clinical-labhttp://www.slideshare.net/drrakesh1983/marketing-of-a-diagnostic-centre-medical-lab-clinical-labhttp://www.slideshare.net/drrakesh1983/marketing-of-a-diagnostic-centre-medical-lab-clinical-labhttp://www.slideshare.net/drrakesh1983/marketing-of-a-diagnostic-centre-medical-lab-clinical-labhttp://www.slideshare.net/drrakesh1983/marketing-of-a-diagnostic-centre-medical-lab-clinical-labhttp://www.gehealthcare.com/usen/service/docs/strategic_planning_di.pdfhttp://www.gehealthcare.com/usen/service/docs/strategic_planning_di.pdfhttp://www.kpmg.com/IN/en/IssuesAndInsights/ThoughtLeadership/Excellence_in_Diagnostic_Care.pdfhttp://www.kpmg.com/IN/en/IssuesAndInsights/ThoughtLeadership/Excellence_in_Diagnostic_Care.pdfhttp://www.trade.gov/td/health/indiaivd05.pdf


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Diagnostic Lab Services