Prospective Employees or Customers of John Hopkins Medical Center
The mission of The Johns Hopkins Hospital is to improve the health of our community and the world by setting the standard of excellence in patient care. The Johns Hopkins Hospital offers world-renowned training for students, residents, fellows, graduate students and post-doctoral fellows. Residency training started right here in 1893, and today we continue to push the boundaries of what is possible with our education and training programs.
Safeer took on the challenge of leading efforts across Johns Hopkins Medicine’s large, complex structure to provide a healthier culture for all employees. The result was a 5-year strategic plan that included active support for a healthy workforce. Johns Hopkins Medicine is an academic medical center that brings together the Johns Hopkins Health System and Johns Hopkins University School of Medicine. It has 12 organizational units—six hospitals, the largest primary care network in Maryland, a home-care company, and four health insurance plans. To help each organizational unit work independently while also moving toward an overall healthy culture, Johns Hopkins Medicine used the Worksite Health ScoreCard (CDC ScoreCard) created by the Centers for Disease Control and Prevention. The CDC ScoreCard helps employers assess their efforts to improve the health and well-being of their employees. Cultures are webs of social influences that shape workers’ behavior. Health and well-being efforts can be most effective when supported by these social influences. For instance, coworkers can encourage one another to drink more water, take a walk during lunch, or join a softball game after work. Executives at Johns Hopkins Medicine help by participating in one health promotion activity each quarter. They include employee health as a topic on meeting agendas, and regularly attend health promotion committee meetings. The goal for 2017 was for all 12 organizational units to increase their scores on the CDC ScoreCard by offering more policies, environmental changes, benefits, and other resources. The ScoreCard helped the organizational units assess their health promotion programs, identify gaps, and prioritize high-impact strategies to promote employee health and well-being.
The hospital is located in Baltimore which is the largest city of Maryland; the metropolitan area has a population of 1.5 million people. The locality is known for a wide range of cultural and recreational facilities (The Johns Hopkins Hospital official website, 2010). The hospital has a wide target market which is not limited to the locality that it is operating in; maternity, dental, in patient, out patients, among others. It offers these services to the old, young, children, female and male patients. Through its website someone can book for a certain service from whichever the country he may be originating from. There are also special programs for women and children. On time bases, there are some medical seminars conducted by the hospital targeting a certain group for example the youth to train them on different medical issues like HIV-Aids. These are part of its social corporate responsibly. When developing a marketing strategy, it is important for a business to understand the effects that this strategies will have on the outside world. The needed effect is persuasion to potential customers and maintaining the already existing ones. Partnership includes having a good relationship with the outside world; these are people who affect the business for example creditor’s banks and the society. When there is good partnership, the hospital will be self marketed by the people as they refer other to the facility. To have a good relationship involves offering quality and affordable services to the people and meeting ones obligations as people expect them done (Möller, 2006).
In the final analysis, as one of the largest employers in Baltimore, Johns Hopkins — including The Johns Hopkins University and Health System — embraces its role as an economic engine to create lasting opportunities in our community. To work beside the unequaled talent of Johns Hopkins physicians, nurses and providers; and to enjoy extensive benefits and opportunities for personal and professional growth.
The Johns Hopkins Hospital official website.(2010).
McNamara, P. (2009). 5 ‘marketing opportunities’ for hospitals. Network World, 26(20), 34. Retrieved from MasterFILE Premier database.
Möller, K. (2006). Marketing Mix Discussion – Is the Mix Misleading Us or is We Misreading the Mix?. Journal of Marketing Management, 22(3/4), 439-450. Retrieved from Business Source Complete database.