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Assignment Brief - Case Study
ANDERSEN HOLDINGS PRIVATE HEALTHCARE
Andersen, formed in 1990, is a public-listed holding company operating a series of businesses in the healthcare industry throughout Asia and Europe. It operates twenty-two hospitals with more than 4,000 beds as well as other patient centres internationally. For example, Andersen has an extensive network of medical centres in Switzerland, Austria and Germany and the UK, as well as the United Arab Emirates. Andersen is well represented in Australia, China, India, Indonesia, Malaysia, Pakistan, the Philippines, Singapore, Sri Lanka, and recently in Russia and the Baltic countries. Andersen has a team of more than 2,000 specialists covering both medical and surgical specialities comprehensively.
Andersen is committed to global leadership in the provision of integrated healthcare services. The markets served are international, with opportunities for patients to travel to countries where centres of medical excellence have been established. The extensive network of Medical Referral Centres enables this international business to thrive.
Clinical expertise in the fields of cardiology, neuroscience, oncology, transplant and cellular therapy and paediatrics is well-known, as is primary care and the treatment of chronic illnesses. Specialities have been developed as well in the fields of diagnostic radiology, gastroenterology, genetic medicine, dermatology and tropical disease treatments. In recent years, dentistry, and plastic and cosmetic surgery, have achieved international acclaim, as has renal care for the treatment of diabetes.
Andersen has grown to provide a total solution ranging from preventative healthcare to medical and surgical care together with post-operative rehabilitation. In other words, Andersen provides ‘end-to-end’ private healthcare solutions. Within the group, subsidiary companies provide imaging services, laboratory services and executive health screening. Recently new services for fertility have been added.
Andersen also works closely with pharmaceutical companies for clinical research and medical trials for drug innovations. In short, Andersen provides world-class healthcare for customers all over the world with the essence of all work embedded in a philosophy of healing and total patient care.
To ensure the quality of services to both in patients and outpatients, Andersen has its own colleges for training nurses and paramedical staff to ensure international standards are met. Doctors have extensive programmes for continuing professional development, again internationally. Close working relationships have been built with all major teaching hospitals throughout the world.
The marketing of Andersen medical services is both challenging and professional, with a wide range of ‘special packages’ available for core medical procedures and treatments which enable patients to travel to specific locations and centres. ‘Medical tourism’ is a way of life at Andersen; patient testimonials speak volumes for the quality of care and recovery.
Despite Andersen’s scale of operations and its business success, with annual turnover exceeding US$1 billion, competition from other private healthcare providers, as well as from the public sector, is ever present. Andersen need to ensure that they continue to remain close to the needs of their stakeholders and end-customers in order to maintain a differentiated position in the healthcare market.
The main board of Andersen are all medically trained specialists; in fact they have moved into management from medicine. Medical schools do not provide management or marketing training and therefore the demands of managing this type and scale of changing business is challenging, because all of the top management team are also medical and surgical practitioners.
It has been decided that the theme for the Andersen annual management conference to be held in Dubai in 2012 should be ‘Staying ahead of the Competition’. Remaining relevant and distinctive to stakeholders and customers is important so that the brand equity of Andersen can continue to be built. In turn, it is believed that this will preserve shareholder value.
In considering the rapidly changing private healthcare market please develop a segmentation, targeting and positioning (STP) strategy in relation to the segment of the market you feel holds most potential for Andersen. This strategy should be written from the perspective of Andersen attempting to position its value proposition uniquely in the healthcare market. Justify your argument.
Assignment Task: 1000 words on Targeting and Positioning
For your assignment choose ONE segment.
E.g. age, social class, income, ethnicity, gender, geodemographic (where they live), their interests, what is their lifestyle, why they buy Andersen`s services (for example, because the services benefit them in a specific way, or improves their status, or because they are loyal to the company, or they only buy services on special occasions, etc...), how frequently they buy Andersen`s services, what is their attitude towards the service.
Positioning is the act of designing the company’s offering and image to occupy a distinctive place in the mind of the target market.
Stage 1. Analyse competition - how Anderson position themselves, what they offer
Stage 2. Define your competitive advantages (what are you offering that is better/different from competition? E.g. services of better quality, safer, more exclusive. You can differentiate your product offering on many various points: product features, performance, durability, reliability, style, design, ordering ease, delivery, installation, customer training, customer consulting, maintenance, etc...)
Stage 3. Create an effective marketing mix (highlight the benefits of your Product, explain your Promotional strategy, Price and Place (distribution)). All 4Ps should have your target segment in mind (base your decision on the segment profile which you`ve created earlier).
Stage 4. Apply your targeting strategy and evaluate customer response.
Your practical application must focus on the Segment you have chosen i.e. Plastic and Cosmetic patients in Europe. Targeting and Positioning the Segment must be linked into a coherent argument.
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