Conduct a strategic marketing analysis, similar to the one that Melissa would prepare, for Radiance. Based on this information, thoroughly answer the following questions:
What marketing strategies should Radiance pursue in the next five years? Explain why the strategies you select would best fit the organization.
Should Radiance engage in lifestyle, sponsorship, or event marketing? Explain your answer.
Which venues would best match with Radiance’s brand, should the organization choose to move forward with these types of marketing?
What damage control techniques should Melissa employ? Or, would she be better off to just wait and let some time pass before responding? Defend your answer.
Your assignment must be one to two pages in length (excluding title and reference pages). Utilize at least two scholarly source. Your paper and all sources must be formatted according to APA style.
CASE
Radiance Reconstructive Surgery
Melissa Patterson serves as the director of marketing for Radiance, an organization that provides facial reconstructive surgery. Her activities include two primary functions. First, she is responsible for overseeing the organization’s advertising and marketing efforts. Her duties consist of overseeing strategic marketing decision making, advertising, and promotions. Melissa employs one individual, who assists in these efforts.
The second function involves supervision of public relations. Two publicists report to Melissa. One of the two oversees all image-building public relations activities. The other manages other public relations functions, including preparation of press releases, scheduling interviews or appearances by physicians in the organization, and responding to any unfavorable press or Internet chatter. The two publicists work together to publish a monthly newsletter that is sent to patients, other health providers, and the local media. The newsletter appears in both paper and an electronic version that can be attached to an email.
Radiance opened in 2002, when a group of three plastic surgeons agreed they would have greater freedom by offering their services independently from any specific hospital. The three physicians maintain practicing privileges at the area’s four major community hospitals. Radiance has its own examination equipment and surgical rooms. The organization employs five nurses, as well as four support staff members who take care of insurance forms, billing, scheduling, and other office duties.
Three types of individuals seek reconstructive surgery. First, victims of accidents who have facial injuries often require immediate attention and follow-up care. After an initial visit to the emergency room of a hospital, an injured person may return to Radiance on numerous occasions to achieve the best results over time.
Second, facelifts and other facial beauty improvements (Botox injections, nose realignment), which are elective surgeries, tend to be available to people who have larger amounts of disposable income. These procedures command a premium price, and quality remains the overwhelming criterion. Referrals and word-of-mouth often bring these types of patients to Radiance.
Third, some individuals are born with facial defects, such as a cleft palate. Many times these individuals do not have health insurance coverage. The three surgeons have agreed that it is advisable to treat some of these patients on a pro bono (no charge) basis. Others with limited incomes receive drastic discounts for their treatments.
Over the past five years, the number of facelifts and beauty-enhancement procedures had begun to dwindle. One explanation for this turn of events is the major recession, which has cut down on the number of individuals willing to pay for cosmetic procedures. It is believed that when the economy improves, that part of the practice will again prosper. A second explanation is that Radiance experienced negative publicity when one unhappy (and relatively famous) client went public with her frustration. The physicians believe that her complaints were totally without foundation, but they worry that public perceptions of the organization have diminished as a result.
Melissa was asked to diagnose the cause of the negative publicity and to offer potential solutions. She knew it would take all of her professional skill to put Radiance back on the right path.
