Rynne T J
Health Prog. 1986 Sep;67(7):23-5, 62.
Many hospital administrators and boards of directors, having overcome their initial opposition to advertising and hired a marketing professional, are wondering why their marketing programs have not accomplished all that they had hoped. The answer lies in their perception of who is responsible for marketing. Marketing is not a specialty separate from the disciplines of management--it is a basic management skill. Its goal is to satisfy the customer by providing products and services that meet the customer's needs, wants, and preferences. Line managers must understand the hospital's customers and make the critical day-to-day differences in satisfying them. They are the hospital's front-line marketers, and the marketing department's role is to support them in this function. The marketing department should develop the line managers' marketing skills by furnishing them with the appropriate tools: formats, models, examples, and instructions. In addition, the marketing staff should provide such specialized services as marketing research, ad agency management, and development of communications.
许多医院管理人员和董事会，在克服了对广告宣传的最初抵触情绪并聘请了营销专业人员后，都在纳闷为何他们的营销计划未能达到预期目标。答案在于他们对营销责任主体的认知。营销并非与管理学科相分离的专业领域——它是一项基本的管理技能。其目标是通过提供满足客户需求、欲望和偏好的产品与服务来令客户满意。直线经理必须了解医院的客户，并在日常工作中做出关键努力以满足他们。他们是医院的一线营销人员，而营销部门的职责是在这一职能上为他们提供支持。营销部门应通过提供合适的工具：格式、模型、示例和说明，来培养直线经理的营销技能。此外，营销人员应提供诸如市场调研、广告代理管理和沟通拓展等专业服务。
