Young A P
Br J Nurs. 1996;5(15):937-40. doi: 10.12968/bjon.1996.5.15.937.
Since the introduction of a marketing orientation to the NHS in 1990, arguments continue to abound as to the extent and success of the internal market. This article identifies where and how the market is operating and explores the inherent difficulties of using this model, both ethically and economically. The dangers of increasing inequality, social manipulation, continuing cost pressures, loss of professional autonomy and restricted professional collaboration have to be balanced against the potential value of marketing on performance measures and a more responsive service. The article concludes that marketing needs to be tailored to the particular culture of the NHS rather than copied from the private sector and should emphasize client needs, integrated planning, good communication and the development of agreed quality indicators.
自1990年国民保健制度引入市场导向以来，关于内部市场的范围和成效的争论一直层出不穷。本文确定了市场的运作地点和方式，并探讨了在伦理和经济方面使用该模式所固有的困难。不平等加剧、社会操纵、持续的成本压力、专业自主权的丧失以及专业协作受限等风险，必须与营销在绩效衡量和更具响应性的服务方面的潜在价值相权衡。本文的结论是，营销需要根据国民保健制度的特定文化进行调整，而不是照搬私营部门的做法，并且应该强调客户需求、综合规划、良好沟通以及商定质量指标的制定。
