Deliverable 1: Strategic Planning

Rasmussen University

Healthcare Strategic Planning and Marketing









Internal Memorandum for Business Planning and strategic planning

TO: All employees of Healthy Dynamics

FROM: Project Assessment Leader

RE: Development of Better Revenue from the Healthcare Industry

The healthcare sector can be confusing and complex for many people to understand. This is due to the changes in government mandate and technological advancements. Notably, it is becoming highly crucial to plan the success of healthcare organizations. The organization can better prepare for the unknowns by preparing for our future. Thus, a strong business and strategic plan help all levels of the company despite it being small or large. To understand the future of the industry, it is crucial to also understand the differences between business planning and strategic planning in health care (Ginter et al., 2018).

Most importantly, business planning is commonly confused with strategic plans but is not that similar. Every organization needs to have both plans, and thus it is crucial to identify the differences between the two plans. Foremost, business planning includes the description of the foundation of a healthcare organization, its capabilities, owners, market, and industry in which it operates. Business planning also involves detailing how the healthcare organization generates revenues and its financial projections. A health care business plan can assist the stakeholders in defining and identifying the targets audience and crucial prospects. It also aids in evaluating and comparing the business practices information against the industry (Alvarez et al., 2019).

On the other hand, strategic planning in healthcare includes increasing objectives and setting goals for where the organization sees itself in the future. Strategic planning aims to align an institution’s action with the organization’s values and mission. Strategic planning helps the organization have goals and objectives and create a plan to achieve them (Alvarez et al., 2019).

Focus area that can increase revenue

Indeed, there is no proven method on how the healthcare organization can increase revenue, but the organization can boost its revenue by increasing sales. Increasing marketing sales can help differentiate the company brand and implement innovations to stay ahead of other organizations. Due to massive competition, the organization can have striven to have modern sales and marketing strategies to increase revenue and ensure that the business brand does not suffer. To increase revenues, health care should begin by focusing on patients, whereas the business should be customer driven. This should involve having new and more effective tools to help patients become better (Bunnell et al., 2021).

The customer-driven approach also involves maintaining consistent outreach. Mainly, during these pandemic times, many health care organizations have delays. Thus, it’s the perfect time to reengage and encourage patients to begin actively managing their wellness and healthcare (Ginter et al., 2018). These should involve promoting text messages and target messages through social media, whereby the business will conduct direct outreach. The company should also ensure it stays connected with the patient by creating messages around news services, providing updated check-in procedures, and reminding patients about telehealth services (Bunnell et al., 2021). Another approach to increase revenue with health care is extending practice hours, maximizing marketing, adding patient visits to the physical; days, providing timely appropriate and observing new services.


Question to address the development of a strategic plan

When developing a strategic plan, there are several questions every leader and team should ask. These includes

I. Where do we want to be in 4 to 6 years?

II. Where is the business today in relation to these goals?

III. What obstacles lie in the business path, and how can the business remove the barriers?

IV. How will we measure the business progress and know where it has reached its goals?

Healthcare leadership team members


Chief Executive officer




Chief administrative officer

Chief Financial Officer

Chief Nursing Officer

Chief Medical officer

Chief Information officer




Roles and responsibilities of the team members

During the creation the healthcare strategic plan, several healthcare leadership team members should be involved. The team leader is crucial as they offer the chance to contribute to various operational areas. Foremost, there is the hospital’s chief executive officer, who is charged with the duties and responsibilities of the entire hospital. Since the individual is the final decision maker on all aspects of the strategic plans, finances, policies, and operations, they play a crucial role in ensuring the strategic plan’s success (Cuschieri et al., 2021).

The second team leader is the chef’s administrative officer, second to the chief executive officer. Thus, during strategic planning, the individual is responsible for facilitating and ensuring the strategic planning aligns with the hospital operations and the CEO’s decisions (Parsapour et al., 2021). The chief financial officer also leads the accounting and finance departments and establishes financial policies. Thus, there are crucial in strategic planning as they provide the necessary financial advice needed to ensure the organization’s strategic planning becomes a success and viable (Alvarez et al., 2021).

Another individual is the chief information officer responsible for all technological infrastructure patent data and healthcare data security. The person ensures that all the necessary data for strategic planning and success is available and that all the essential technology is also available. The chief medical officer is another crucial team leader who oversees hospital care acts and acts in corroboration with hospital physicians and executives to ensure that medical care is proper and necessary. The individual is crucial in strategic planning as they assist in ensuring the goals and objectives align with the business services. The last team lead is the chief nursing officer, who deals with nursing protocols and operations and the quality and delivery of patient care—the team leader assists in ensuring that the laid down objectives and goals are met and followed (Parsapour et al., 2021).







Alvarez, L., Soler, A., Guiñón, L., & Mira, A. (2019). A balanced scorecard for assessing a strategic plan in a clinical laboratory. Biochemia Medica29(2), 284-291.

Bunnell, R., Ryan, J., Kent, C., & CDC Office of Science and CDC Excellence in Science Committee. (2021). Toward a New Strategic Public Health Science for Policy, Practice, Impact, and Health Equity. American Journal of Public Health111(8), 1489-1496.

Cuschieri, S., Pallari, E., Terzic, N., Alkerwi, A., & Sigurðardóttir, Á. K. (2021). Mapping the burden of diabetes in five small countries in Europe and setting the agenda for health policy and strategic action. Health Research Policy and Systems19(1), 1-10.

Ginter, P. M., Duncan, W. J., & Swayne, L. E. (2018). The strategic management of health care

organizations. John Wiley & Sons.

Parsapour, A., Gooshki, E. S., Malekafzali, H., Zahedi, F., & Larijani, B. (2021). The second strategic plan of medical ethics: a national report. Journal of Medical Ethics and History of Medicine14file:///C:/Users/bfeli/Downloads/1067-Article(with%20all%20authors%20names%20&%20affiliations)-7914-1-10-20211227.pdf

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