Morgan’s Healthcare Organization’s Strategic Plan

Morgan’s Healthcare is a fictitious organization of interest for the future company that aims to sustain growth, build, maintain and increase patient connections, and market its activities. The healthcare organization means that the company has an opportunity to go for a mission, which aligns with its vision and strategic goals. The healthcare company thus hopes to deliver improved quality care at reduced costs, improve its patient outcomes and improve the work-life of healthcare providers.

Its core competency lies within its communication, professionalism, medical knowledge, and practice-based learning and improvement. Its sustainable competitive advantage is having committed and self-driven personnel management (Anderson et al., 2019). Therefore, it should not let miss the chance because it has an excellent opportunity to do good for its personnel, patients, and community.


To inspire hope and contribute to health, ensuring patient engagement and satisfaction by integrating clinical practice, education, and research.


To be the leading healthcare organization in improving quality and reducing the cost of Healthcare in the communities it serves.

Reason for choosing the company

The healthcare industry provides a wide range of products and services for treatment, including preventive, palliative, rehabilitative, and curative care patients. Differences in the healthcare needs of populations and individuals have led to the division of the modern healthcare industry into many sub-sectors, which rely on interdisciplinary teams of paraprofessionals and trained professionals to meet their needs. Healthcare as a whole encompasses the process of diagnosis, treatment, prevention, and curing illness and mental impairments among people (Aldwean, 2021). Therefore, the establishments which provide healthcare services to individuals and populations range from small clinics with a single physician to city hospitals with a large staff of different jobs. Due to the healthcare risks and challenges, there is a need for constant government regulations and innovation to maneuver the challenges experienced.

Situational Analysis

SWOT Analysis

An organizational matrix was used to analyze the internal capacity of the healthcare company.

Strategic Objective Strategic initiative
Staffing Diversified staff due to adoption of cultural integration
Culture The strong organizational culture that has boosted the company reputation
Quality Highly experienced staff offering high-quality services
Provision of quality products
Location The superior geographical location for ease of access by patients
Marketing An unreliable marketing plan for services offered in the institution
Technology Technological lag where most computer and software systems are unpatched
Turnover Higher Turnover rates among the staff
Custom medicine Personalized medicine adoption to offer superior health services to patients
Target population Changes in population profile provide room for diversification of medical services.
Market gap New niche markets including outpatient clinics and Ambulatory Surgery Centers for the hospital
Completion Higher levels of competition from other institutions with superior technologies.
Distribution channels Competitors have superior distribution channels that outdo Variant Healthcare.
Economic shifts Economic shifts affect service demand by clients
Employee’s turnover High employee turnover results in loss of skilled staff


The most significant competitors to Morgan’s Healthcare are:

  1. University of Mississippi Medical Center.
  2. Baptist Medical Center.
  3. St. Dominic Hospital.

The hospitals have highly skilled staff and are equipped with up-to-date medical systems that can outshine Morgan’s Healthcare. In addition, the location of the hospitals is convenient to the population hence a large customer base. Such merits of the hospitals put Morgan’s Healthcare at a disadvantage as an upcoming medical facility.

Target market

Morgan’s Healthcare will target patients of all categories, provided that their condition is not critical. It will be a dispensary offering Healthcare to individuals, especially those within the region of location. Since Healthcare is diverse, the facility will deal with all kinds of diseases and offer counseling services. Healthcare is made to benefit patients without discrimination. Therefore, the target audience will be the general population. (Elrod & Fortenberry, 2018).

Products: Telemedicine

Morgan Healthcare is currently revolutionizing its telemedicine services to offer better customer care. The current pandemic has changed the way health care is being delivered to patients. Patients and healthcare providers are no longer interacting in clinical settings to minimize exposure to the virus (Sullivan, 2020).

4Ps of Marketing applied


As the nation is adapting to the new normal, face-to-face encounters in healthcare facilities are fading. As a result, Morgan Healthcare has adapted to this new normal by providing virtual healthcare care services. Healthcare providers can connect with patients remotely to make appointments, make prescriptions and follow up on them. (Putsenteilo, P. R., Nyanko, V. M., & Karpenko, V. L. 2018).


Morgan Healthcare will adapt to a value-based pricing strategy. The approach is based on patients’ perceived value concerning telemedicine services they get from the facility. Therefore, more focus will be on the quality of telehealth services to improve their worth.


Morgan healthcare will focus on improving its brand name by providing better healthcare services to promote its products and services. The use of technology to deliver virtual care will help to differentiate the facility’s services. The primary targets for this promotion strategy are families and caregivers. (Kakhramonovna, D. A. 2020).


The primary aim of Morgan Healthcare is to provide care to all Americans at the convenience of their homes. Patients and healthcare providers will connect through the internet in different locations. However, the facility will not ignore the aspect of local delivery of care.


Aldwean, A. (2021). Making Primary Healthcare Services Virtual: SWOT Analysis.

Anderson, S., Rayburn, S. W., & Sierra, J. J. (2019). Future thinking: the role of marketing in healthcare. European Journal of Marketing. Vol. 53 No. 8, pp. 1521-1545. Web.

Ang, L. (2021). Principles of integrated marketing communications. Cambridge University Press.

Elrod, J. K., & Fortenberry, J. L. (2018). Target marketing in the health services industry: the value of journeying off the beaten path. BMC health services research, 18(3), 17-21. Web.

Muhammedrisaevna, T. M. S., Bayazovna, G. N., & Kakhramonovna, D. A. (2020). Goal and objectives of integrated marketing communications. Economics, (2 (45)).

Putsenteilo, P. R., Nyanko, V. M., & Karpenko, V. L. (2018). Trajectory of marketing function-from traditions to innovations. European Journal of Management Issues, 26(3-4), 103-113.

Sullivan, M, (2020). Telehealth Future is bright. Here is what it will look like in 2025. Web.

Ye, F., Zhang, L., & Li, Y. (2018). Strategic choice of sales channel and business model for the hotel supply chain. Journal of Retailing, 94(1), 33-44. Web.

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