NHS Trust marketing: a survival guide

Abstract

Investigates the opportunities for marketers within the newly reformed NHS and gives a personal view of where the marketing emphasis should be placed in the early years of a trust. Examines the nature of the marketing challenge and outlines a typical trust culture and surrounding political environment, within which any marketing activity must take place. Argues that marketing must be seen as a core philosophy that permeates throughout the organization, reflected in a “top ten” of marketing activities for a new trust. Explores alternative implementation structures and recommends that the chief executive takes the marketing lead. Concludes by predicting the growth in power of purchasers and future mergers among providers.