Jumat, 31 Januari 2014

Social Media for the Professionals of Health Care



Most of the physicians use facebook, text messages and social networking sites to share their experiences

The phenomenon of social media is rising day by day which potentially impacts on the physicians. Generally, it is useful to think for the professionals of health care industry in 3 domains;
Social Media for the Professionals of Health Care
Social Media for the Professionals of Health Care
·        Practice to public
·        Peer to peer
·        Physician to patient

The domain of practice to publicis all about marketing and exposing the medical practice of the physicians to the public. There are a number of ways to use Twitter, Facebook and others to gain the visibility of professionals.
The domain of peer to peeris about letting the colleagues know about the practice which is not so dissimilar to the methods of practice-to-public. If the peer to peer communication is about the particular patients, then a protected platform requires to be established to interchange the Protected Health Information (PHI).
The interaction of patient to patient impacts on HIPAA. The online interaction which involves the PHI is required to be on a protected platform, not on regular networking sites.

Role in EHR system
Physicians and EHR developers all are continuously looking for different ways to improve the experience of engaging patients, using the software, and helping health IT to play a central role in improving the delivery and quality of care.
While healthcare organizations are using social media for branding and marketing purposes. They have been reasonably reluctant to post on Facebook and place Tweets at the similar level of importance. But lots of people share the personal details of their routine lives with their network of acquaintances and friends. 

Effective usage in health care marketing

The health care professionals and organizations are using the social media to get connected with the providers and consumers and to inform the development of the product. An effective strategy can be used to complete the goals of health care in some areas i.e. sharing of information, clinical outcomes, innovation speed and communication.
Establishment of policy
Establishing the policy will help to protect you against the privacy, security or ethics breaks by your customers or employees. You should also offer the education of staff. Outreach and training are essential to assure that the staff is completely comprehend and able to carry out the policy.

Consideration of starting
Social media can be used to improve the branding, marketing, recruitment, customer services and relation. However education for yourself must be done first which is allowable.

Internally recruitment of social media managers

Allocate the responsibilities among staff is Internet savvy and is excited about using the social media in healthcare to give the advantage of your organization. Try to keep the content current and accurate.

Health care professionals must know about social media

The medical professionals must have to involve and to avoid the embarrassing interactions which can affect the both institute and professionals.

Sharing of useful information

The primary goal in social media is to educate that means you should have to share the information which the people find useful.

Collectively working
There are lots of people who are active and successful on the social media. They are interested in setting up a Facebook page and blogging etc. For this purpose they have to contact with the communication and marketing experts.

Online reviews
Normally, patient experience impacts online reviews more than the quality of the patient care. The perfect way to avoid negative online posts is to assure that the patients are feeling better for their experience.




Usage of common sense
You must be careful about posting the content which could be offensive. There is no way to know in which sense your message will be taken. Let your perception be your director; if it appears like a bad idea, it possibly is.

Rabu, 29 Januari 2014

Managing A Retail Real Estate Portfolio

For the multiunit operator, managing a retail real estate portfolio is tricky business. Keeping winning stores in tip-top condition - both physically and financially - is the key to long-term success. The best multiunit operators actively prune their portfolios in a proactive way and over time; minimize the organization from becoming saddled with legacy, underperforming stores that become dead weight for the company. Understanding which units are continually contributing accretive EBIDTA to the overall assortment of stores is critical for maintaining the health of the enterprise. Not only do the high-performing stores contribute to today's bottom line, but add substantial value at the time of selling the chain.
Managing A Retail Real Estate Portfolio


While some real estate portfolios consist of owned properties (with or without a mortgage), others are made up of leased properties or a combination of the two. In either scenario, the manager should be working in concert with operations to determine which properties should be divested and which properties should be kept and improved, perhaps through capital investment. Here are some key areas that should be front-and-center for the real estate manager:

Managing A Retail Real Estate Portfolio


Know Lease Term Dates: Knowing the term dates is simply not enough. A prudent manager needs to know the entire key trigger dates that lead up to the term date. Working from those milepost dates, the manager should set up a game plan to evaluate the long term viability of the property - especially if this is a leased property. Hanging on to dead weight properties is the ruin of any multiunit operator.

Managing A Retail Real Estate Portfolio


Stay On Top Of Exercise Dates: Missing an exercise lease date may obligate the chain to another 3-to-5 years at an undesirable location or even worse, inadvertently fail to maintain a high-performing store. As with the term dates, there are many steps leading up to the decision date - including a thorough vetting by the operations team on the long-term viability of the unit. Real estate should lead this exercise in order to keep the organization on track with the key deadlines and time the process so that a discussion can take place with senior management prior to the exercise date.

Managing A Retail Real Estate Portfolio


Manage Remaining Options: As with everything, negotiations should take place when key critical deadlines are near. When a potential change may be enacted - either artificially or a hard deadline - levering that time period to negotiate remaining options is optimal. If the store is an under performer, simply do not exercise the next option. On the other hand, if the store is a long term strategic "must have", then asking for additional options buys the company peace of mind.

Managing A Retail Real Estate Portfolio


Renegotiate Rents: In addition to managing options, it never hurts to present a market assessment to the landlord to renegotiate the rent - using the trigger date of the option as the "call-to-action" catalyst. Everything is up for negotiation, provided that you have done your homework and can make a compelling case. In today's up-and-down economy, a lot can change since the company exercised their last option some 3-to-5 years ago. The squeaky wheel gets the oil and being proactive with your negotiations will produce a more viable portfolio.

Divest And Re-Locate: Sometimes, the best option for a site is to sell or relocate the store. If fee-based owned, selling the store is an option and reallocating the capital proceeds back into strengthening the existing portfolio makes sense. With regard to a leased site, letting the option expire and redirecting the existing customer database to a nearby store can improve two areas of the company - stop the bleeding at the underperforming store and moving a suspect store over the break-even threshold of profitability.

Managing a retail real estate portfolio takes a lot of forethought and coordination with the operations staff, but by properly instituting an ongoing pruning strategy, the organization can continue to prosper. Falling in love with legacy stores - despite their underperformance - is the detriment to the chain. In the end, letting go may be the best strategy and improve the ongoing viability of the chain.