NATIONAL HEALTH SERVICE

Marketing-Management Assignment

Marketing-Management Assignment

AC 3.1 Explain how the current market types (perfect competition, monopoly, monopolistic competition, oligopoly, duopoly) have determined the pricing and output decisions of NHS.

The major issue with the verity that NHS is not a genuine 'market' is that the market which is oligopoly deals only with some players, the people taking part in that can easily raise the prices when they are not actually opposing with each other in any case. They either are providing the similar product at the similar exaggerated or overblown price (for instance, a 'normal hernia operation'), or also the fact that they can simply cherry pick what offerings or services they want to offer at low cost and high volume to maximise the profitability of their shareholder (Spang, 2001, p.153). While the Secretary of State has no longer a responsibility for the NHS to provide a worldwide national health service, legally this is no more a matter of concern. Thus, oligopolistic markets are where there are only some competitors. Therefore, if then an oligopolistic market exists, the patient or the customer as he/she should be identified in the NHS) may been seen in the last, as the requirement for shareholder pre-eminence is taken over (Spang, 2001, p.153).

AC 3.2 Provide examples of how NHS and British Red Cross have responded to market forces (e.g. supply and demand, customer perceptions and actions, pricing decisions, cost and output decisions.)

Fundamental to the strategy lies the obligation to critically assess both the resource profile (mostly known its weaknesses and strengths) and the environment it comes across the organisation. The inside-out marketing approach in the 1990's, that is the RBV or resource based view turned out to be famous with well known strategists for its innovative approach which appeared inside the organisation to weigh up its core competencies and to settle on which competencies ought to be employed for competitive advantage. Another neo-classical way, the resource see was that the outside environment was continuously varying and that it would be hard for organisations to keep transforming with it, instead they must keep on what they are at best and focus on their core services. The approach of value chain described by Michael Porter, reassured by Johnson and Scholes, also put stress on the significance of realising how the internal factors of an organisation impact on and add value to the outside environmental influences having an impact on the organisation. Thus, the value chain activities are divided into some primary and secondary activities. Thus, all the chain linkages will required to be evaluated for the NHS in attempting to determine the resource profile of the organisation.

AC 3.3 Discuss how the business and cultural environments shape the behaviour of one of the organisations (NHS or British Red Cross).

Examining the business or cultural environment for any organisation will engage a reassessment of the economic, political, technical and social environment it is in or comes across. With respect to NHS, it is a healthcare provider based in United Kingdom for the public, ...