The Role of Digital Marketing in Patient Outreach for Healthcare

company. But that is now a thing of the past. Now you even ignore my emails.” This response reveals that outbound communication needs to be improved, as this buyer stated clearly a lackluster communication experience. Without open communication, there cannot be any truly effective promotion. These two referenced customer quotes arise the questions of how many others have forgotten about the firm or have also been left behind. A reason as to why this 

firm is failing behind in this regard is because the firm fails to measure negative or positive interactions, take note of who or has not has been talked to, and document what was talked about. The firm’s history shows zero effort in measuring interaction rates, which the firm is now in the process of developing. As a result of this neglect, there is some repeated evidence 

from the survey that there is a lack of communication dialog with customers who do not order frequentlyPrice is the second largest factor at a 27.2% weighted sum of all other target factors (See Appendix K). The average unweighted price level satisfaction score by region and volume ordered per month can be found in Appendix AA. This graph shows some consistency with price level satisfaction other than the Asia market. Chewbarka deploys economies of 

Scale pricing on every individual order 

basis, thus the more products ordered, the less in price per unit will be charged. Discounting the Asia marketplace, the average price score for purchases of 1 - 499 units per month is 87.25% and for 500+ units per month purchased the average score is 88.62%. The price overall seems to be consistent with the higher quality goods produced. This claim is validated in Appendix AB and AC when the survey asked if the products are worth the price in Part II 

Question 6. Even in the U.S.A. market, 94.41% of respondents agreed to any extent that the products are worth the price. Combining the data found in Appendix AA and AB shows that the price level is mostly satisfactory across all regions except Asia and the price satisfaction rating is aligned with businesses’ purchasing power. Filtering the four value factors over the number of units purchased per month shows the only factor to significantly increase with an increase 

of purchase size is quality (See Appendix AD). A significant finding from the data shows that the weight assigned to price at higherquantities ordered is lower on a global basis. Revealed from this graph, there is an increasing rate of the need for quality while there is a decreasing rate of the need for better pricing and customer service. Outside of the data gained from this online survey, select larger companies globally who work as wholesalers deemed 

The firm indeed make up a significant 

portion of revenue from the firm from larger quantity orders.Pricing scores by use group reveal similar consistent results of the overall price satisfaction by region (See Appendix AC). Excluding the Central America market, the price acceptance score for the products by retail or wholesale are almost the same at a 3.96% difference, which conclusion can also be seen in 

Appendix AA. In the U.S.A. market, there is only a .34% difference in price satisfaction score. Globally, the retail average price score equates to 86.36% and the wholesale score equals an 84.15% satisfaction rate. These details showcase that no matter the use or the greater volume price levels, the price is flexible for markets and the price is acceptable through the quality of the products found in Appendix AB. The price level at higher ordering quantities 

seems as though it can be increased on a per unit volume basis. Looking at the United States market only, the concern for the quality of products is even more pronounced as the number of units purchased per month increases (Appendix AE). Shown in red, the price factor weight at the average 500 + volume level is 24.11% lower than the average price weight below 500  independent of how many units are ordered. As a result of meeting the needs of 

Consistent high-quality products

 for customers who order larger quantities of units at a time, a plan to increase their price level seems applicable and warranted for the seller.of price being an issue. Only quality and shipping speed of products were stated to be of the most importance, which Appendix AD shows evidence of. More in-depth analysis must be completed by sales per customer, by quantity of units ordered over set timeframes, type of styles ordered, and by individual order 

to find an exact target price for every price break that is currently available. The organization process of the current business’s accounting software to enable this deeper analysis was completed as of March 10th, 2021 after four months of data building. All sales data before late August of 2019 is unfortunately corrupt or unusable for any long-term analysis due to poor bookkeeping methods in the firm.Chewbarka’s products are shown to be expensive in 

comparison to its competitors in every regional market (See Appendix AF). Only 39.29% of the time the pricing for Chewbarka’s goods is better than the competition. Increasing the price demonstrates a risk that must be evaluated carefully. A price increase for the wholesale ‘distributors’ must be completed over a reasonable amount over time because they will 

Conclusion

certainly take notice. Although, these businesses can afford larger expenditures at once from their strong purchasing power. These types of customers showed quality over and over again to be their main reselling point of Chewbarka’s products, thus Chewbarka should be compensated fairly for it. Overall, Chewbarka seems to be selling themselves short. Another 

of slight increases in price. Larger companies will take action to end business relationships triggered by their systems, for example, their accounting reveals that they cannot meet margins at their current price level to their customers. As a result, the customers of the distributors will have to find another source. This new source of product can come directly from the manufacturer, Chewbarka, itself. This plan will need a clear pricing, fully operational 

processes, and stronger distribution structures before attacking this external threat and possibility opening opportunity. Price changes will affect the small businesses more so than larger corporations on many different levels. Small businesses consisting of 1 - 14 employees rely on consistency, whereasketing and its impact on customer experience and brand engagement. Several key findings have emerged through a combination of quantitative survey data and qualitative insights from interviews with marketing professionals and industry