Kane and Morrison

I recently attended a conference of the Association of Healthcare Communicators (AHC). David Thorp, Director of Research and Information at the Chartered Institute of Marketing (CIM) gave one of the Masterclasses where the increasingly commercial nature of the NHS was discussed.

Of particular interest was the discussion of attitudes to marketing in the NHS. It was even suggested by some audience members that it would be helpful not to use the word marketing in the NHS setting as this may provoke a defensive response due to a lack of understanding of what marketing can do for such an organisation.

As a marketer this would seem a ridiculous way to change attitudes to marketing. It’s rather like suggesting to a school pupil that if they did not understand the meaning of the word chemistry, perhaps we could call it something else! The only real way to change attitudes to marketing in the NHS is to ensure that NHS organisations who work with companies such as ourselves experience a professional service and that the outcomes for clients benefit the organisations and as such their patients.

David Thorp said “To be commercial they have to put the patient first. To do this means understanding patients' needs and delivering on them. But the attitude towards marketing has to actively change if this is to happen." By suggesting a change of attitude to marketing whilst talking about putting patients first is only likely to offend NHS management. I’m sure NHS organisations have the patients wellbeing at the top of their list of objectives. To suggest that this cannot be achieved unless their attitude to marketing changes may be overstating things.

It is true that there is a lack of understanding about what marketing can do to help NHS organisations, however it is not helpful to say that NHS Management need to change their attitudes. What is needed is for marketing professionals to take the time to talk to NHS Management to educate and demonstrate the benefits of marketing in their marketplace. NHS managers are sensitive to public opinion and can guardedly see that patients might feel that money spent on marketing is money not spent on cleaning wards.

Marketing professional such as ourselves need to demonstrate that we can help drive competition in the marketplace which will in turn drive more efficient services for patients. Only then will attitudes to marketing in the NHS be changed.