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Team D Summary
In the text this week, chapter 10 discusses concepts surrounding the balance of marketing strategies and tactics, recognizing the barriers of successful strategy, and how to avoid marketing strategy failures. A successful marketing plan is a combination of a good strategy with a solid tactical execution. Without one or the other, the marketing plan is apt to fail. Sometimes an organization experiences issues as the marketing plan is created and executed. Assumed assumptions are based on belief rather than fact, which offer little support (Hillestad, 2013). These assumptions can be dangerous because there is little or no data to back it up. Marketers should never assume what consumers want and need. Instead, marketers should work to gather facts and data to understand the wants and needs of the consumers. In addition, successful marketing includes expecting the unexpected. Every successful plan needs a little cushion and flexibility to accommodate unforeseen circumstances. When a plan is based on a narrow set of assumptions, if even only one does not fall into place, the plan may fail (Hillestad, 2013). Healthcare organizations should also limit the number of marketing initiatives it takes on at one time. Having too many initiatives at one time may result in a lack of focus and underperformance.
Chapter 10 discussed assumed assumptions. When individuals assume or make assumptions, this is believed to be redundant.  But, assumptions can become a problem when an organization is trying to put their marketing strategies in place.  “Assumed assumptions are based on a belief that is believed to be true, not on facts.  Market plans are often replete with assumptions that the team believes must be true when, in fact, they are supported by little, if any, data” (Hillestad & Berkowitz, 2013).  Customer relations management (CRM), is a very well organized and detailed information system that gives team members access and tracks customer information.  People also have tendencies to make assumptions because a strong CRM program seems good, and it is always assumed to be something that customers need.  It is also believed that customers are always looking for service that is considered to be better, and more personalized or tailored to the individual, and many times this is the case, but it is not necessarily always the case.  “The key in making assumptions about cancer services and other services is, in fact, not making assumptions at all. Instead, attempt to figure out exactly what patients, family, and referral doctors are saying and thinking in order to determine how they are behaving” (Hillestad & Berkowitz, 2013).

Reference
Hillestad, S.G., & Berkowitz, E.N. (2013). Health care market strategy: from planning to
action (4th ed.). Burlington