op management at BankAmerica should consider revising its combat strategy applied to its own employees. At first, this suggestion might appear more human resources oriented than marketing oriented; however, the marketing of the bank's services to consumers depends to a great extent on the actions of its employees. Employees who are treated with greater consideration would likely prove to be more willing and more effective marketers.
Case 2 3: The Cleveland Clinic. In Cravens, D. W. Strategic Marketing, 3rd ed. Homewood, Illinois: Richard D. Irwin, Inc., 1991, pp. 239 245.
Question number 1. The primary competitive arenas in which the Cleveland Clinic competes are high risk, and highly sophisticated surgical procedures which most often involve organ failure. In Broward County, Florida, however, the clinic has been forced to expand its competitive arena framework to include more routine medical care, because of the general refusal of Broward County physicians to cooperate with the clinic in (1) the referral of cases, and (2) the provision of ancillary care in conjunction with procedures performed by Cleveland Clinic physicians.
Question number 2. Legally, the refusal of Broward County hospitals and medical organizations to (1) permit Cleveland Clinic physicians to practice in local area hospitals, and (2) certify Cleveland Clinic physicians to perform specific medical procedures amount to a restraint of trade, because such refusals are based on an objective of keeping the Cleveland Clinic out of the Broward County market, as opposed to sound medical reasons for such refusals. Ethically, the Broward County physicians, as is typical of almost all fee for service physicians, are attempting to preserve their financial interests, as opposed to serving the best interests of their patients.
Question number 3. Had the Broward County physicians and hospitals cooperated with the Cleveland Clinic when it first entered the Broward C...