Journal of Strategic Marketing

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A marketing mix typology for integrated care: the

10 Ps

Weng Marc Lim

To cite this article: Weng Marc Lim (2020): A marketing mix typology for integrated care: the 10
Ps, Journal of Strategic Marketing, DOI: 10.1080/0965254X.2020.1775683

To link to this article: https://doi.org/10.1080/0965254X.2020.1775683

Published online: 04 Jun 2020.

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JOURNAL OF STRATEGIC MARKETING
https://doi.org/10.1080/0965254X.2020.1775683

A marketing mix typology for integrated care: the 10 Ps

Weng Marc Lim
Swinburne Business School, Swinburne University of Technology, Melbourne, Australia; School of Business,
Swinburne University of Technology, Sarawak, Malaysia

ABSTRACT ARTICLE HISTORY

This paper aims to accentuate the role of marketing as an integrator Received 30 October 2017
in integrated care through a marketing mix typology. To do so, this Accepted 26 May 2020
paper adopts a conceptual and contextual route to investigation by KEYWORDS
using the marketing mix as a conceptual lens to explain the role of 10 Ps; marketing mix;
marketing as an integrator in the context of integrated care. In integrated care; typology
doing so, this paper offers fresh insights into how the marketing
mix can be reconfigured from a product, price, place, promotion,
people, process, physical evidence, packaging, partnership, and
policy perspective. Thus, this paper makes a seminal contribution
to the interdisciplinary field of health-care marketing by being the
first to introduce a new marketing mix typology in the form of a 10
Ps framework for integrated care and to conceptually illustrate how
contextualizing the marketing mix can help encourage and facil­
itate the adoption of and participation in integrated care.

1. Introduction
Health and social care are among the most complex and interdependent systems known
to society (Lim, 2016; Lim & Ting, 2012b; McColl-Kennedy et al., 2017, 2017; Zainuddin
et al., 2013, 2016). Historically, institutions in these systems have been fragmented
because of differing professional, institutional, and intersectoral cultures and boundaries
(Kodner & Spreeuwenberg, 2002; Lyngsø et al., 2016). Such fragmentation is a critical and
underappreciated problem underlying current health-care failings because it significantly
disadvantages both patients and health and social care providers. For patients, fragmen­
tation results in disjointed, inefficient, and patchy care that is not patient-centered
(Keeling et al., 2018). In particular, patients faced with fragmented health and social
care services tend to encounter difficulties in obtaining comprehensive health assess­
ments, monitored changes in health status, and coordinated care from a mix of providers
through periods of acuity, maintenance, rehabilitation, and transition (Kodner et al., 2000;
Pham & Ginsburg, 2007). Indeed, focusing on either a health or a social care problem
without adequately appreciating its relationship to overall well-being can result in diag­
noses and solutions that provide only a partial fix instead of curing the patient as a whole
(i.e., physically and mentally) (Stange, 2009). For health and social care providers, frag­
mentation results in a lost opportunity to address the extant gaps in care continuum (e.g.,
ensuring patients get the right care at the right time in the right setting) and to reduce

CONTACT Weng Marc Lim lim@wengmarc.com

© 2020 Informa UK Limited, trading as Taylor & Francis Group
2 W. M. LIM

ineffective or unnecessary process steps (e.g., duplication of pathology, physiology, and

radiology tests and prescription of medications and treatments) (Mercury, 2016). The
invisibility of this problem is important because fragmentation can cause well-intended
actions (e.g., expanding revenues for health and social care providers) to have unintended
consequences that make things worse (e.g., inefficiency, ineffectiveness, and inequality in
the delivery of health-care outcomes) (see Stange, 2009). These problems have become
exacerbated in recent times from the growing prevalence of chronic diseases and popula­
tion aging (Atella et al., 2019; Lim et al., 2015, 2016; Teh et al., 2017), which are placing
a heavy burden on health and social care systems (Ashby & Beech, 2016; García-Goñi et al.,
2016). Thus, fragmentation is at the heart of the ineffectiveness of silo efforts to nurture
improvements in health-care systems and outcomes.
Prior research suggests that the concept of integrated solutions, specifically integrated
care (i.e., integration of health and social care systems) can overcome the problems
associated with the fragmented delivery of health and social care services and improve
health-care outcomes (e.g., enhance quality of care and patient experience and satisfaction,
reduce avoidable hospitalization, minimize frequency of admission and waiting time) (Essén
et al., 2016; Frow et al., 2016; Keeling et al., 2018; Ward et al., 2016). Despite becoming a holy
grail in recent times, the integration of health and social care systems is a multidisciplinary
problem because of a lack of coordination efforts between disciplines (Keeling et al., 2018).
This paper contends that marketing can act as a lynchpin between disciplines to encourage
the adoption of and participation in integrated care through market forces (i.e., market-
driven perspective) for two main reasons. First, marketing itself is multidisciplinary; it draws
on knowledge from several disciplines and specializations, such as economics, manage­
ment, neuroscience, psychology, and sociology, to satisfy needs and wants (Daugherty &
Thomas, 2016; He & Wang, 2015). Second, marketing is predicated on the activities and
processes that create, communicate, and deliver value to customers, organizations, stake­
holders, and society at large. In doing so, marketing satisfies the needs and wants of entities
in and outside the value creation process and builds long-term win–win relationships
between them (Kotler & Armstrong, 2016). These reasons suggest that marketing has
a noteworthy track record of successfully organizing and synthesizing disparate branches
of knowledge for a common goal. However, marketing is often overlooked as a potentially
powerful partner for integrated care, which has stilted its potential impact on improving
health-care systems and outcomes (Keeling et al., 2018).
Thus, the goal of this paper is to accentuate the role of marketing as an integrator in
integrated care. More specifically, this paper adopts a conceptual and contextual route to
investigation by using the marketing mix as a conceptual lens to explain the role of
marketing as an integrator, specifically from a product, price, place, promotion, people,
process, physical evidence, packaging, partnership, and policy perspective. In doing so,
this paper produces a marketing mix typology in the form of a 10 Ps framework for
integrated care that sheds light on how the marketing mix can be reconfigured to
encourage and facilitate the adoption of and participation in integrated care.
The organization of the paper is as follows: the paper first introduces the conceptual
boundaries of integrated care, after which it articulates a marketing mix typology for
integrated care. The paper concludes with a discussion of the typology’s implications to
theory, practice, and future research.
 JOURNAL OF STRATEGIC MARKETING 3

2. Integrated care
Integrated care is not a new idea; rather, the concern about the lack of integration
between health and social care (e.g., patients falling through the gaps in care from
fractures in the delivery of health and social care services) dates back to the period
when multiple stakeholders in society advocated for the establishment of one-stop
national health-care systems around the world (e.g., Medicare in Canada, National
Health Service in the UK, and Mayo Clinic, Kaiser Permanente, Integrated Medical
Groups, and Veterans Health Administration in the US).
In essence, the World Health Organization defines integrated care as a concept that
brings together diverse groups of entities that are involved in the delivery, management,
and organization of health and social care so that, from the patient’s perspective, the
services delivered to promote, restore, or maintain health are consistent and coordinated
(Gröne & Garcia-Barbero, 2002). That is, achieving integrated care requires these entities
to impose a patient’s perspective as the organizing principle behind the delivery and
quality of care (Goodwin & Smith, 2011; Shaw et al., 2011).
The integration of health and social care can occur horizontally (i.e., linking similar
levels of care; e.g., multidisciplinary teams), vertically (i.e., linking different levels of care;
e.g., primary, secondary, tertiary), structurally (i.e., into a single new organization), and
virtually (i.e., a network of providers working closely together) (Grant, 2010; Gröne &
Garcia-Barbero, 2002). Such a system is most suitable in markets in which poor health and
social care coordination can produce adverse impacts on patient experience and health
outcomes (e.g., markets with people who are frail and elderly, with long-term chronic and
mental illness, and with medically complex needs) (Goodwin & Smith, 2011).
More important, as a comprehensive population-based approach to health and social
care, integrated care facilitates continuity of care in patient–provider relationships (Gröne
& Garcia-Barbero, 2002). Such an approach thus offers patients greater access to higher-
quality, more efficient care that better meets their needs and provides health and social
care providers the opportunity to improve their efficiency, reduce costs, and foster greater
satisfaction and loyalty among their customers (or patients) (Grant, 2010). In other words,
the performance of health and social care will suffer (or become less efficient and
effective) without integration (Goodwin & Smith, 2011; Kodner & Spreeuwenberg, 2002).

3. Marketing mix
The marketing mix is a fundamental theory in marketing that encourages the performance
of desired behavior and helps achieve desired marketing objectives in the target market by
controlling a combination of mix elements. Its conceptual roots are attributed to Neil
Borden (1964), who describes the mix as the marketing procedures and policies that
marketers rely on when devising marketing programs. Borden (1957) initially identified an
extensive list of 12 controllable marketing elements (i.e., product planning, pricing, brand­
ing, channels of distribution, personal selling, advertising, promotions, packaging, displays,
servicing, physical handling, and fact finding and analysis) that, when properly managed,
would produce desired results (e.g., customer buy-in, profitability). Jerome McCarthy (1960)
distilled this list into a simple schema consisting of four elements popularly known as the
‘four Ps’ – product, price, place, and promotion. However, McCarthy’s four Ps were designed
4 W. M. LIM

with physical goods in mind, thus propelling Booms and Bitner (1981), who recognized the
unique characteristics of services (e.g., intangibility, heterogeneity, inseparability, and per­
ishability), to introduce three additional elements (or Ps) to supplement McCarthy’s four Ps
in the marketing mix – i.e., people, process, and physical evidence. Most often, marketers
consider the marketing mixes of McCarthy, Booms, and Bitner, which were popularized by
Philip Kotler in his textbook on the principles of marketing, as archetypes for marketing
strategy planning and implementation – the former for the marketing of physical goods,
and the latter for services marketing (Kotler & Armstrong, 2016).
A key strength of the marketing mix is its large-scale endorsements for being
a memorable and practical framework for marketing decision-making that has proved
useful in business schools and industries over the years (Constantinides, 2006; Jobber,
2001; Rafiq & Ahmed, 1992, 1995). More important, the marketing mix offers marketers
a set of controllable variables to strategically position and communicate the promise of
their corporate and product brands to actual and potential customers; satisfy the needs,
wants, and demands of those customers; induce desired behavioral responses from those
customers; and accomplish their established marketing objectives (Booms & Bitner, 1981;
Kotler & Armstrong, 2016; McCarthy, 1960).
However, more recently, several marketing scholars have recognized the need for
a stronger classification of the marketing mix that stimulates conceptual and contextual
integration, and thus they have proposed new forms that account for the peculiarities of
marketing in myriad contexts (e.g., consumer, relationship, service, retail, industrial, electro­
nic, education marketing) (Constantinides, 2002, 2006; Festa et al., 2016; Goi, 2009; Ivy,
2008). Thus, this paper follows the route of the scholarly position for extending the market­
ing mix to encapsulate the conditions necessary for marketing tangible and intangible
products in the contemporary marketplace. More specifically, this paper contends that
three additional elements are required to capture and leverage the unique peculiarities of
integration (e.g., collaboration, sharing) and to supplement the seven Ps for leveraging
marketing as an integrator in integrated care (i.e., a form of services marketing) – namely,
packaging, partnership, and policy. The sections that follow conceptualize and contextua­
lize the 10 elements in a new marketing mix typology for integrated care.

4. A marketing mix typology for integrated care

The marketing mix typology for integrated care consists of 10 controllable marketing
variables (i.e., the ‘10 Ps’): the four core Ps of product, price, place, and promotion from
McCarthy (1960); the three additional Ps of people, process, and physical evidence from
Booms and Bitner (1981) to capture the peculiarities of services; and the three new Ps of
packaging, partnership, and policy introduced herein to capture the peculiarities of
integration in integrated care.1 Unlike other marketing frameworks that adopt
a customer-oriented approach, such as the 4 Cs (i.e., consumer wants and needs; cost
to satisfy; convenience to buy; and communication) proposed by Lauterborn (1990), the
10 Ps framework herein assumes a business-oriented approach due to the need to
integrate fragmented solutions in the business environment (e.g., health and social care
providers) in order to better satisfy customer (or patient) and stakeholder (e.g., payers)
needs, wants, and demands. Thus, this typology, which is supported by literature (see
Table 1),2 should serve to support marketing decisions that endeavor to encourage and
 JOURNAL OF STRATEGIC MARKETING 5

facilitate the adoption of and participation in integrated care among health and social
care providers as well as their target customers and stakeholders.

4.1. Product
Product in integrated care encapsulates the health and social care solutions offered and
sold by integrated care providers. These solutions can include an actual integrated care
product consisting of physical goods (e.g., medications) and services (e.g., tests, treat­
ments) that promote, restore, or maintain the health of patients and an augmented
integrated care product consisting of added value (e.g., customer care [e.g., scheduling,
follow up], finance [e.g., credit, installment], security [e.g., CCTV, escorts, guards]). It is
important that integrated care providers deliver and communicate the minimum level of
the expected performance of coordinated care and total service quality through corpo­
rate and product brands; otherwise, even the best investment in and implementation of
the other elements of the marketing mix will fail to provide value.

4.2. Price
Price in integrated care denotes the amount that target customers must pay to integrated
care providers to receive health and social care solutions. The pricing element not only
affects the revenues that integrated care providers derive from health and social care
solutions but also affects patients’ ability to pay and their perceptions of the quality and
value of those solutions. Integrating health and social care services can help integrated
care providers offer cost-effective solutions (e.g., reducing redundancy by consolidating
the expertise and solutions of others), thus making their services attractive to patients
(and/or their payers – e.g., governments, insurance companies).

4.3. Place
Place in integrated care consists of the distribution method and point of sale (or channel,
intermediary) that integrated care providers adopt to provide health and social care
solutions to patients in a way that meets, if not exceeds, patient expectations – that is,
it is the mechanism through which health and social care products are moved from
integrated care providers to patients. The proliferation of technology and the growing
mobility and mushrooming of health and social care providers provide an array of
alternatives (e.g., disparate physical locations, virtual consultation, prescription, and
monitoring facilitated through the Internet of things, wearable smart devices linked to
patient records) for patients to obtain services. This, in turn, should help patients access
the services they require more conveniently and effortlessly.

4.4. Promotion
Promotion in integrated care specifies the activities undertaken and tools used by
integrated care providers to communicate and inform patients about the health and
social care solutions offered and to encourage them to purchase those solutions. These
activities and tools can include advertising, direct marketing, personal selling, public

Table 1. Conceptualization and operationalization of the marketing mix for integrated care.
Conceptualization
Marketing mix(Element) (What it is)
● Product ● The health and social care solutions offered
and sold by integrated care providers.
● Price ● The amount that target customers must pay to
integrated care providers to receive health and
social care solutions.
● Place ● The distribution method and point of sale (or
channel, intermediary) that integrated care
providers adopt to provide health and social
care solutions to patients.
● Promotion ● The activities undertaken and tools used by
integrated care providers to communicate
and inform patients about the health and
social care solutions offered and to encourage
them to purchase those solutions.
6
W. M. LIM
Operationalization
(How to implement or measure it) Literature(Further reading)
● Through the physical goods (e.g., medications) ● Lefebvre (2011)
and services (e.g., tests, treatments) that pro­ ● Reisenwitz and Gupta (2011)
mote, restore, or maintain the health of ● Roehrich and Caldwell (2012)
patients. ● Sharma et al. (2014)
● Through the performance of augmented pro­ ● Yap et al. (2014)
duct consisting of added value (e.g., customer ● Stros and Lee (2015)
care [e.g., scheduling, follow up], finance [e.g., ● Keeling et al. (2018)
credit, installment], security [e.g., CCTV, ● Oderanti and Li (2018)
escorts, guards]).
● Through the cost of solutions (e.g., cost attrac­ ● Lefebvre (2011)
tiveness and savings as a result of reducing ● Elmuti et al. (2013)
redundancy from the consolidation of exper­ ● Stros and Lee (2015)
tise and solutions). ● Aydin and Karamehmet (2017)
● Through the mechanism(s) through which ● Williams et al. (2011)
health and social care products are moved ● Elmuti et al. (2013)
from integrated care providers to patients ● Stros and Lee (2015)
(e.g., accessibility from disparate physical ● Tuzovic and Kuppelwieser (2016)
locations, virtual consultation, prescription, ● Kemp and Poole (2017)
and monitoring facilitated through the ● Rosenbaum et al. (2017)
Internet of things, wearable smart devices ● Dixit et al. (2019)
linked to patient records).
● Through the activities and tools used to reach ● Fischer (2014)
integrated care providers and patients (e.g., ● Kemp et al. (2014)
savings and returns from advertising, direct ● Kemp et al. (2015)
marketing, personal selling, public relations, ● Orazi and Newton (2018)
sales promotion, and social media ● Wen and Wu (2018)
communication). ● Leek et al. (2019)
(Continued)
Table 1. (Continued).
Conceptualization
Marketing mix(Element) (What it is)
● People ● The personnel who are both directly and indir­
ectly involved in the interactions with patients
and stakeholders during the delivery, man­
agement, and organization of integrated care.
● Process ● The operating and tracking procedures and
systems by which integrated care providers
deliver health and social care services (includ­
ing follow-ups) effectively and efficiently.
● Physical evidence ● The tangible component of the integrated care
service offering.
● Packaging ● The combination of related and complemen­
tary health and social care services necessary
for promoting, restoring, and maintaining
good health, which can be presented under
a single-price offering.
● Partnership ● The cooperative delivery, management, and
organization of health and social care solu­
tions between professionals and institutions to
provide integrated care.
Operationalization
(How to implement or measure it) Literature(Further reading)
● Through the personnel who communicate and ● Hadwich et al. (2010)
provide the quality of health and social care ● Rod and Ashill (2010)
solutions (e.g., service quality of audiologists; ● Lapré and Wright (2015)
clinical, laboratory, and medical assistants, ● Shafei et al. (2015)
officers, and scientists; cardiologists; chiro­ ● Jandavath and Byram (2016)
practors; dentists; dietitians; midwives; nurses; ● Aydin and Karamehmet (2017)
optometrists; paramedics; pharmacists; phle­ ● Davis et al. (2017)
botomists; physicians; psychologists; radiogra­ ● Cengiz and Fidan (2017)
phers; social workers; surgeons; therapists; and ● Otalora et al. (2018)
a wide array of other human resources trained ● Swain and Kar (2018)
to provide health and social care services or ● Zhang et al. (2018)
administrative work). ● Prakash and Srivastava (2019)
● Through the means to achieve the goals of ● Mehrjerdi (2010)
integrated care (e.g., effectiveness and effi­ ● Talib et al. (2011)
ciency gains and returns from bringing ● Sharma et al. (2014)
together health and social care providers to ● Goldenberg and Gravagna (2017)
collectively deliver integrated care solutions). ● Ferguson (2018)
● Through the tangible aspects of integrated ● Bhangale (2011)
care that can be evaluated by patients and ● Al-Qarni et al. (2013)
stakeholders (e.g., evidences of good practices ● West (2013)
such as awards and patient testimonies in ● Kemp et al. (2017)
brochures, media, publications, signage, and ● Dixit et al. (2019)
websites).
● Through the health-care package offered ● Frow et al. (2016)
through integrated care (e.g., value of inte­ ● Trombetta (2017)
grating health and social care solutions to ● Keeling et al. (2018)
actual and potential patients and ● Polater and Demirdogen (2018)
stakeholders). ● Taiminen et al. (2018)
● Through the collaborations between profes­ ● Crié and Chebat (2013)
sionals and institutions that provide inte­ ● Roehrich and Caldwell (2012)
grated care (e.g., value of horizontal, vertical, ● Elmuti et al. (2013)
structural, and virtual integration). ● Trombetta (2017)
● Keeling et al. (2018)
JOURNAL OF STRATEGIC MARKETING
● Oderanti and Li (2018)
● Orazi and Newton (2018)
(Continued)
7
 8
W. M. LIM

Table 1. (Continued).
Conceptualization Operationalization
Marketing mix(Element) (What it is) (How to implement or measure it) Literature(Further reading)
● Policy ● The statement of intent that governs the for­ ● Through the policies adopted by the board or ● Hoek and Jones (2011)
mation of partnerships for and the develop­ a governance body for integrated care (e.g., ● Aydin and Karamehmet (2017)
ment of processes in integrated care. value of integrated procedures and protocols). ● Cruz et al. (2018)
● Davies et al. (2019)
 JOURNAL OF STRATEGIC MARKETING 9

relations, sales promotion, and social media communication, among others. The same
activities and tools can also be used to encourage independent health and social care
providers to come together to provide integrated care (i.e., horizontally, vertically, struc­
turally, and/or virtually) as well as payers to support integrated care providers as their
panel institutions of health and social care services for patients.

4.5. People
People in integrated care connote the personnel who are both directly and indirectly
involved in the interactions with patients and stakeholders during the delivery, manage­
ment, and organization of integrated care. Such personnel may include audiologists;
clinical, laboratory, and medical assistants, officers, and scientists; cardiologists; chiroprac­
tors; dentists; dietitians; midwives; nurses; optometrists; paramedics; pharmacists; phle­
botomists; physicians; psychologists; radiographers; social workers; surgeons; therapists;
and a wide array of other human resources trained to provide health and social care
services or administrative work. People in integrated care are the face of integrated care
providers who communicate the quality of health and social care solutions, and thus
integrated care providers need to effectively manage their personnel to monitor, main­
tain, and/or upgrade their service quality with respect to attitude, competency, and
professionalism, all of which are equally important for patient experience, satisfaction,
and loyalty. Thus, having the right personnel is essential as they are as much a part of the
integrated care offering as the health and social care solutions.

4.6. Process
Process in integrated care describes the operating and tracking procedures and systems
by which integrated care providers deliver health and social care services (including
follow-ups) effectively and efficiently. Timely tweaking and enhancing the processes in
integrated care can help keep costs at a minimum and maximize monetary (e.g., profits for
integrated care providers) and non-monetary (e.g., brand image, patient satisfaction and
loyalty, word-of-mouth recommendations) returns. In other words, process is the means
to achieve the goals of integrated care (e.g., bringing together health and social care
providers to collectively deliver integrated care solutions in a cost-effective manner with
high monetary and non-monetary returns).

4.7. Physical evidence

Physical evidence in integrated care represents the tangible component of the integrated
care service offering. A variety of tangible aspects of integrated care can be evaluated by
patients and stakeholders, ranging from the qualification of personnel and the quality of
facilities at integrated care locations (e.g., clinics, hospitals, care centers) to documented
evidence of good practices (e.g., awards, patient testimonies, brochures, media, publica­
tions, signage, websites). Integrated care (e.g., treatment) tends to be intangible, and thus
patients and stakeholders often rely on physical evidence to evaluate integrated care
providers and their service offering. Thus, physical evidence serves as a visual metaphor of
10 W. M. LIM

what integrated care represents, the coordination of health and social care solutions that
it facilitates, and the relationships among personnel, patients, and stakeholders.

4.8. Packaging
Packaging in integrated care refers to the combination of related and complementary health
and social care services necessary for promoting, restoring, and maintaining good health,
which can be presented under a single-price offering. Though packaging has often been
muddled with product and promotion (and potentially with the rest of the other elements in
the marketing mix), the rationale behind this paper’s positioning of packaging as a standalone
element in the marketing mix is predicated on the value of integration arising from packaging
(e.g., as opposed to the use of packaging to protect the product from damage [i.e., product],
to attract aesthetic attention from customers [i.e., promotion], and to enable automated
information management in logistics and retailing [i.e., place]). More specifically, integration
is the first thing patients experience in integrated care that is different from the fragmentation
in services provided by independent health and social care providers. Notably, packaging has
the ability to attract the attention of a target audience and motivate desired behavior (e.g.,
patronage for patients, partnership for stakeholders [e.g., payers]). This is because packaging
essentially communicates the value (e.g., gains, returns) of integrating health and social care
solutions to actual and potential patients and stakeholders. Thus, packaging should never be
considered an afterthought in integrated care, as it fundamentally enables providers to
demonstrate the value of integration and health and social care solutions, all of which
come under one umbrella of integrated care, in the best light.

4.9. Partnership
Partnership in integrated care involves the cooperative delivery, management, and
organization of health and social care solutions between professionals and institutions
to provide integrated care. Such collaborations are necessary, as most independent health
and social care providers cannot effectively and efficiently offer the necessary range of
services to cure patients as a whole (i.e., physically and mentally). Cooperative agreements
can combine the strengths of independent providers to offer a better care package than
they could deliver on their own. Such agreements can be formed in four ways: horizon­
tally, by linking similar levels of care (e.g., multidisciplinary teams); vertically, by linking
different levels of care (e.g., primary, secondary, tertiary); structurally, by consolidating
into a single new organization; and virtually, by forming a network of health and social
care providers who work closely together. In turn, the partnership will enable the joint
sharing of resources to deliver integrated care centered on promoting, restoring, and
maintaining the health of patients. The cost-effectiveness and value derived from such
partnerships can also produce a snowball effect by encouraging other stakeholders to
form new partnerships, such as between integrated care providers and payers.

4.10. Policy
Policy in integrated care entails the statement of intent that governs the formation of
partnerships for and the development of processes in integrated care. In essence, policies
 JOURNAL OF STRATEGIC MARKETING 11

are adopted by the board or a governance body for integrated care, which plays an
important role in developing and streamlining the procedures and protocols for the
integration required to deliver, manage, and organize the combination of health and
social care services. These procedures and protocols, in turn, assist the board or govern­
ance body in making decisions objectively (e.g., accounting and privacy policies, engage­
ment of clinical and professional leads, terms and conditions of participation in working
groups) and subjectively (e.g., health assessment and work–life balance policies, synthe­
sizing joint outcomes in treatment planning). Thus, policy plays an important role in
integrated care to organize the elements of the marketing mix so that integration follows
a coherent route to holistically deliver improved health outcomes.

5. Conclusion
This paper demonstrates how marketing could perform the role of an integrator in
integrated care through the lens of the marketing mix. In particular, this paper introduces
a new marketing mix typology for integrated care consisting of 10 controllable marketing
variables in the form of product, price, place, promotion, people, process, physical
evidence, packaging, partnership, and policy. In doing so, it offers, in terms of its implica­
tions for marketing theory, fresh conceptual insights into three new marketing mix
elements (packaging, partnership, and policy) that encapsulate the peculiarities of inte­
gration in integrated care and advances the application of all marketing mix elements by
means of contextualization (i.e., configuring the marketing mix elements to address the
realities in the context of integrated care). Moreover, in terms of the paper’s implications
for marketing practice, the interrelated elements in the marketing mix typology for
integrated care collectively demonstrate how controllable marketing variables can be
reconfigured and used to encourage and facilitate the adoption of and participation in
integrated care among health and social care providers, patients, and stakeholders.
Nonetheless, this paper is bound by the traditional limitations that typically character­
ize conceptual endeavors (e.g., absence of empirical data and analysis). It should also be
noted that this paper does not claim to provide a complete and definite configuration of
the marketing mix for integrated care. Instead, the articulations herein should be taken as
an initial, exploratory step to understand the possible ways for configuring and contex­
tualizing an integrated services marketing mix (e.g., integrated care), including its poten­
tial marketing impacts (e.g., service recovery; McQuilken et al., 2020). Thus, further
research is encouraged to confirm the generalizability of the conceptual articulation
herein on the marketing mix for integrated care (e.g., scale development and validation;
see De Vellis, 2017; Hall & Lee, 2019; MacKenzie et al., 2011; Netemeyer et al., 2003).
Research could also search for alternative explanations (e.g., branding; buyer decision
process; co-creation and co-innovation; collaborative consumption and the sharing econ­
omy; customer relationship management; neuromarketing; segmentation, targeting, and
positioning) and methods (e.g., experiments, individual and focus group interviews,
neuroscience, surveys; see Gill et al., 2008; Lim & Ting, 2012a; Lim, 2018a, 2018b; Lim
et al., 2019), including the use of technology (e.g., the facilitating or hindering role of
artificial intelligence, big data, and the Internet of things; see Erevelles et al., 2016;
Seidlova et al., 2019; Taylor et al., 2020), to detail more extensively how marketing can
act as an integrator for integrated services.
12 W. M. LIM

Notes
1. Marketing mix was a concept coined in the 1960s. It did not emerge from empirical research
but from marketing theorists. The development of the paper through a conceptual and
contextual route was therefore considered by the author and the reviewers as appropriate
from its school of thought.
2. The author adopted a deductive approach to source for prior studies that could offer maiden
support to the 10 Ps marketing mix typology for integrated care. In particular, the author
performed a Google Scholar search on articles published in ‘marketing’ journals during a 10-
year period from ‘2010 to 2019’ using keywords such as ‘health care’, ‘integrated care’, ‘market­
ing mix’, ‘product’, ‘price’, ‘place’, ‘promotion’, ‘people’, ‘process’, ‘physical evidence’, ‘packaging’,
‘partnership’, and ‘policy’. Google Scholar was selected as the search engine due to its accessi­
bility (i.e., free to use by anyone, anywhere, anytime) and sophistication (i.e., world’s largest
academic search engine) (Gusenbauer, 2019). The timeframe was limited to one decade in order
to account for the most recent developments in health-care marketing (as a timeframe of more
than 10 years may indicate reliance to somewhat outdated information), which is a similar, but
more refined, timeframe criterion for systematic reviews used by Paul and Mas (2020).

Disclosure statement
No potential conflict of interest was reported by the author(s).

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