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Branding and Marketing Strategies for Traditional Healthcare Services in Hospitals: A Narrative Review of Innovative Integration to Enhance Public Acceptance and Trust
(1) Master of Hospital Administration Study Program, Faculty of Medicine, Muhammadiyah University of Surabaya, Surabaya, East Java, Indonesia
(2) Master of Hospital Administration Study Program, Faculty of Medicine, Muhammadiyah University of Surabaya, Surabaya, East Java, Indonesia
(3) Master of Hospital Administration Study Program, Faculty of Medicine, Muhammadiyah University of Surabaya, Surabaya, East Java, Indonesia
(*) Corresponding Author
Abstract
Background: The integration of traditional healthcare services within modern hospital settings faces intricate perceptual and systemic challenges regarding public acceptance and trust (public trust).
Objective: To critically analyze and synthesize strategic branding and innovative marketing frameworks for traditional healthcare services in hospitals, focusing on mechanisms to elevate public acceptance and trust.
Methods: A structured thematic narrative synthesis was conducted across four major electronic databases: PubMed, Google Scholar, ScienceDirect, and Semantic Scholar (covering literature published from 2000 to 2026). The qualitative synthesis categorized evidence into key thematic pillars: Patient-Centered Care paradigm shifts, the expanded 7Ps marketing mix, Marketing Technologies (MarTech), psycho-cultural dynamics, and the management of Non-Marketing Employees (NMEs) in clinical environments.
Results: Successful integration of traditional healthcare marketing hinges upon five fundamental pillars: (1) Transitioning toward a patient-centered model that prioritizes holistic quality of life and patient value creation; (2) Aligning the 7Ps marketing mix with five essential hospital image dimensions; (3) Deploying evidence-based MarTech strategies (SEO, clinical content marketing, AI-driven CRM, and multi-platform social media) to address the market reality where 75% of patients evaluate healthcare facilities online; (4) Navigating psycho-cultural dynamics to diminish cognitive dissonance and social stigma; and (5) Mitigating Marketing Dispersion among clinical staff (NMEs) through Idea Catalysis, Complementary Positioning, and End-User Reframing.
Conclusion: Branding and marketing of traditional healthcare services in hospitals transcend mere commercial promotion; they are ethical, strategic, and communicative instruments necessary to cultivate public trust, bridge ideological divides between conventional and traditional medicine, and foster sustainable, holistic patient care.
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DOI: https://doi.org/10.26714/magnamed.13.1.2026.%25p
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