1- Department of Business Administration, Semnan Branch, Islamic Azad University, Semnan, Iran
2- Department of Business Administration, Central Tehran Branch, Islamic Azad University, Tehran, Iran
3- Department of Media Management,Se.C., Islamic Azad University, Semnan, Iran
4- Department of Health Services Management, Health Metrics Research Center, Iranian Institute for Health Sciences Research, Tehran, Iran
2- Department of Business Administration, Central Tehran Branch, Islamic Azad University, Tehran, Iran
3- Department of Media Management,Se.C., Islamic Azad University, Semnan, Iran
4- Department of Health Services Management, Health Metrics Research Center, Iranian Institute for Health Sciences Research, Tehran, Iran
Abstract: (32 Views)
Objective(s): Aging and the prevalence of chronic diseases have increased the need for home healthcare services. The aim of this study was to design a comprehensive marketing model for home healthcare services in Iran, aligning with national health policies and adapting to socio-demographic, technological, and lifestyle changes.
Methods: The research employed a qualitative research method: The data collection method was semi-structured in-depth interviews. The study population comprised experts in home healthcare working in the country's health system, including service providers, health policymakers, and insurance specialists with the necessary scientific and practical experience in this field. Before conducting the interviews, a review study was performed to identify the framework and dimensions of home healthcare service marketing, which designed the interview question framework. A purposive non-random sampling method was used, continued by snowball sampling. Sampling continued until data saturation. In total, 14 semi-structured in-depth interviews were conducted. The data were analyzed using thematic analysis and MAXQDA software.
Results: The final model identifies 39 key components categorized into six core dimensions: 1. Causal Factors: Rise of aging population, rise of chronic diseases, limited patient mobility, cost/time efficiency, post-COVID lifestyle change 2. Core Phenomenon factors: Transitioning home healthcare from a "luxury service" to a "strategic necessity" and a fundamental pillar of the health system. 3. Contextual Factors: Cultural/religious beliefs, low public awareness, household income levels. 4. Intervening & Facilitating Factors: Health-related technologies, role of insurers, government support, lack of experts, unlicensed service providers. 5. Strategies: Marketing & Branding (Public awareness campaigns, education, trust-building). Operational Strategies: Developing integrated service platforms, creating standards and protocols, contracting with insurers, Policy Advocacy: Lobbying for appropriate service pricing and insurance coverage. 6. Outcomes (Positive: Achieving national health goals, improving patient quality of life, reducing hospital burden) Negative (if mismanaged): Security/ethical risks, caregiver stress, and inequitable access to services.
Conclusion: To successfully develop home healthcare services in Iran, we need to simultaneously implement marketing, operational, and policy strategies. This service should move from the periphery to the core of the health system and, by utilizing technology, insurance support, and cultural development, become a normal, accessible, and cost-effective service. This model can serve as a roadmap for service providers, policymakers, and researchers in this field.
Methods: The research employed a qualitative research method: The data collection method was semi-structured in-depth interviews. The study population comprised experts in home healthcare working in the country's health system, including service providers, health policymakers, and insurance specialists with the necessary scientific and practical experience in this field. Before conducting the interviews, a review study was performed to identify the framework and dimensions of home healthcare service marketing, which designed the interview question framework. A purposive non-random sampling method was used, continued by snowball sampling. Sampling continued until data saturation. In total, 14 semi-structured in-depth interviews were conducted. The data were analyzed using thematic analysis and MAXQDA software.
Results: The final model identifies 39 key components categorized into six core dimensions: 1. Causal Factors: Rise of aging population, rise of chronic diseases, limited patient mobility, cost/time efficiency, post-COVID lifestyle change 2. Core Phenomenon factors: Transitioning home healthcare from a "luxury service" to a "strategic necessity" and a fundamental pillar of the health system. 3. Contextual Factors: Cultural/religious beliefs, low public awareness, household income levels. 4. Intervening & Facilitating Factors: Health-related technologies, role of insurers, government support, lack of experts, unlicensed service providers. 5. Strategies: Marketing & Branding (Public awareness campaigns, education, trust-building). Operational Strategies: Developing integrated service platforms, creating standards and protocols, contracting with insurers, Policy Advocacy: Lobbying for appropriate service pricing and insurance coverage. 6. Outcomes (Positive: Achieving national health goals, improving patient quality of life, reducing hospital burden) Negative (if mismanaged): Security/ethical risks, caregiver stress, and inequitable access to services.
Conclusion: To successfully develop home healthcare services in Iran, we need to simultaneously implement marketing, operational, and policy strategies. This service should move from the periphery to the core of the health system and, by utilizing technology, insurance support, and cultural development, become a normal, accessible, and cost-effective service. This model can serve as a roadmap for service providers, policymakers, and researchers in this field.
Keywords: Home Health Care Services, Marketing Strategic Model, Value chain, Aging, Iran's Health System
type of study: Qualitative Study |
Subject:
Helath Services Management
Received: 2026/02/15 | Accepted: 2026/05/13 | ePublished ahead of print: 2026/06/14
Received: 2026/02/15 | Accepted: 2026/05/13 | ePublished ahead of print: 2026/06/14
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