Because the marketing of high-technology products is a relatively new and challenging field, changes in consumer expectation are due. In the past,

Accelerating technology and market changes are creating many new employment opportunities and career challenges. With such changes, viable career development strategies are needed. Through a review of the goal setting and need assessment process, and numerous executive development practices, presents a model for management and career development known as the Total Career and Life Portfolio (TCLP). Developed by the authors for use in career counselling, managerial consulting, training and development, and strategic planning, the TCLP has been found to be a helpful planning process for executives.

Accelerating technology, increasing competition, changing demographic trends, and fluctuating economic cycles are making it more difficult today to accurately assess a hospital's strategic opportunities and threats. To survive in a highly competitive marketplace, health care institutions must be able to identify and exploit major opportunities that complement their unique strengths, limitations, and clinical orientation. Without the ability to target key markets, satisfy VIP physicians and consumers, or integrate other business functions with its marketing programs, a health care institution could lose touch with its most important resource: its consumers. This article presents the what, why, and how of strategic marketing in health care by an analysis of the five most prevalent obstacles facing health care marketers and policy makers. Key concepts, suggestions, and strategies are offered to assist health care managers to overcome these obstacles and increase their institution's competitive edge. The JZMRS Model reflects the experiential base from which the article is derived.

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Business faces formidable challenges in the 1990s. Increasing competition, technology, changing market structures, and fluctuating economic cycles are making it increasingly difficult for executives to gain long‐term security within their organizations. To be competitive in the dynamic workforce, executives must strategically know and exploit key opportunities based on their unique strengths, limitations, and business orientation. Without the ability to target key opportunities, executives are destined to fall short of their most important objective: executive and personal success. Explores some of the most common career development myths and offers suggestions for advancing the frontiers of one′s career and personal success.