Latar Belakang: RS Hermina Bekasi merupakan rumah sakit swasta dengan layanan unggulan dan potensi pengembangan pasien non-Jaminan Kesehatan Nasional (JKN). Namun, proporsi pasien JKN masih lebih tinggi dibandingkan pasien non-JKN, sehingga diperlukan strategi pemasaran untuk meningkatkan kunjungan pasien non-JKN. Tujuan: Penelitian ini bertujuan menyusun strategi pemasaran untuk meningkatkan kunjungan pasien non-JKN di RS Hermina Bekasi melalui analisis kondisi pemasaran, faktor internal dan eksternal, rumusan strategi, serta indikator keberhasilan. Metode: Penelitian ini menggunakan pendekatan kualitatif dengan metode marketing research berkarakteristik deskriptif dan eksploratif. Informan dipilih secara purposive purposif berdasarkan prinsip kesesuaian dan kecukupan. Data dikumpulkan melalui wawancara mendalam, observasi, telaah dokumen, dan studi literatur. Analisis menggunakan sintesis The Strategy-Formulation Analytical Framework dan The Stages of Building a Marketing Plan Framework. Hasil: RS Hermina Bekasi memiliki kekuatan pada layanan unggulan, dokter spesialis dan subspesialis, teknologi medis, reputasi Hermina, SDM garis depan pelayanan seperti petugas front office, perawat, Staf Fungsional Eksekutif, case manager, farmasi, dan kasir, serta nursing marketing, dan dukungan Hermina Group. Kelemahan meliputi persepsi sebagai rumah sakit BPJS dan ibu-anak, fungsi marketing belum optimal, keterbatasan data pemasaran, digital marketing, proses pelayanan, dan bukti fisik layanan. Peluang berasal dari potensi pasar Bekasi, pasien out of pocket, kerja sama perusahaan dan asuransi, komunitas, kebutuhan layanan spesialistik, serta digital marketing. Ancaman meliputi persaingan rumah sakit swasta, ekspektasi pasien non-JKN, sensitivitas harga, Coordination of Benefit, dan review online. Skor EFE 3,12 dan IFE 3,05 menempatkan RS Hermina Bekasi pada posisi grow and build yang mendukung untuk melakukan strategi pertumbuhan secara intensif dan integratif. Strategi definitif meliputi penguatan layanan unggulan, segmentasi pasar, positioning, kemitraan, pemasaran berbasis data, digital marketing, customer journey, program priority, dan bukti fisik layanan. Kesimpulan:  Strategi pemasaran pasien non-JKN perlu diarahkan pada strategi pertumbuhan terintegrasi antara pemasaran dan pelayanan. Peningkatan pasien non-JKN tidak cukup melalui promosi, tetapi perlu didukung penguatan layanan unggulan, positioning, data pemasaran, digital marketing, nursing marketing, program priority, customer journey, dan evaluasi berbasis indikator.

Background: RS Hermina Bekasi is a private hospital with center of excellence services and potential for developing non-National Health Insurance (non-JKN) patients. However, the proportion of JKN patients remains higher than that of non-JKN patients, indicating the need for a marketing strategy to increase non-JKN patient visits. Objectives: This study aimed to develop a marketing strategy to increase non-JKN patient visits at RS Hermina Bekasi by analyzing current marketing conditions, internal and external factors, strategy formulation, and success indicators. Method: This study used a qualitative approach with a descriptive and exploratory marketing research method. Informants were selected purposively based on the principles of appropriateness and adequacy. Data were collected through in-depth interviews, observation, document review, and literature study. The analysis used a synthesis of The Strategy-Formulation Analytical Framework and The Stages of Building a Marketing Plan Framework. Results: RS Hermina Bekasi has strengths in center of excellence services, specialist and subspecialist doctors, medical technology, Hermina’s reputation, frontline service personnel including front office staff, nurses, Executive Functional Staff, case managers, pharmacy staff, and cashiers, as well as nursing marketing and support from Hermina Group. Weaknesses include the perception as a BPJS and mother-child hospital, suboptimal marketing functions, limited marketing data, digital marketing, service processes, and physical evidence of services. Opportunities arise from the Bekasi market potential, out-of-pocket patients, partnerships with companies and insurance providers, communities, the need for specialist services, and digital marketing. Threats include competition among private hospitals, high expectations of non-JKN patients, price sensitivity, Coordination of Benefit, and online reviews. The EFE score of 3.12 and IFE score of 3.05 placed RS Hermina Bekasi in the grow and build position, supporting intensive and integrative growth strategies. The definitive strategies include strengthening center of excellence services, market segmentation, positioning, partnerships, data-based marketing, digital marketing, customer journey, Program Priority, and physical evidence of services. Conclusion: The marketing strategy for non-JKN patients should be directed toward an integrated growth strategy between marketing and service delivery. Increasing non-JKN patients cannot rely solely on promotion, but must be supported by strengthening center of excellence services, positioning, marketing data, digital marketing, nursing marketing, Program Priority, customer journey, and indicator-based evaluation.