Explain the difference between pre-service, point-of-service, and after-service activities. What elements are central to each?
Role of Pre-Service: The role of pre-service strategy for effective implementation is basically concerned with market research to understand customer perceptions and their reactions to the organization’s marketing efforts. Further, the other role of the pre-service strategy for effective implementation is segmentation to select the target market and service determination to satisfy the target market (Ginter, 2013). For example, physicians, patients, and third-party payers are considered as health care customers. In this, the physician admits patients to the hospital, and third-party payers influence the physician’s choice and length of stay.
Role of Point-of-Service: The role of point-of-service strategy for effective implementation is related to patient care and delivery, such as clinical and marketing activities. For example, in point-of-service, marketers basically study the customers and market to suggest the manner of care delivery (Ginter, 2013). On the other side, clinical personnel deliver care through mass customization, which is a way to deliver efficient and effective care.
Role of After-Service: The role of after-service strategy can be seen as both clinical, such as the next appointment and further services, as well as marketing, for the follow-up activities (Ginter, 2013). For example, the staff of the organization makes clinical calls to know the patient’s health condition and whether additional medication is needed, and marketing follow-up is done for the purpose of patient satisfaction studies.
Competitive Advantage through Service Delivery Strategies
The competitive advantage for healthcare organizations is an important aspect that generally depends on service delivery strategies. In this regard, competitive advantage can be gained from within the organization through service delivery strategies when a proper implementation plan is created (Walshe & Smith, 2006). Further, a competitive advantage can also be gained from within the organization through service delivery strategies when the communication system between the organization and customers is transparent and efficient. Apart from this, the implementation of new tools and machinery during the point-of-service strategy can also help to improve the health care services and consequently gain a competitive advantage within the organization.
Alternatively, service delivery strategies such as better care and quick service can also provide a better platform for gaining a competitive advantage within the organization effectively and efficiently. Service delivery strategies in order to gain a competitive advantage can also be possible with the help of providing training to staff members about better clinical services (Walshe & Smith, 2006). The training process in the organization can increase the skills and knowledge of the medical staff about the management system and how to utilize medical instruments at the right time. It can also guide them to use the medical instruments effectively in emergencies.
Example of a Value-adding Support Strategy
Directional: In considering directional healthcare strategies, market and market research is an example of a value-adding support strategy that can be considered within the organization (Dyro, 2004). In this, the market and market research, such as the brand, price, and promotion, are some components that are considered in directional healthcare strategies.
Adaptive: An example of a value-adding support strategy to facilitate adaptive health care strategies is the clinical operations quality that improves health care services effectively. The quality of clinical operations helps cure acute illnesses with quick recovery. The quality of clinical operations increases mass customization by capturing customers by friendly benefits.
Market Entry: Marketing is an example of a value-adding support strategy to facilitate the market entry of healthcare strategies. Marketing can increase awareness among customers about the available products and services (Dyro, 2004). This strategy helps to take competitive leads in the market, which is known as the market entry healthcare strategy.
Competitive: innovative products and services can be considered an example of a value-adding support strategy that facilitates competitive types of healthcare strategies. Innovative products and services create differentiation in the market for an organization in order to increase market share compared to competitors.
References
Dyro, J.F. (2004). Clinical Engineering Handbook. USA: Academic Press.
Ginter, P.M. (2013). The Strategic Management of Health Care Organizations. USA: John Wiley & Sons.
Walshe, K. & Smith, J. (2006). Healthcare Management, USA: McGraw-Hill International.
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