Designing pharmacy services
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Good service design can be a source of competitive advantage for pharmacists. This presentation describes how pharmacists can design better service experiences for patients.
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Designing pharmacy services
- 1. DESIGNING Pharmacy Services David Holdford, RPh, MS, PhD Professor, School of Pharmacy Virginia Commonwealth University Building Quality into the Design
- 2. Slides to Accompany Chapter 9 of “Marketing for Pharmacists” 2
- 3. Learning Objectives Compare and contrast the production line approach and the empowerment approach to designing and managing pharmacy services Explain the concept of service scripts and their value in providing excellent pharmacy services List the steps involved in service recovery Describe tools for visualizing pharmacy services Discuss the purpose and components of a service blueprint 3
- 4. Every system is perfectly designed to get the results it gets ― Donald Berwick 4
- 5. Service design is increasingly important in personalizing care and conveying value and excellence to customers. 5
- 6. Organizations can be divided into four categories according to the quality of services they provide These categories indicate the importance they place on service
- 7. 1. “Available for service” Services are necessary evils Services are not important to business strategy Service employees are an expense The message from management -- “Don’t screw up!” 7
- 8. 2. “Journeyman” Services should only meet that of competitors, but not necessarily meet customer needs Services only need to be minimally competitive Over time, these organizations resemble competitors Employees are an expense, not an asset 8
- 9. 3. Distinctive competence Service focused on customer needs Service is integral part of strategy Resources are committed to providing excellent service Employees are considered assets because they generate revenue and value 9
- 10. 4. World-class service Not only excellent but innovative Set the standard for all others Employees treated as assets and are a source of innovations Employee performance standards are very demanding 10
- 11. Two broad approaches occur in the design & management of service 11
- 13. A powerful illustration of an empowered employee Ronald Ruiz has driven a New York City bus for 11 years. In that time, Ruiz, 58, has become one of the most beloved drivers in the Bronx, counting more than 100 regulars among his many passengers. But Ruiz, a single father with two daughters, says that one passenger, a woman from two years ago, sticks in his mind. http://www.npr.org/templates/story/story.php?storyId=4755286 13
- 14. Did Ronald Ruiz do the easy thing in serving this customer? Did he take ownership & responsibility for serving her? Did he likely break company policy? If you were his boss, what would you say to him? 14
- 15. Benefits & Costs of Empowerment Benefits Costs Better capacity to respond to the unique needs of customers More individualized service Better ability to quickly resolve problems Greater sense of employee ownership about their jobs Greater employee acceptance of responsibility for service and outcomes Lower turnover, absenteeism, presence of trade unions More employee warmth and enthusiasm in customer interactions Positive customer word of mouth recommendations and loyalty Slower service Potentially higher labor costs Employees cannot be easily interchanged Less easy to replace employees with part- timers Technology is less able to replace empowered employees, because their output is less standardized (for technology to be used, standardization of tasks is necessary) Greater need for flexible and competent leadership Employers have to be willing to accept that empowered employees will sometimes make bad decisions 15
- 16. The Better Approach Depends on: Basic business strategy (e.g., low price versus personalized service) Nature of transaction (e.g., dispensing a refill versus providing MTM) Needs of patients (e.g., minor infection versus multiple chronic decisions) Types of employees & managers working in a business 16
- 17. INDUSTRIALIZED INTIMACY Blend technology with empowered workers to achieve a high level of contact, communication, & coordination with customers Collecting data on customers and making it available at a touch to service workers can build a high level of customer intimacy Easy access to information about patient therapy, service preferences, insurance coverage, & best practices 17
- 19. QUALITY OF PHARMACY SERVICES CAN BE ENHANCED THROUGH BETTER PLANNING AND DESIGN 19
- 20. Service Scripts They are a script describing a service performance in a written list of actions Similar to a script from a play or movie 20
- 21. INDIAN HEALTH SERVICE COUNSELING GUIDELINES – 3 PRIME QUESTIONS 1. What ___________________________? 2. How____________________________? 3. What ___________________________? 21
- 22. SERVICE RECOVERY Scripted response to a poor service experience
- 23. Apologize Offer a Remedy Fix the Problem Immediately Consider Compensation SERVICE RECOVERY STEPS 23
- 24. Customer Journey Maps 1. Identify everyone involved in the service experience 2. From the patient's viewpoint, list all of the steps that need to be completed to receive the service. 3. List all of the points of contact between the patient and specific employees 4. List the services that are provided in the pharmacy and a visible to the patient 5. List all of the support services provided to the frontline employees and the backstage people providing them 6. Now map the elements on the outline using a formal structure like flow charts, diagrams, or service blueprints 7. Identify moments of truth from the map 24
- 25. VISUALIZING PHARMACIST SERVICES Flowcharts Supply Chain Diagrams Tech Receives Rx from Patient Pharmacist Reviews Rx Patient Goes to Another Pharmacy Drug in inventory? Tech Fills Rx Pharmacist Checks Rx Pharmacist Dispenses Rx With Counseling Patient Needs Counseling? Tech Dispenses Rx Without Counseling Patient Leaves Pharmacy No Yes Yes No Pharmaceutical Manufacturer Wholesaler Pharmacy Patient 25
- 26. Give History -Medical -Medication -Smoking Diagnostic Tests -Fagerstrom Test -BP/Pulse Receive Instruction -NRT/ “Cold Turkey -Lifestyle/Environment Modifications -Alternatives to Smoking -Personalized Smoking Cessation Plan Arrive at Pharmacy Greeted by Pharmacy Personnel Record History Administer Diagnostic Tests Instruct Patient -NRT/ “Cold Turkey -Lifestyle/Environment Modifications -Alternatives to Smoking -Personalized Smoking Cessation Plan Make Follow-up Appointment Within One Week Make Follow-up Appointment Within One Week SOAP Note Check For Drug Interactions With Smoking Cessation Select Therapy Stage the Smoker Physician Consultation Insurance Claim Form MD Referral Line of Visibility Line of Interaction Line of Internal Interaction Service Blueprints 26
- 27. Service Blueprint for Appointment Based Medication Synchronization Program in a Community Pharmacy Physical Evidence or Communication Channel Line of Communication Customer Actions Line of Interaction Onstage Contact People Front-line Service Personnel Actions (Onstage) LinLine of Visibility Backstage People Behind-the-Scenes Personnel Actions (Backstage) 27
- 28. Service Blueprint for Appointment Based Medication Synchronization Program in a Community Pharmacy Physical Evidence or Communication Channel Experience with basic dispensing process & other services Website POS signage and conversations with techs & pharmacists Word-of-mouth from customers & health care professionals Phone calls Social media Line of Communication Customer Actions Patient learns details of ABM Program Patient signs ABM contract Patient brings new &/or refill prescriptions to pharmacy to choose synch date Patient appointment where adherence plan is established Patient receives monthly call prior to picking up the meds Patient receives meds & discusses any issues with adherence or therapy Line of Interaction Onstage Contact People Pharmacist, tech Pharmacist, tech Pharmacist, tech Pharmacist, tech Reminder phone call people Pharmacist, tech Front-line Service Personnel Actions (Onstage) Identifies & informs potential candidates Completes contract Receives and counts meds, identifies synch dates Counts meds, co- creates adherence plan (e.g., motivational interview) Makes call, resolves any issues Medication picked up or delivered, difficulties or issues solicited LinLine of Visibility Backstage People IT people, marketing Physician, insurance company, business office IT people Insurance company, business office Physician, IT people Remote filling people, business office Behind-the-Scenes Personnel Actions (Backstage) Website design & maintenance, Promotional messaging Coordinating ABM with physician treatment plan and pharmacy benefits plan Sets up and manages synch system Insurance company and business office coordinate financing and compensation Physician communicates with pharmacy about changes, IT maintains automated call system Meds filled and delivered to patient's preferred location 28
- 29. Summary Design can make the difference between poor and excellent services Production line & empowerment approaches both can be useful frameworks for providing pharmaceutical services Service scripts and visualization can help improve the design of pharmacist services 29