This document discusses value adding service delivery strategies for health care organizations. It begins by introducing directional, adaptive, and competitive strategies that must be translated into action. Value adding service delivery strategies are then described as having three components: pre-service activities like marketing research and branding; point-of-service activities focused on clinical operations and patient satisfaction; and after-service activities such as follow-up calls and billing. Each of these components works together to position the health care organization, meet customer needs, and ensure quality from pre-visit to post-care. The document emphasizes that coordinating these explicit strategies across the value chain is critical for health care providers to survive in today's competitive environment.

1. STRATEGIC MANAGEMENTOF
HEALTH CARE ORGNIZATION
CHAPTER (8) PRESENTATION;
TOPIC:-
VALUE ADDING SERVICE DELIVERY
STRATEGIES
IBRAHIM ZUBAIRU ABUBAKAR
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2. INTRODUTION
DEVELOPING STRSTEGIES
Directional
MISSION
VISION
VALUE
GOAL
Adaptive
Market entry
PURCHASE
E.g. production
EXPANSION
Development
SCOPE
COORPERATE
REDUCTION
Merger
SCOPE
Joint venture
MAINTENANCE
DEVELOPSCOPE
MENT
Internal Devt.
Competitive
STRATEGIC
POSTURE
POSITIONING
MARKET
SEGMENT
Implementation
SERVICE
DELIVERY
SERVICE
SUPPORT
ACTION
PLAN
Implementation Strategies' are directed toward value adding services &
value adding support

3. Reasons for adding values
Because of the competition and complexity in
the marketplace, the health care provider must
add value in order to survive the value chain
consist of;IMPLEMENTATION STRATEGIES
Value adding service delivery
Value adding services support

4. Value chain
Are primarily operational & market oriented
Value added service delivery strategies
Pre-service
-Market & market research
-Target market
-Branding
-Distribution/logistic
-Promotion
Point of service
-Clinical operations
Quality
-Process innovation
-Marketing
-Patient satisfaction
After-service
-Follow-up
Clinical
-Marketing
Billing
-Follow-on
Clinical
-Marketing
Matching—to the strategies/maintaining activities

5. VALUE ADDING SERVICE DELIVERY
STRATEGIES
• Value adding service delivery strategies translate the
•
•
directional, adaptive, market entry and competitive
strategies into action as a critical component of the
value chain
Attempt to repositioning health care organization in
the environment to create new competitive advantage
Value added service delivery strategies are critical to
the success of the organization because they are the
principal methods for creating value. Therefore,
explicit strategies must be developed for each

6. VALUE ADDING SERVICE DELIVERY
STRATEGIES
The components must be coordinated and work in
concert. It is the role of strategic managers
responsible for developing and managing the strategic
plan to ensure their Compatibilities. Value adding
service delivery strategies include:-
• Pre-service
• Point-of-service, and
• After-service strategies

7. PRE-SERVICE
ACTIVITIES
Entails the planning and activities that enable the
organization to determine its customers and the
services that will be offered to them as they enter the
system Pre-service marketing include:1- Market and marketing research
 2- Design services
 3- Brand
 4- Price
 5-Distribution/logistics
 6- Promotion

8. Marketing and market research
1- Market and marketing research
enables the organization to determine the
appropriate customers (target market) &
type of services to delivers by;• a - Gathering data about the market itself
• b - Potential customers
• c - Their want and needs & what will
satisfy them
• d -customers habit in term of health care

9. 2- Design service
2- Design service that will provide satisfaction
to them
• a- Consumers
• b- Physicians
• c- Friends
• d- Families and to include
Multiple service categories such as• a- Long term care
• b- Emergency medication or segmentation (a
recognizable group that makes your market as
target market)

10. Brand
•
•
•
•
3- Branding represents three things :a- what an organization offers to the market?
b - What organization does?
c- What organization is?
•
•
•
•
•
It implies trust
- Consistency
- Defined set of expectation
- It sets promise
Strong brands have a unique position in the
mind of the buyer and can be usually articulated

11. Price
4- Pricing : • Moderate price strategy must be selected
carefully because is very difficult to
determine price and consumers don’t
have the ability to judge quality

12. Distribution/logistic;•
•
•
•
•
5- Distribution/logistic;a- Location of health care provider will impact
the number of people to seek the service
because people don’t want to travel great
distance
b- Demographic studies of the population are
important part of choosing location 4 facilities
c- Satellite offices & hospital branches are
important
d- Convenience factors drives people in
c- Mobile unit

13. Promotion :- a- Advertisements
• b- Public relation events
• c- Personal selling’s
• d- Sales promotions
• e- Contests participation in trade shows

14. Point of service






2- Point of service : -is oriented around
patient care and delivery (clinical), market
activities, market study in order to suggest good
manner in health care delivery
1- Point of service clinical operations
2- Point of service marketing
3- Clinical innovation
4- Marketing
5- Patient satisfaction

15. Point of service clinical
operations:1- Point of service clinical operations:• a- Intensive care required, such as acute illness
with quick recovery, significant illness (chronic
but manageable) & catastrophic illness –AIDS
• b- Mass customization (is a way of capturing
customers by friendly benefit of long term
physician –patients relationship)
• c - Quality operation must be maintained owing
to the media report that 98,000 deaths yearly
due to medical errors

16. Clinical innovation
2- Clinical innovation
• - Expects organization to come-up with
entirely new ways, systems or ideas to
improve patient care
• -Achieving high performance via mode of
operations

17. Point of service
marketing
3- Point of service marketing:•
•
•
•
•
•
•
•
3- Point of service marketing:a- Redesigning service lines around by
enhancing the patient experiences rather than
the financial aspects of delivering care
b- Multi-specialists, physician care team
c-Increase physician patients' communications
Matching point of service to the strategy
Quality
Efficiency
Speed
Innovations and
Flexibility

18. After service activities
(Back office strategies)
This is the final contact customer has with
the health care organization or next
appointment for further service is built for
customer satisfaction: 1- Follow –up (both clinical and marketing)
 2- Billing activities
 3- Follow –on
(Both clinical and marketing)

19. Follow –up activities
1- Follow –up activities (caring &
concerned)
• a- Calling out patient to ask if everything is
going as expected or whether additional
prescriptions are needed
• b- Patients’ satisfaction studies to
determine how she or he was treated can
save pain, complications & unnecessary
anxiety
• C- Follow-up says to customer “we care”

20. Billing activities
Billing activities describe customers
decision whether value receive or not
-Redesigning billing process reduced consumer
complaints from about 30 percent
• Avoid billing error
• Address complaints
• Explain service charges
• Use medical terminology that patients
understand

21. Follow-on activities;Follow-on activities; - is the last
stage include nursing home, care
arrangement after hospitalization
It identifies failure and rectify immediately
• a- It gives room for further services
• b- It gives chance for further check up to
make sure the problem is no longer
present
• c- It gives additional care

22. Conclusion
Finally, follow up can cement or destroy
a good customer relationship
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