Chapter 2 introduced the concept of “The Walmart of Healthcare”. We defined what
is meant by The Walmart of Healthcare. We discussed the dangers of having a solo
business. We discussed what services you want in your business. We then
discussed methods for building customer rapport. We defined methods for
competing with corporate juggernauts. We also discussed concepts in customer
service. We then explained different types of services available for a business. We
introduced issues related to having a staff. Lastly, we discussed types of business
resources for customers and staff. The following exercises will help reinforce the
concepts presented in the textbook.
Key Terms
The Walmart of Healthcare
The concept in healthcare marketing that recognizes the desire of modern day customers to have all of their
healthcare needs conveniently provided for them in one place and to have all healthcare services provided in one place.
Customer Satisfaction
The extent to which customers are satisfied with the healthcare they received either in a hospital or a provider’s office.
Customer Service
Customer service is the direct one-on-one
interaction between a consumer making a purchase and a representative
Cross Training
The action of training one staff member to be capable of performing multiple types of job positions, such that if they is a shortage of staff, different staff members can cover and fill-in for a job for which they are not actually hired.
Intranet
A restricted are private web-based communications network , preventing non-employees to access the information contained within the network, usually constructed to serve a particular business.
Investment to Profit Ratio
The ratio of a company’s investment costs to net profits generated. Usually used to determine if the revenue generated form a certain service or piece of equipment will cover the costs associated with that service or equipment.
Expected Outcomes
Understand what is meant by The Walmart of Healthcare
Understand the dangers in having a solo business
Decide on the services you want for your business
Understand different methods for building customer rapport
Understand different methods for competing with corporate business
Understand concepts in customer service
Be able to explain the different types of services available for a business
Explain some of the issues related to having a staff
Know some of the issues related to having a staff
Be aware of different types of business resources for customers and staff
Understand ways to create revenue for a business
Know the different components that allow for a business to be viewed well by customers
Key Concepts
Healthcare is now a hospitality industry
Small businesses need more than just a customer provider service,other services such as diagnostics, lab, and pharmacy are needed to appease customer demands.
A small business needs something to distinguish itself from other businesses. Retail services, such as a gift shop or coffee bar, are considerations.
When considering a service to provide in your business, key considerations include investment to profit ratio, liability, volume, functionality, and compliment.
Having comprehensive services is the most effective way to attract customers into your business
Forcing staff to learn jobs they aren’t schooled in creates resentment.
Building strong customer rapport is the most effective way to retain customers who come to your business.
Like any industry, customer service is key. A smile goes a long way to creating a positive experience and starts building the right rapport.
Just like customers who want comprehensive services, employees want good salaries and benefits.
Providing multiple resources for fact checking and learning improves customer care and builds employee confidence.
Creating revenue is a multifaceted endeavor. It includes customer satisfaction, low wait times, customer service, and multiple other services.
A successful business is accurate, consistent, and competent.
Chapter Slogans
The Walmart of Healthcare
Today, all businesses are a hospitality industry
Penny wise and pound foolish!
THINGS TO CONSIDER
When choosing the type of business you want to have, consider what area of healthcare you feel most passionate about. Then consider which area you have the most experience and knowledge in. If they are a match, you should strongly consider that as the specialty that starts off your business. Choosing a specialty you are passionate about but know little about puts your business at high liability starting out. If there is something you love and want to do, you can always do it later after the business is successful.
Think about the type of employee you were. Be honest with yourself. Then consider what you will expect from your staff, what type of boss you will be, and what you will tolerate, discipline, and fire someone over. This will help you begin to get a sense of what type of boss you will be, and the expectation you will demonstrate to your staff.
Consider the cost of salaries and benefits in developing what you will be offering to staff, and what the “true” cost of that would be. Is it worth saving a dollar here and there, but give a lower salary or fewer benefits if the result is a less loyal staff and higher turnover leading to lower office morale and poorer customer experiences.
POUND THE PAVEMENT
Interview staff at random places (i.e. when you get a coffee, or buy ashirt, or go grocery shopping, etc) and ask a few questions about their job. a. what they like about their job b. what they donʼt like about their job c. do they like the job but dislike the people/manager d. would they prefer better benefits or more money e. how do they feel about the morale of the workplace f. What do they feel would improve staff morale
There are any number of questions you can ask, but you want to get a sense of whether people are happy at their jobs or not, and what would help to change their negative perception of their job and workplace.
2. Visit different urgent cares as customer, particularly corporate urgent cares. Get a feel for the atmosphere.
a. Does it feel warm and welcoming, or cold and sterile?
b. Do the staff seems genuinely kind, or do they seem like they are putting on a performance and acting the way they have to?
c. Do the staff and provider seem to be understanding your medical need or are they going through the motions and just pushing a prescription to get you done?
d. If there was a wait time, were you informed, was there assuring communication, or were you just left to sit there until you were called?
e. How did the different urgent cares make you feel, and how can you use those experiences to create a standard at your business to keep customers from feeling that way.
