As you will learn from this weekàreadings, value-adding service delivery strategies must include pre-service, point-of-service, and after-service strategies. Value-adding service activities are critical to the success of the organization because they are the principle methods for creating value. As you converse with one another, keep in mind that an external analysis informs you what the organization should do, while an internal analysis determines what it can do.

Ginter, P. M., Duncan, W. J., & Swayne, L. E. (2018). Chapter 8: Value adding service delivery choice. In Strategic Management of Health Care Organizations (8th ed.). San Francisco, CA: Jossey-Bass Publishing.

Murfin, D. E., Schlegelmilch, B. B., & Diamantopoulos, A. (1995). Perceived service quality and medical outcome: An interdisciplinary review and suggestions for future research. Journal of Marketing Management, 11, 97-117.

Cunningham, L. (2009). Marketers must focus on patient satisfaction. Marketing Health Services, 29(4), 32.

TEDMED (2012). Can we get eight billion heartbeats on speed dial? [Video]. Retrieved from http://www.tedmed.com/talks/show?id=7393

Consider an optometristàpractice that wants to add a LASIK surgical procedure to its service menu. This practice is located in a densely populated urban region and has four optometrists and two ophthalmologists on staff. None of the practitioners on staff has had LASIK training, though two of the nurses on staff have assisted in LASIK procedures when employed with other facilities. A LASIK specialist will need to be recruited, and 1-2 lasers will be purchased.

You are a manager at this office and are charged with developing a strategic plan for introducing LASIK to the organization and to the public. Presently, you are considering options for value-adding from pre-service through post-service activities.

View the FDAàwebsite on LASIK surgery and then discuss the following.

https://www.fda.gov/medical-devices/surgery-device…

1. There are six stages to resistance to change. The first stage entails active open resistance to change, ranging from pessimism or anger to the point of sabotage. Second is passiveness or reluctance to get involved at all; here we see apathy or a lack of understanding about the organizational mission. Third is the ïnvince me3tage, where people in the organization are willing to change and will work hard; yet they are reluctant to move forward until they hear from the management that the results will be worth the work /r that the managers will not let them down midway through the change process. The final three (hope, active involvement, and advocacy) get people past the resistance phase.

Thinking about an elective service like LASIK, which of these stages might be the most challenging to work through in a healthcare organization, and why?

2. What ideas do you have for pre-service, point-of-service, and after-service value adding at this optometrist office?

3. Based on your readings, what are some important elements for pre-service, point-of-service, and after-service activities? How might this practice create a competitive advantage in each of these areas