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Value-Added Support Strategies
The term “value addition” refers to the practices undertaken by organizations in order to improve their services. Nursing facilities should offer effective and safe support to their clients. Such homes can “use various value-added support strategies to provide the best care to its clients” (Ginter, Duncan, & Swayne, 2013, p. 36).
The first value-added support strategy is “market research”. Every nursing home can use this strategy to inform more people about its services. The strategy will also monitor the habits of different patients. The second value-added support strategy is the provision of quality services. The targeted facility can use new systems in order to offer the best care. Another powerful value-added support strategy for a nursing home is “follow-up” (Berwick & Hackbarth, 2012, p. 1514). This practice will ensure the facility offers the best medical care.
Three Market Segments for a Walk-In Clinic
Walk-in clinics “offer timely medical support to many patients” (Ginter et al., 2013, p. 65). These clinics can target different segments in order to emerge successful. Walk-in clinics offer appropriate medical support to many individuals with various health needs. Such walk-in clinics can “identify specific market segments in order to achieve their goals” (Ginter et al., 2013, p. 38). The first market segment is a region with many elderly citizens.
These citizens encounter health problems. The walk-in clinic will ensure the facility achieves the best market share (Wong & Beglaryan, 2004). The second segment should be an urban region or city. The targeted city should have a large number of potential clients. The institution can also target a specific gender. Many women encounter various health problems. A market segment characterized by a large number of women will make the walk-in clinic successful (Ginter et al., 2013).
Value-Added Strategies
The identified healthcare organization for this exercise is Memorial Hermann Texas Medical Center (MHTMC). This facility provides effective medical care to different patients. MHTMC can use various value-added strategies in order to achieve its mission. The “first value-added strategy is improving the quality of its medical support (Robinson, 2013, p. 11). The organization can hire competent caregivers in order to deliver quality services.
Such caregivers should provide the best care to every patient. The second value-added strategy entails the use of effective logistical operations. This approach will “ensure the facility acquires the required medical resources in a timely manner” (Wong & Beglaryan, 2004, p. 24). The organization will provide timely support and care to its patients. The third approach can “focus on modern medical tools and equipment” (Robinson, 2013, p. 12). These resources will ensure the facility offers quality medical services.
Implementation and Mapping
The “term implementing a value-added strategy refers to the efforts aimed at improving the competitive advantage of an institution” (Burns, Dyer, & Bailit, 2014). Healthcare institutions should use the best techniques in order to implement the best value-added options (Burns et al., 2014). MHTMC can hire competent nurses in order to offer evidence-based services. The “term mapping for sustainability refers to the best practices aimed at promoting the performance of an organization” (Robinson, 2013).
For instance, a healthcare facility “can redesign the quality of its services” (Berwick & Hackbarth, 2012, p. 1515). This strategy will ensure the targeted facility achieves its mission. MHTMC should consider specific environmental factors in order to remain sustainable. A good environmental factor to consider is technological change (Robinson, 2013). The institution should monitor every technological change in order to achieve the best goals.
Reference List
Berwick, D., & Hackbarth, A. (2012). Eliminating Waste in U.S. Health Care. Journal of the American Medical Association, 307(14), 1513-1516.
Burns, M., Dyer, M., & Bailit, M. (2014). Reducing Overuse and Misuse: State Strategies to Improve Quality and Cost of Health Care. Web.
Ginter, P., Duncan, W., & Swayne, L. (2013). Strategic Management of Health Care Organizations. San Francisco, CA: Jossey-Bass.
Robinson, J. (2013). Value Added Strategies to Sustain a Successful Value Improvement Program. Web.
Wong, J., & Beglaryan, H. (2004). Strategies for Hospitals to Improve Patient Safety: A Review of the Research. The Change Foundation, 1(1), 1-48.
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