Term
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Definition
| useful organizational tool for ID-ing and assessing how health care orgs create value |
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Term
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Definition
| 3 elements (pre-service, point-of-service, after-service) which incorporate the production or creation of the service of health care and include primarily operational processes and marketing activities; the activities in the value chain that are directly involved in ensuring access to, provision of, and follow-up for health services |
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Term
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Definition
| activities by which a provider can create value for a consumer before the service is provided (e.g. determining convenient location for patients to come, what prices would be feasible for patients to pay, how to best market to a certain population)--martket/market branding, target market, services offered/branding, pricing, distribution/logistics, promotion |
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Definition
| clinical operations (quality, process innovation), marketing (patient satisfaction)--creating value during service (e.g. clean and attractive environment, no wait, courteous and informative personnel, painless procedure) |
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Definition
| follow-up (clinical and marketing), billing, follow- on--providing assistance with insurance, accepted credit card payments, friendly follow-up phone call to ensure no adverse effects |
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Term
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Definition
| the activities in the value chain that are designed to aid in the efficient and effective delivery of health services--service oriented culture, consistent quality and flexibility |
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Definition
| created within an organization in the form of strengths that are important in the external environment |
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Definition
| view of strategy that argues that valuable, expensive or difficult-to-copy resources provide a key to sustainable competitive advantage |
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Definition
| the stocks of nonhuman factors that are available for use in producing goods and services |
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| knowledge and skill based and inadvertently human and may be a powerful source of sustained competitive advantage; the ability to create and economy driven not be cost efficiences but by ideas and intellectual know-how |
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Term
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Definition
| a health care organization's ability to deploy resources and competencies, usually in combination, to produce desired services |
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Term
| sustained competitive advantage |
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Definition
| the result of an enduring value differential between the services of one organization and that of its competitors in the minds of patients, physicians, and so on |
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Term
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Definition
| must have value, be rare, be difficult to imitate, and be sustainable in order to create competitive advantage |
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Term
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Definition
| serious competitive disadvantages if they have high value to patients and other stakeholders, are not possessed by competitors, cannot be easily eliminated or corrected, and competitors can sustain their strengths |
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Term
| competitively relevant strengths |
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Definition
| those that are valued in the marketplace, are rare, are difficult to imitate, and can be sustained |
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Term
| competitively relevant weaknesses |
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Definition
| relate to areas that are valued in the marketplace, are not common weaknesses attributed to competitors, are difficult for the organization to correct, and offer advantages that can be sustained by others |
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Term
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Definition
| accomplished through resource leveraging or systematically achieving the most possible from the available resources; enables smaller health care orgs that are less rich in resources, competencies, and capabilities to compete against large, powerful, national and regional health networks and managed care orgs |
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