Co creation in the healthcare industry paul gemmel-katrien verleye
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Transcript of Co creation in the healthcare industry paul gemmel-katrien verleye
30/05/2013
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CO-CREATION IN THE HEALTHCARE INDUSTRY ENGAGING CUSTOMERS IN THE CREATION OF VALUE AND INNOVATION?
PROF. DR. PAUL GEMMEL & DRS. KATRIEN VERLEYE
© Vlerick Business School
THE HEALTHCARE ECO-SYSTEM
Complex funding and legal system
Complex net of healthcare
providers
Increasing interest in healthcare
industry
Increasing and changing
needs
patient
patient organization
healthcare providers government and
insurers
healthcare
industry
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THE CO-CREATION CASE: PART I
Read Part I of the case “Co-creating the service experience of patients at the Maternity Center of EDEN Hospital”
Discuss question 1 with your group members
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THE EXPERIENCE ECONOMY
Pine & Gilmore (1999)
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THE SERVICE-DOMINANT LOGIC
Vargo & Lush (2008)
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TOWARDS PATIENT-CENTERED HCOS...
Value creation model (Grönroos 2011)
INTERACTION service
production
value creation by customer
Firm as “value facilitator”
Customer as “value creator”
co-creation
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© Vlerick Business School
DISADVANTAGES OF CO-CREATION?
perception of HCO and its employees perception of patients
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ADVANTAGES OF CO-CREATION?
Firms in general HCOs in particular
•Productivity
•Efficiency
•PSQ, satisfaction & loyalty
•Innovation
•Reputation
•Deal with personnel shortage
•Cost reduction
•Better meeting patients’ needs
•Patient emancipation
•Ideas for healthcare
optimization
“Although such consumer value co-creation in health care is still a relatively nascent phenomenon, it is likely to have important implications for HCOs as
they continue to seek new ways to reduce health care costs and enhance health care quality”
(Nambisan & Nambisan 2009, p. 345)
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© Vlerick Business School
VIEWPOINT
How do you gain more insight into customers’ definition of value?
© Vlerick Business School
TOWARDS PATIENT-CENTERED HCOS...
Value creation model (Grönroos 2011)
INTERACTION service production
value creation by customer
Firm as “value facilitator”
Customer as “value creator”
co-creation
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© Vlerick Business School
EXAMPLE 1: BOEING & HARRY
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EXAMPLE 2: IDEASTORM DELL
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© Vlerick Business School
THE CO-CREATION CASE: PART II
Read Part II of the case “Co-creating the service experience of patients at the Maternity Center of EDEN Hospital”
Discuss question 2 with your group members
© Vlerick Business School
CHALLENGE 1: CLUEING IN CUSTOMERS
By carefully managing a set of visual and experiential clues, Mayo tells a consistent and compelling story about its service to customers.
From the way it hires and trains employees, to the way it designs its facilities, to the way it approaches care, Mayo offers patients and their families concrete and convincing evidence of its strenghts and values.
Clues in people
Clues in collaboration
Clues in tangibles
.
Leonard L. Berry and Neeli Bendapudi Harvard Business Review
Februari 2003
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© Vlerick Business School
CHALLENGE 2: STANDARDIZATION AND PERSONALIZATION
15
Standardization Personalization
Cost-effectiveness Service excellence
Reduction Accommodation
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TRADE-OFF AT THE EDEN HOSPITAL
I • Website update at the Eden Hospital
II
• Information letter before first visit to Eden Hospital
III
• Information pack after first consultation with gynecologist
IV
• Information session and/or midwife consultation
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© Vlerick Business School
REDUCTION VERSUS ACCOMMODATION
Frei (2006)
© Vlerick Business School
VIEWPOINT
How do you balance between reduction and accommodation?
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© Vlerick Business School
THE CO-CREATION CASE: PART III
Read Part III of the case “Co-creating the service experience of patients at the Maternity Center of EDEN Hospital”
Discuss question 3 with your group members
© Vlerick Business School
TOWARDS A CO-CREATIVE ENTERPRISE
Ramaswamy & Gouillart (2010)
Identify all stakeholders touched by the process
Understand and map out current interactions among stakeholders
Bring different stakeholders together to share experiences and imagine ways to improve them
Build platforms to implement ideas for new interactions and to continue the dialogue among stakeholders to generate further ideas
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© Vlerick Business School
VIEWPOINT
Which experiences do you have with engaging your employees and other stakeholders?
© Vlerick Business School
CO-CREATION IN THE HEALTHCARE INDUSTRY
Knowledge sharing
Knowledge creation
Customer-driven
Organization-driven
Nambisan and Nambisan (2009)
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© Vlerick Business School
CO-CREATION IN THE HEALTHCARE INDUSTRY
“Diffusion Model”
“Partnership Model”
“Support Group Model”
“Open Source Model”
Knowledge sharing
Knowledge creation
Customer-driven
Organization-driven
Nambisan and Nambisan (2009)
© Vlerick Business School
“DIFFUSION MODEL”
“Diffusion
Model”
“Partnership
Model”
“Support Group Model”
“Open Source Model”
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© Vlerick Business School
“PARTNERSHIP MODEL”
“Diffusion
Model”
“Partnership
Model”
“Support Group Model”
“Open Source Model”
© Vlerick Business School
“SUPPORT GROUP MODEL”
“Diffusion
Model”
“Partnership
Model”
“Support Group Model”
“Open Source Model”
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© Vlerick Business School
“OPEN SOURCE MODEL”
“Diffusion
Model”
“Partnership
Model”
“Support Group Model”
“Open Source Model”
Opting for a co-creation strategy offers opportunities
BUT take importance of motivation of different stakeholders into account
BUT added complexity for the organization
CONCLUSION
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THANK YOU!
WWW.CENTERFORSERVICEINTELLIGENCE.ORG
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CUSTOMISED MANAGEMENT PROGRAMMES UNLEASH THE TRUE POTENTIAL OF YOUR PEOPLE & YOUR ORGANISATION
Customised Management Programmes are impactful learning solutions meeting your specific business needs. The health & life sciences industry is one of Vlerick Business School’s 4 strategic focus industries.
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4.529 participants in 14 countries worldwide
above 80 % satisfaction rates
Some of our health & life sciences customers:
Want to know more? Feel free to contact Anne Salenbien
+32 9 210 98 72| +32 472 28 56 06 | [email protected]
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OPEN ENROLMENT PROGRAMMES EXECUTIVE EDUCATION PROGRAMMES FOR EXPERIENCED PROFESSIONALS
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Some of our health & life sciences customers:
Dr. Frank Verbeeck Foundation for PsychoGeriatry
Scheutbos Hospital
"I have to thank Vlerick for the organisation and quality of the Management for the Hospital
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