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FASTCARE: MORE THAN A RETAIL CLINICBecause accessing quality healthcare should be as easy as going to the grocery store.
What is FastCare? The Design Process
What is the Problem?
Research…
…and Development
FastCare clinics are acute care centers, located in Giant Eagle grocery stores in the Cleveland area.
Managed by Universi-ty Hospitals and staffed with Nurse Practitioners, these clinics aim to provide quick, affordable primary healthcare to shoppers and existing patients without the waiting and hassle of a doctor’s office.
Although four separate locations have been open since 2010, these FastCare Clinics are not adding the anticipated value to University Hospitals system via an increase in patients and brand awareness.
We attempted to explore and solve this problem over a span of 8 months using the Design Process.
FASTUH-FastCare Process Overview
EXPLORATION
DISCOVERY
CONCEPTION
EVALUATION& REFINEMENT
DELIVERY
FURTHER EVALUATION & REFINEMENT
OCTOBER
NOVEMBER
DECEMBER
JANUARY
FEBRUARY
MARCH
APRIL
MAY
Thorough research using various methods to fully explore the project statement
Analysis of research to identify key issues within the UH-FC service
Narrowing down concepts & determining whether concepts truly & feasibly serve the end purpose
Presenting of finalized solution
Generating potential solutions that concentrate on chosen issue(s)
Brainstorming
Concept Mapping
Prototyping
Field Research
Site Visits
Competitor &Market Analysis
Literature andWebsite Review
Artifact Analysis
Non-Participant Observation
Users
Health Professionals
Staff
Solution is prototyped and tested
$FASTUH Brand
Enhancement
UH System
Patients
FASTCARE: MORE THAN A RETAIL CLINIC
PROBLEM: BARRIERS GALORE!
FASTMARKETING & PROMOTION
Existing GE Customers
decision pointsThe experience of FastCare begins long before stepping foot into the clinic becuase the decision to use FastCare is influenced by more than just the service alone.
barriersUsers face mental, physical, and emotional barriers while attempt-ing to access FastCare.
user experienceUsers’ emotional state becomes progressively worse during the process of accessing FastCare, resulting in a negative association with what is actually a positive service.
integration barriersIntegration barriers exist in multiple locations:
Marketing between UH and GE
FastCare into the GE system
FastCare into the UH system
Patients into the UH systemBoth UH and GE are not coordinating marketing efforts on FastCare, so UH brand enhancement is diminished.
Without FastCare and UH brand awareness, the chain reaction that leads to patients being integrated into the UH system is cut short.
? ? ?
FASTnp
can’t!don’t!won’t!?
FASThealth
flu shots
pharmacy
≠≠
at home or work
confusion confusion
frustration
confusion
discomfort
anger
satisfaction
happiness
at giant eagle
at fastcare
afterfastcare service
Users who have had healthcare service from FastCare are very satisfied with their experience, and are more open to being integrated into the UH system.
Unfortunately, the barriers faced in reaching that satisfaction im-pede the process, so most users abandon FastCare as an option for their health care.
Disconnect in current information provided
Lack of information availability on current technology applications
Lack of influencers
Lack of physician presence
Lack of awareness about Nurse Practitioner role and abilities
Negative signs leading with cost instead of care
Unwelcoming atmosphere, unlike other UH facilities
Promotion of Giant Eagle services compete with and UH-FC presence
Lack of directional signage
Parking unavailability and inconvenience
Lack of advertising to enhance the UH-FC brand and service
SOLUTION: HEAL, TEACH, AND DISCOVER
FASTCARE: MORE THAN A RETAIL CLINICKandy Hricik, MBA Candidate
Arvind Balaji Jeevanandan, MBA CandidateHarini Kasturi, CIA Design StudentSunday Obri, MBA-MPH Candidate
Vaibhav Pawar, MBA Candidate
FAST
wellness
face of fastcare
uh brand experience
education
relationships
integration
npdr
FAST
FAST
FAST
dr
CWRU
=
By using the UH mission statement, To Heal. To Teach. To Discover., as a foundation, FastCare can be more than just another quick-stop retail clinic.
This service model would involve 6 areas of focus that work together to drive patient and brand value back into the UH system. Each of the 6 areas addresses the UH mission statement: To Heal - by providing quality healthcareTo Teach - via patient education and student Internship opportunitiesTo Discover - new ways of further outreach
wellness
Going beyond acute care by providing:
Chronice care management
Nutrition counseling
Sports Physicals for children
uh brand experience
Welcoming and cohesive environment that reflects the UH atmosphere
Easier access
Positive signage focused on care, not cost
Promotional marketing in all forms
education
Educating patients about their own specific health and wellness
Community outreach programs
Rotational internship programs for both healthcare and business students
relationships
Managing of relationships:
UH and GE - Decrease competition and cobrand for FastCare
3rd party payers
UH physicians - Integrate FastCare into current care settings
Building new relationships:
Corporations - To provide onsite healthcare
Travel Services - Airports and hotels
integration
GE and UH Marketing for FastCare
FastCare into GE System
FastCare into UH System
Patients into UH System
face of fastcare
Strong physician presence
Elevating the Nurse Practitioner role
University Hospital Core Values