245 / 414
臺大管理論叢
第
27
卷第
1
期
245
by the following five properties: simultaneity, perishability, intangibility, heterogeneity, and
customer participation (Fitzsimmons and Fitzsimmons, 2008). Although these five
characteristics certainly apply to healthcare, there are some more unique inherent properties
that distinguish healthcare from general services. First, general services typically provide
services that are “wanted” by the customers. However, people normally do not “want”
healthcare even though they in fact “need” it. Second, healthcare service receivers are
usually influenced by their family members, resulting in a more complicated and sometimes
even more conflicting decision-making processes. Third, during the healthcare service
delivery process, patients will have to disclose much of their personal and private
information to healthcare service providers so that the accurate diagnosis and effective
treatments can be administered.
Healthcare service design planning model
Service concept is the core element in healthcare service design planning model, as it
mediates the customer needs and the service provider’s strategic intent. In this paper, close
attention has been paid to aspects of aligning healthcare resources to meet patientsʼ needs
and to the details of each of the five stages of service design planning, including service
strategy, inputs, service delivery system, outputs, and performance. First of all, in healthcare,
it is necessary to have a very clear strategy about market positioning and the relationship
with customers. In fact, the current dysfunctional competition in healthcare – too broad, too
narrow, and too local – is the result of inappropriate strategy and structure of care delivery.
The patient-centered concept emphasizes the involvement of patients and their family, and
value-based practices inspire healthcare practitioners to pursue value over volume and to
consider the entire care cycle. Thus, developing long-term doctor-patient relationships and
optimizing health outcomes per dollar spent are the two important strategic goals for
healthcare services.
For the input aspect of the healthcare service planning model, various resources,
including personnel, technology, processes, physical facilities, and equipment, must be
integrated and aligned. The third stage of the healthcare service delivery system is
complicated and characterized by a high degree of contact between service providers and
receivers. Dellande et al. (2004) find that expertise and attitudinal homophily of healthcare
service providers help customers gain role clarity, ability, and motivation, thus positively
influence customersʼ compliance, goal attainment, and satisfaction. In this study, the Service
Encounter Triad, which is composed of the service organization, contact personnel, and