Sie sind auf Seite 1von 8

CASE 3: DR.

BECKETT’S DENTAL OFFICE

QUESTION #1: Which of the eight elements of the services marketing mix are
addressed in this case? Give examples of each “P” you identify.
The original Four P’s of marketing detail the important components of
product marketing. Academics and marketing practitioners point out that services
differ from products; they are intangible, heterogeneous, perishable and inseparable
from the service provider. Additional P’s have evolved to help create a
comprehensive framework for marketing services. Applying the Eight P's in a
service business is essential to developing a marketing plan.
As to Dr. Beckett’s Dental Office case, the elements of the services marketing mix
addressed are as follows:
 PRODUCT / SERVICE.
This is the first P. It deals with the “thing” the business is selling, the
competition and substitute products. Aligned with its vision of offering
superior quality dentistry, Dr. Beckett aims to provide customers with a
beautiful smile and good dental hygiene for greater confidence. We are
assuming that the actual service covers the full range from dental check-up,
cleaning, tooth extraction, reconstruction, etc. It’s true that a visit to the
dentist is a grudge task and not considered to be a priority by lot of people.
Hence there is a need to provide superior quality service to correct the
misconceptions and take out the negative feelings from typical customers.

 PRICE
Price not only determines the service’s profit margin, but it also has a bearing
on many other marketing decisions. Price sets a value standard for the service,
one that the company’s people, physical evidence and performance must meet
to be successful. While Dr. Beckett recognized that profit is important, she
didn’t want to compromise quality thus the premium pricing approach. While
other dental services may have opted t offer lower price to adapt to the trend
of declining health care cost to insurance companies, Dr. Becket took the
opposite direction and focused on quality to justify the relatively higher
pricing. To support the move, the new office contains state of the art facilities,
an updated modern design and several value added service. The pricing
strategy is actually aligned to the conceptual target market that Dr. Beckett’s
wants to capture – the white collar workers who have the capacity to pay and
see the value of having a beautiful and well maintained teeth.

 PROMOTION
Promotion is how the company markets its services. Companies will strive to
match the media to the message. The dental office has been in the business for
22 years now and has generated a customer base of 2,000 active patients
simply through positive word of mouth from patients who tried the service.
There was no need to advertise heavily through traditional medium. Aside
from the fact that advertising was not the norm, margins we’re also good
before. With the changes in the market landscape (increased competition,
reduction in health care cost, etc), Dr. Beckett may feel that there is a need for
her to develop a formal promotional strategy, in line with the total service
revamp in order to capture a wider customer base.

 PLACE
Because services generally are purchased and used at the same time, the
location where the service is delivered plays a role in the promotion, price and
product. Coming from a cramped space, Dr. Beckett’ move to a bigger space
was aligned with her positioning strategy, giving her the perfect chance to
overhaul of her service too. This new place was designed to be an extension on
Dr. Beckett’s personality adds to the company’s branding. It didn’t just aimed
to provide a pleasant place for the customers but for the staff as well. The
investment also was worth it since the physical place is the first thing that
customers will see when they visit the dental office.
There was intentional balance between function and design which sets the
dental office apart from the usual clinical and traditional dental offices. The
add on features (play area, classical music, headphones, etc) were all aimed at
providing a superior and pleasant dental experience minimizing the
unpleasant feelings of going to a dentist. The certificate diplomas displayed,
which is a standard practice in most professional service industries adds
credibility to the dental office.

 PEOPLE
Much of how customers rate the service experience hinges on the person
delivering it. Professionalism and courtesy go a long way in any service
business. It is obvious that Dr. Beckett puts a high regard to the welfare &
growth of her 7 staff who are assigned in the ‘front’ and ‘back’ office. This is
important for a service company that the staff is happy because it could
translate to a good service as well. They are provided monthly bonuses plus an
annual travel with the whole team. Beyond the financials, the staff is regularly
given opportunities to update skills thru classes & workshops. Clearly, Dr.
Beckett sees the value of the staff in delivering her company’s vision and goals.
There was also open communication and staff gives inputs and suggestions on
how service can be improved. As a result, there is a good dynamics among the
staff and they view themselves as part of a larger team.

 PROCESS
Process is the standard operating procedure in delivering the service. Overall
process and service is very professional. In fact it’s commendable that in spite
of staying in the business for over 20 years, Dr. Beckett still thought of
improving the office system. It was redesigned to standardized routine
procedures to reduce error and provide same level of care. Each procedure is
timed & staff work to meet the set time. Customers are also not allowed to wait
for more than 20 minutes.
Availing a dental service is something that is planned so it’s okay to require
customers to set appointment to be entertained. Cancellations are also filled
in to maximize capacity. The initial exam by Dr. Becket who provides
education & counseling to patients adds a personal touch and adds credibility
to the service.
The only sign that the process can be further improved is the fact that waiting
time can range from 3-4 months. We think that this is too long a gap and poses
a risk of allowing customers to try out other competing dental services.

 PERFORMANCE
Sometimes called productivity, performance examines how well a company’s
services compete in the marketplace. This may include how consistent the
service is and how well its features translate into benefits as it is being
delivered. Given the good employee dynamics among Dr. Becket and the dental
staff, over-all process is standardized, streamlined and highly productive.
There’s a steady flow of patients and reservation is efficient as well. The true
measure of productivity however will be determined once the new revamped
operations stabilized. It should be able to provide bigger sales, higher per
transaction value and customer count given the bigger space and the
significantly improved service.

QUESTION #2: Why do people dislike going to the dentist? Do you feel Dr. Beckett
has addressed this problem effectively?
A study published this month in Health Affairs found people are more likely to
forego dental health because of cost than any other type of health care. And that's a
problem, because avoiding dental care can have other health repercussions down the
road, according to Health Central.
Many people don’t like going to the dentist because of the non-financial costs in
time, effort, and discomfort that are typically associated with the service process.
Dental patients can sometimes get the financial cost of treatment covered by
insurance but experience all four kinds of non-financial costs to varying degrees:
 Time costs: These include both time waiting for service and the actual service
delivery. Beckett’s office tries to minimize waiting time by having patients
make appointments (a method of reservations) and scheduling an appropriate
number of patients each day. Patients whose wait is longer than twenty
minutes are given the option to reschedule. The front office employees often
call patients if they know there will be a delay. Beckett’s office has tried to
minimize in-process waits by standardizing most of the routine procedures.
Specific times are allotted to each of these procedures, and the staff works hard
to see that these are met.

 Physical costs: Visits to the dentist often involve discomfort—ranging from the
mildlyun pleasant sensation of having one’s teeth cleaned to the severe pain
accompanying a more intrusive procedure. Some patients go to the dentist for
help in reducing pain. But many others feel fine when they enter the dentist’s
office, only to be miserable upon leaving as a result of the treatment they
receive! Beckett’s staff tries to be gentle intreating patients, and Novocain and
gas are used when necessary to reduce painful sensations during procedures.
The employees also warn patients when a procedure is likely to be
uncomfortable or painful. Patients who will experience discomfort after they
leave Beckett’s office are provided with soothing mouthwashes and
prescriptions for pain-relieving drugs.

 Psychological costs: Fear is the main psychological cost—both before and


during a visit to the dentist. Most of this fear is related to the expectation that
unpleasant physical costs will be experienced during dental care. There is also
a cost of feeling embarrassed to leave the dentist’s office with a temporarily
swollen mouth and altered speech. Beckett’s employees try to reduce
psychological costs by educating patients (through discussion or with
brochures and videos) about the specific procedures they will be undergoing.

 Sensory costs: There are many sensory costs associated with a visit to the
dentist. Patients encounter unfamiliar sights (e.g., the frightening-looking
dental equipment), sounds (e.g.,whining drills, teeth being ground), smells
(e.g., the “burnt” smell from drilling, the medicinal smells of the dental
materials), and tastes (e.g., blood, the dental materials).While Beckett’s
employees can’t reduce most of these costs directly, they attempt to offset them
by decorating the office in soothing colors and providing distractions like music
(played in the office and also available through headphones if the patient has
a special request). Patients whose procedures are lengthy are given pillows and
blankets so that they won’t get cold from sitting still for a long time

QUESTION #3: How do Dr. Beckett and her staff educate patients about the service
they are receiving? What else could they do?
Since Dr. Beckett’s major problem focuses on the management system of her
business, then it affects much of her services offered. The problem basically cause the
service itself in terms of how Dr. Beckett and her staffs do their tasks or on how they
provide the service to their customers which resulted to a dissatisfaction and poor
service. Dr. Beckett wanted to offer the highest level of dental care rather than being
low-cost provider with the help of a consultant. She decided that her top priority was
differentiating the practice on the basis of quality. Since higher quality care was more
costly, Dr. Beckett’s patients sometimes have to pay fees for costs that were not
covered by their insurance policies. If the quality differences weren’t substantial,
these patients might decide to switch to an HMO dentist or another lower-cost
provider .Since Dr. Beckett does not even mind her customer needs and just focus and
give prior to the job she’s working to her patients tend not to live on going to the
dentist and tend to have a negative attitude toward that service.

Alternative Course of Action


A. Strengthen and pursue the new premium and upgraded service of Dr. Beckett’s
Dental Office to support its differentiation strategy
Pros:
 This direction is aligned with the company’s Vision & Mission statements and
the personal values of Dr. Beckett. She views the dental office as an extension
of her personality so upholding quality and great service is second nature for
her.
 The existing staff is already oriented with the new service design and quality
principles
 Provides high level of customer satisfaction based on the referrals from
previous customers
 The high quality and consistent level of service will allow them to charge a
relatively higher price without the customers feeling short changed
 The company already invested big in its new bigger space and facility
Cons:
 It is difficult to sustain high quality all the time both in terms of operating cost
and effort
 It is a thankless service, customers usually don’t show appreciation

B. Take out the extra complementary services and pursue a low cost strategy.
Although, this particular option was not explicitly presented in the case as Dr.
Beckett herself has already decided to pursue quality differentiation, we are still
assessing this option due to the considerations below:
There are several complementary services being offered. It is possible that some
‘extra services’ like DVD player or hanging mobiles is non value adding or not
relevant to customers so removing it will not impact on the patronage.
Pros:
 Less effort to sustain the high standards set
 Less pressure for Dr. Beckett and the staff
 It’s possible that taking out some of features like free coffee or ice tea will not
lessen their service performance from the point of view of the customers
 This may allow them to rapidly expand customer base (due to lower price) that
will allow them to maximize the bigger space and facilities already purchased
Cons:
 The improvements they started will be put to waste
 They will attract the lower income market segments will might erode the
‘premium’ brand equity that it has initially built
 Quality service is compromised so old customers who were used to the top
notch quality might get turned off and transfer to other dental services.
 The company may be faced with more competition since the other dental
services are commonly competing based on price. This is usually not a
sustainable, not only will quality be compromised, the company may operate
at a loss due to high operating cost.

C. Dr. Beckett must promote and educate the service she offers to her customers
in order for them to know the benefits they might get and even though the price
of her services is high, the qualities of the services are worth it.
D. Fear of needles and injections is huge for some people. It is one of the Adult
phobias and children are even more fearful. Instead of using Anesthetic options
just not to feel pain, the management could use a comfortable dental device to
ensure patients are as comfortable as possible. These devices can help make
that dreaded injection much more comfortable. It involves the use of electronic
devices to assist with local anesthetic delivery. The device doesn’t look nearly
so intimidating and the injection can be done so gently that most people barely
notice.

QUESTION #4:What supplementary services are offered? How do they enhance


service delivery?
Beckett’s service delivery involves both facilitating and enhancing supplementary
services. The facilitating services are required in service production, while the
enhancing services add value to the core product.
Facilitating supplementary services:
a. Information: Beckett’s staff tells patients about dental procedures and costs
before treatment occurs. During treatment, patients are advised about what is
happening and how long the procedure will take to complete.

b. Order-taking: Whenever possible, patients make an appointment (a


reservation) for dental care. For a routine cleaning and exam, patients may
have to wait three to four months if they don’t have their appointments
automatically scheduled every six months. Less routine treatments (like
crowns or gum repair) are scheduled sooner. Emergency procedures (which
disrupt the normal order-taking process) are handled immediately—even if
they occur after regular office hours or on weekends.

c. Billing: Beckett’s employees contact patients’ insurance companies to collect


payment. Office policy requires patients to pay any fees not covered by
insurance at the time of treatment, but additional statements are mailed if
necessary.

d. Payment: While insurance covers most costs, patients sometimes have to pay
additional fees. They can do this via cash, check, or credit card.

Enhancing supplementary services:


a. Consultation: Beckett and her staff consult with patients both before and after
treatment. They hope that by educating patients about proper maintenance
(like flossing, brushing, and regular checkups), future corrective procedures
can be avoided. They also discuss non-routine treatments with patients and
provide counseling about how to maximize their treatment outcomes.

b. Hospitality: Beckett’s office is designed to maximize guests’ comfort. The


waiting room and reception area is attractively furnished. Live plants and
flowers are abundant, and the walls are covered with art. Classical music plays
softly. Patients can enjoy a cup of coffee or tea and browse through current
magazines while they wait. The chairs in the examining rooms are covered in
leather and are very comfortable. Each room has a large window that allows
patients to watch birds eating at the feeders. Mobiles hang from the ceiling to
distract patients from the unfamiliar sounds and sensations they are
experiencing. Headphones are available with a wide selection of music. Some
of the most successful hospitality services came from staff suggestions about
how to improve patient care. These include follow-up calls to patients after
major procedures; a “goodie box” for patients that contains a toothbrush,
toothpaste, mouthwash, and floss; buckwheat pillows and blankets for patient
comfort during long procedures; and a photo album in the waiting area with
pictures of staff and their families.

c. Safekeeping: Parking is available in a clean, nicely landscaped lot right in front


of the office. There are coat racks in each examining room where patients can
hang coats and purses. Children can play with toys or watch videos in a
conference room under the supervision of front office staff while their parents
receive treatment.

d. Exceptions: Beckett’s employees treat emergencies when they occur—even if


this means Beckett has to come in after hours or on weekends. Service failures
of any kind are corrected immediately (e.g., replacing a broken temporary tooth
or refitting a crown). If payment is a problem for patients, the front office staff
will attempt to work out a reasonable billing schedule.

Das könnte Ihnen auch gefallen