Relationship-building Comment b(1) approaches to attract addresses several and retain patients, aspects of the meet requirements, and exceed building methods expectations are not in Figure 3.2-1. It deployed to all patient is supported by and stakeholder comments by Ex7, groups or for all types Ex4., Ex2. The of health care services strength comment and contexts in which gives credit for the they are provided. For overall approach example, the only and the applicants mechanism presented emphasis on to regain patients who patient retention. received care from an Further inpatient facility is to examination of the make post-discharge response in the phone calls. Although application also families are described showed limited as customers, there is response to no evidence of explain how the approaches to acquire applicant them as patients, nor enhanced the is there a description brand. (Ex8) This how the applicant comment should tailors its approaches be reviewed at to build relationships consensus and with different patient might result in a segments. Ensuring double OFI. If outreach to patients’ agreed to, this is a families and all significant gap. customer segments may help the applicant acquire and retain patients and build its brand. It is not evident how Comment based a(3) the SWST’s analysis on comments by (used to determine Ex3 and Ex4. Only segmentation and to two comments on identify potential this, but right on segments to pursue) target to support a considers competitors’ high score by patients and other noting an customers. An opportunity for approach that improvement of considers competitors’ integration in the customers in systematic SWST. determining Reworded the segmentation may relevance help the applicant statement based
Relationship-building approaches to attract and retain patients, meet requirements, and exceed expectations are not deployed to all patient and stakeholder groups or for all types of health care services and contexts in which they are provided. For example, the only mechanism presented to regain patients who received care from an inpatient facility is to make post-discharge phone calls. Although families are described as customers, there is no evidence of approaches to acquire them as patients, nor is there a description how the applicant tailors its approaches to build relationships with different patient segments. Ensuring outreach to patients’ families and all customer segments may help the applicant acquire and retain patients and build its brand. Comment addresses several aspects of the methods in Figure 3.2-1. It is supported by comments by Ex7, Ex4., Ex2. The strength comment gives credit for the overall approach and the applicants emphasis on patient retention. Further examination of the response in the application also showed limited response to explain how the applicant enhanced the brand. (Ex8) This comment should be reviewed at consensus and might result in a double OFI. If agreed to, this is a significant gap. b(1) It is not evident how the SWST’s analysis (used to determine segmentation and to identify potential segments to pursue) considers competitors’ patients and other customers. An approach that considers competitors’ customers in determining segmentation may help the applicant Comment based on comments by Ex3 and Ex4. Only two comments on this, but right on target to support a high score by noting an opportunity for improvement of integration in the systematic SWST. Reworded the relevance statement based a(3) building