Dr. Laurie Gianturco ("Dr. G."), Chief of Radiology at Baystate Health and President of the private imaging practice Radiology & Imaging, Inc. ("R&I"), and her partner for this project, Suzanne Hendery, VP of Marketing & Communications at Baystate Health, considered their new duty. With Baystate leadership's full executive sponsorship and support, but no additional budget, President were tasked with merging two competing practices-one operated by R&I, the other by Baystate Medical Center-to form a new breast services center under the Baystate umbrella. The consolidation would simplify redundant Baystate-affiliated breast services offerings, making the system less confusing for patients and providers while giving Baystate the opportunity to offer more patient-focused services in addition to reducing its operating costs and boosting sales.
They understood it would be a complex endeavor, involving the merger of imaging services for healthy women together with treatment for women with breast cancer, three clinical specialization orientations, the potential disruption of existing referral networks, as well as two competing physician practice cultures. Despite these challenges, patients and providers banded together to identify a patient-driven culture, make an integrated application, and build a powerful brand anchored by the brand new facility. Their goal was to get a competitive advantage by creating a relationship-based approach that would surpass customer (patients and referring physicians) expectations for service. "The financial argument was the easy part," Dr. G reflected. "How to actually design a version of attention is where we came to an impasse."
PUBLICATION DATE: May 01, 2015 PRODUCT #: PH5030-HCB-ENG
This is just an excerpt. This case is about STRATEGY about STRATEGY & EXECUTION
