Designing speech and language
services for the future:
getting started/moving on
Richard Guy
Steven Harulow
Tracey Dean
Cathy Timothy
Bryony Simpson
Alison Stroud
Alison McCullough
Mary Turnbull
Session overview
Situational analysis
Objectives setting
Strategy development
Tactics
Application
Control
The Marketing Audit
Macro-Environmental
Analysis:
Factors from
Micro-Environmental
outside the
Analysis:
industry
Factors from
Stakeholder factors
affecting your
inside the industry
affecting your service
service
affecting your service
Internal Analysis:
Macro analysis: the PESTLE
Political
Economic
Social
Technological
Legislative
Ecological
Porter’s Industry Analysis : The 5 Forces
Model
POTENTIAL
ENTRANTS
SUPPLIERS
INDUSTRY
Competitive rivalry
SUBSTITUTES
BUYERS
Potential entrants
Buyers
Suppliers
Substitutes
Micro environment analysis – health, education and
social care data
Measurement is the key to effective
management
How do you quantify
your activities?
How do you
measure the quality
of what you do?
Micro environment analysis – health, education and
social care data
Your own records
Information gathered from your team and from other
teams who you work with
Statistics provided by your local and regional public
health departments
National statistics
Focus groups, face to face interviews
Feed-back cards
Micro environment analysis – health and education
and social care policy etc
• Look at the new NHS Commissioning guidelines
• Financial pressures in the NHS, central and local
• Evolution of an NHS led by market forces
• New Ways of Working
Internal service analysis McKinsey’s Seven “S”s
So-called “hard” factors
So-called “soft” factors
SWOT or TOWS analysis
Threats
(external)
Opportunities
(external)
Weaknesses
(internal)
Strengths
(internal)
Setting objectives
Where are we now? Where do we want to be?
Specific
Measurable
Agreed
Resourced
Time-bound
Intelligible
Exhaustive
Strategically-linked
Mission statement
“To promote and develop speech
and language therapy”
Corporate aims
To engage with SLTs, governments, the allied
health professions and partners, helping to
strengthen speech and language therapy as
an integral part of the modern health,
education and social care sectors.
To support the delivery of high quality
services by ensuring speech and language
therapists are properly trained, supported by
a body of evidence and provided with ongoing opportunities for professional
development.
Strategies (Strategic aims)
1. To influence
Government and
public policy,
promoting the
interests of the SLT
workforce and people
with communication
support needs
2. To ensure
the RCSLT is
fit-for-purpose
and resourced
to meet its
corporate aims
3. To set robust
professional
standards and to
support the
profession in
meeting them in
the interests of
service users
4. To be recognised
internationally as a
key organisation for
SLTs and seen as
organisation with
influence
Strategies for success – the Ansoff matrix
Existing products
Existing
market
New products
Market penetration
New product development
Sell more McDonald’s
Burgers/breakfasts to those
who already eat them, eg
longer opening hours,
Sell new products, to existing
customers, eg McCafe;Japan:
Teriyaki burger;India :
McMasala (lamb)
New market
Diversification
development
New
market
Sell burgers etc to people that
don’t already eat them, eg
more shops in hospitals,
cinemas
Eg Golden Arch Hotel in
Switzerland
Strategies for success – Richard’s
business character matrix
Broad target
audience e.g.
“Focused”
“Low cost”
“Unique”
“Targeted”
Adults and
children
Narrow target audience
e.g. Children who stammer
Specific
service/product
Generic
service/product
e.g. communication aids
e.g. assessment
SUPPORT ACTIVITIES
Porter’s Value Chain: showing core
competencies
FIRM’S INFRASTRUCTURE
HUMAN RESOURCE MANAGEMENT
TECHNOLOGY DEVELOPMENT
PROCUREMENT
INBOUND
LOGISTICS
MARGIN
OPERATIONS OUTBOUND MARKETING SERVICE
LOGISTICS
PRIMARY ACTIVITIES
& SALES
Tactics: the seven Ps
Product
Price
Place
Promotion
People
Physical evidence
Processes
So, what’s next?
You should have gathered and organised enough information not just to
plan how your service can be improved, you should also have gathered
enough information to help you promote your service to commissioners
and others. You will:
Know how your services can help address local and national priorities
Have robust information from patients and the public on their views of
your service
Understand how you can organise things better internally
Understand the costs and benefits of the services you offer
Know how, when and where to extend your services (and what you might
need to let go of)
Have convincing and comprehensive information on the effectiveness of
your service
ARE YOU IN A BETTER POSITION TO PROMOTE YOUR SERVICE
AND ATTRACT FUNDING?
What are commissioners looking for?
• Demonstrate need
• Propose a solution
• Provide robust evidence of efficacy
• Link in with local and national priorities
• Provide evidence of the quality of service
• Show how you will measure quality?
•Get help
• Build relationships
• Be unique
• Take your time and get it right
• Make sure it is well presented and easy to read
Control: are we there yet?
Methods of evaluating success
• Financial perspectives
• Customer perspectives
• Staff perspectives
• Innovation perspectives
• Benchmarking