Service-Profit Chain Assessment

Please help with this write up with peer reviewed academic references on Greater Baltimore Medical center(GBMC):

1.1 Customer Knowledge

(a) How does the organization identify the key customer segments (current and potential) and their requirements that predict the initial purchase, repeat purchases, and referrals? Include the current segments and the requirements for each segment. (b) How does the organization assess satisfaction and dissatisfaction for the different customers and segments? Include both perception (e.g., surveys) and actual customer purchase and referral behavior measures (metrics). NOTES (a) When assessing how an organization segments its customers and determines each segment's requirements, focus on the design of the systematic methods for segmenting and determining requirements. Then, understand the actual segments and requirements that were derived from the process. (b) Now that we know the customers' requirements and the product and service strategies, how do we know how well the product is performing and meeting the customers' requirements? In this part of the assessment, customer satisfaction is measured based on the perspective of the customers. Typical methods include perception metrics such as customer surveys as well as behavior metrics such as firsttime sales, repeat purchases, and referrals.

here is additional information on how the questions should be answered:

System Diagnosis

1. Analysis

The analysis process begins with a clear understanding of how the organization addresses the elements of the diagnostic point. The task is to critically analyze their methods and determine how well they address the elements of the diagnostic point. Integrate the maturity level concepts into your analysis. Ultimately, each strength and OFI must be based on the maturity of the system. The analysis should "build a bridge" to the strengths and opportunities for improvement (OFI). The task here is to provide the analysis and rationale for the strengths and OFIs that is identified.

The objective of the analysis is to assess how well the organization's systematic methods answer the diagnostic point questions. In addition to the context of the organization, the analysis of the organization is based on four dimensions including systems, strategy, scorecard, and stakeholders. These four lenses (dimensions) apply to each diagnostic point. Systems - Starting with Systems you will first understand HOW (systematic methods, processes, tools) the organization answers the framework questions. As part of this first step, you will also analyze HOW WELL the organization's systematic methods address the diagnostic point questions. Strategy - The strategy should drive the systems. As part of your analysis examine how the systematic methods are aligned with and support the vision and strategy of the organization. Scorecard - Management by fact is critical to sustainable excellence and a core principle of organizational learning and improvement. Examine how they measure the performance of the system you are assessing and how they use those measures to manage and improve that system. Stakeholders - The "test" of a well-designed system is how well it creates value for the multi stakeholders. The question here is how does the system design incorporate the needs of the applicable stakeholders and how well is it meeting those needs? The four lenses are not a "checklist" but rather four key considerations when assessing any system or systematic approach to managing the organization. When combined with the unique context and the leadership perspective they form a holistic approach to assessing the framework systems. These questions are for analysis purposes and are not intended to be addressed as separate questions in your response.

Integrating the Literature

Support the description and discussion with solid management and research literature including course textbooks. References to management and research references will help justify the analysis and add credibility.

Maturity Level

Use the maturity levels to provide structure to your analysis. Do not identify the overall level of maturity for each diagnostic point, but rather use the concepts in each maturity level to analyze the maturity and identify the strengths (anything that is above level 1. And the opportunities for improvement - anything that is not level four on every concept. No system in the cases you are studying are level 4 on every aspect so there should always be opportunities for improvement. The maturity of the system should be clear from the details of the analysis discussion and be explicit in the strengths and opportunities for improvement. When reading the strength and opportunity for a diagnostic point the maturity level should be obvious without actually saying the level number. When determining the maturity level for a particular diagnostic point consider these questions. 1. What does the analysis say about systematic methods to address the EIP Framework questions?

2. What does the analysis say about the completeness and effectiveness of the systems and methods?

3. What does the analysis say about how the organization knows if the methods are effective? What do they measure and how well are they doing? How does their performance compare to others?

4. What does the analysis say about how effectively integrated the systems are with and supportive of the other systems and processes in the organization? 5. Is there evidence of systematic learning and improvement?