FAMILY MEDICARE 3
Thefirst Item is the need aspect of the program description. The lack ofa specific need for the business creates ambiguity. Is home carerequired in the market? Consequently, the program is unable todifferentiate itself from the competition. Hence, it requires adetailed description of the identified family Medicare opportunity. It is important to understand the different needs as demanded byfamilies to address them in detail. Although the mission of thefamily medicine clinic is to provide accessible and high-qualitymedical care for people of all ages, it fails to identify thespecific opportunity in similar markets (Long, 2000).
Thesecond is the expected effects of the program. The Medicare needs toset out the exact required effects or goals and the plan to achievethe effects. The effects enable the measurement of performance. Forexample, the medical care is expected to provide services that exceedthe expectations of the patient. The question is how the Medicareshall exceed patient’s expectations and what are the key indicatorsof exceeding expectations. There are various approaches such aslow-cost approach by offering lower cost services than the markets orhigh Medicare technology. Also is the strategy to exceed thecompetitors through customer care for the patients. The effects needto be specific to enhance the evaluation of success. For example, theMedicare can provide home-based nursing services to patients a rareservice for Medicare businesses (Long, 2000)
Thethird is the activities performed by the Medicare. There is the needto list down all the activities that the business shall perform, ingreat details. For example, what are the activities behind servicesthat exceed customer’s expectations? The lack of detailedactivities to be performed leaves no room for comparison with thepractice of others (Long, 2000).
Long,S. (2000). Caringfor the elderly in Japan and the US practices and policies.London: Routledge.