When a guest stays at a hotel, they are, at-the-minimum, promised a clean, safe and comfortable accommodation. In addition, depending on the type of hotel, they may also have the opportunity to relax by the pool, workout in the fitness center, or get some work done at the business center. They may also choose to place a room service order for breakfast or visit the restaurant located within the facility.
When a patient is admitted to a hospital for a surgical procedure, then they too need a clean, safe and comfortable accommodation – in addition to appropriate clinical and medical care, of-course. In fact, depending on the nature of the hospital visit, the patient needs include many of the same aspects of a hotel stay such as food & beverage, service, and so on.
So to enhance their effectiveness, should the healthcare facilities focus on what they do best (i.e. clinical and medical care) and partner with hospitality firms to offer the services which are their core competence?
Does the above idea seem far-fetched? Maybe not so — we have witnessed outsourcing and supply-chain partnerships between manufacturing firms located around the world for the last several decades. Similarly, during the last few years, there have been many-many successful examples of service outsourcing and supply chain partnerships across many industries including financial services and other business processes.
Maybe hospitality and healthcare organizations should seriously consider active partnerships and build on each other’s strengths. Whenever possible, this approach will allow them to focus on their own competitive priorities and core competences and leave the rest on their respective supply chain partners. Still not convinced – take a look a this news article which describes how an orthopedic clinic has partnered with Hilton to provide a better care to its patients. A win, win for everyone … and 20% cheaper.
http://www.startribune.com/lifestyle/health/92146304.html
