Hong Kong has been widely associated with the best health care services. This history dates back to early health care development regarding professionalism, education, well-structured health care services, and medication systems. Independent statutory bodies, such as the Medical Council of Hong Kong, have contributed to the growth of dentistry health (Hong Kong Medical Council Act, 2006, p.45). This paper will explore the blueprint of the dental sector of Hong Kong clinic and its strengths and weaknesses. Moreover, the paper will discuss how the current process impacts different customer segments and provides advice to the management team on implicating a good business model that fits the clinic. Additionally, the potential benefits and limitations of recommending either approach will be identified.
Larger medical equipment, high technology, and information sourcing characterize the Hong Kong clinic market. There is an advanced research unit that presents the annual report to the medical sector enhancing efficiency and accountability. The communication network is well-built increasing comfortable transportation services, namely Hong Kong Express Rail Link. Hong Kong positions itself through price, channel, and product differentiation. Hong Kong clinic slogan of creating a disease-free zone is a building block for placement in the market economy.
Restructuring the blueprint will benefit the clinic. The main areas identified will revolve around resources, in particular, utilization of local resources to cut on operational cost and build a partnership with the local society, focusing on customers’ feedbacks and satisfaction level, and expanding communication network by building cyberspace to link the organization to clients.
Hong Kong Dental Clinic has been providing a range of dental services to both out-patients and in-patients over the past ten years. The clinic provides sufficient patient care, and, due to its nature of operations, it is known worldwide and is a good option for many persons with dental issues. This clinic operates under the health department in the government and is controlled by the national health department law. The organizational structure of the hospital ranks its director as the senior, who is then followed by the deputy director of health, controller of health protection, and a consultant in charge of dental services at equal ranks. Building a healthy state is the primary objective, and dentists are expected to contribute towards the general health of patients by implementing appropriate health management techniques.
Hong Kong Medical Council Act (2006) depicts the need for dental clinics to safeguard people through promotion, preventive, curative, and rehabilitative services. Objectively, dentists offer quality client-oriented services as well as a foster partnership with the community and other health care professions and sectors. Competency, professionalism, knowledge, and skills serve as primary domains for registering dentists to enhance speed and accuracy during service delivery for the well-being of patients. In changing circumstances, awareness is paramount for acceptable performance and self-empowerment. The hospital has been featured in different press and appraisal organizations for its quality services.
The clinic has functional units that help in running various services to its clients. Such tutorial associations include Hong Kong International Medical Services, Health Insurance Services, and Hong Kong Worker Health Centre among others.
The dental industry in China has a great market opportunity regarding service provision to prospective clients, such as the United States, where it exports medical equipment, technology, and education about the medical section. This advantage gives the medical department a leading position in the Chinese economy. Some of these equipment are scanning and x-ray machines amongst others (American Dental Association, 2012, p. 34). Likewise, Chinese efficacy has advanced the unit of research regarding drugs.
The Hong Kong public infrastructure is well built to enhance the smooth movement of patients, drugs, staff, and hospital machines and equipment. This factor exclusively identifies the health sector as the most viable in dealing with emergencies due to good transportation and communication networks. These facilities include Hong Kong International Airport, Kai Tak Airport, the Hong Kong-Macau-Zhuhai Bridge, multiple subways, the Guangzhou-Shenzhen-Hong Kong Express Rail Link, and light rail lines.
Several purchasing agents and procurement offices in various sectors dominate Hong Kong. Indeed, a high percentage of the decisions are taken in China and Macau on supply projects made in Hong Kong. Such investments include health equipment and machinery. The market entry heavily relies upon agents to diversify the economy.
The Organization and the Service Concept
The clinic operates on conservative values and ethics that describe its organizational behavior. These values have assisted in achieving the dental clinics’ goals as well as building the customer satisfactory level in relation to the services rendered by health specialists. Professionalism is highly practiced during service delivery to patients (Andreasen, Bakland, & Flores, p.22). This practice has created a doctor-patient relationship boasting the quality of service rendered and confidence of patients due to the good dental care they receive. The art of conversation has established a link between professionals and clients (Hong Kong Medical Council Act, 2006, p. 54).
Segmentation and Target Audience
The clinic is segmented in regard to the provision of different services to its customers. Such departments are operational in cosmetic, dentistry, migraine therapy, and teeth whitening. The dental units use distilled water to enhance the clients’ safety.
The positioning strategy has been strengthened in the clinic group through Price differentiation, where the services rendered cost and became pocket-friendly to the customers. Advertisement through television, magazine publications, blog posts, website, and feedback schedule sheets is giving the clinic a unique identity as compared to the competitors (American Dental Association, 2012, p. 34). Civic education has generated a positive impact on both the local and foreign communities by creating collaboration with the other health sectors worldwide. Product differentiation as a strategy has affected service delivery to the clients through the usage of highly modified technology to meet customer needs. These include city scanners and x-ray machines amongst others. The clinic has created an excellent image of quality and efficiency in Hong Kong over the past few years. Its slogan of creating a disease-free zone aiming at patients with dental complications has been intensively promoted through advertisement, public relations, and its products (Cap. 156 of the Laws of Hong Kong, p. 66).
Organization Concepts that Create Value
Organization’s notions of dedication in the line of duty, partnership, and friendship have positively contributed to positioning the clinic in the market industry to its clients. The partnership association has extended the cycle of service delivery by linking the organization with the other health sectors. Such partners are the government of Hong Kong and medical research bodies. Integrity as a value has helped the dental clinic to employ qualified staff that considers the welfare of patients, honesty, and accountability. This practice as an integral part enhances mutual understanding of patients, dedication, social stratification, and openness in the line of duty. Moreover, improvement regarding structures, equipment, and mode of service has been facilitated through excellent dentistry research unit to equip dentists with the knowledge of dealing with current and future dental disease outbreaks (American Dental Association, 2012, p. 34)
Doctor-patient satisfaction is enhanced by the Hong Kong dental clinic by taking into account their interests. The concern and dedication of the staff are proof of this claim since doctors are polite and handle patients with sufficient care and concern as if they are from their families. This good relationship has fostered friendship, love, and dependence on one another (Malamed, 2009, p. 98). The mutual existence builds trust and loyalty of clients through sharing knowledge concerning the mode of treatment and lifestyle as a measure to control dental infections within the community as a whole. Record management and tracking the history of patients creates a free atmosphere where dentists offer their services to the customers in a professional way, which aids in eliminating any risk-related treatment measures.
Service Setting and Servicescape
The dental clinic in Hong Kong is categorized under the independent statutory bodies such as Medical Council of Hong Kong as stipulated in Cap.156 of the Laws of Hong Kong as well as the Code of Professional Discipline for the Guidance of Dental Practitioners in Hong Kong prepared by the dental council of the region. It embraces various domains to provide better health care as well as improve customer relations.
Categorically, there are eight domains to be practiced by dentists in Hong Kong. These fields include professionalism, interpersonal communication, social skills, diagnosis, and treatment planning. Additionally, health promotion; knowledge base regarding information, literacy, clinical information gathering, and therapy; and practice management fall under the same category (Cap. 156 of the Laws of Hong Kong, 2006, p. 88).
Professionally, dentists should be skilled and competent enough to conduct research, plan, solve problems, and present the outcome of the research to the relevant authorities. Morally uprightness should be adhered to, as stipulated in the dental council of Hong Kong and Cap. 156 of the Constitution.
The blueprint synchronizes interpersonal communication as a significant contribution in disseminating information to the stakeholders. The primary stakeholders include patients, family members, the state, other employees, and the community. The purpose of having such a domain is to ensure that the report concerning the diagnosis risks and treatment options is well-communicated in an easily comprehended manner. For example, drugs prescription and administration to patients, and equipment to be used in the treatment are some of the key aspects (Hong Kong Medical Council Act, 2006, p. 43). Literacy knowledge and information generate practical application of clinical, technical, and biological concepts to solve health hazards by taking precaution measures and properly analyzing data concerning the disease outbreak.
Obtaining a record of the complete history of a patient about his/her physical, social, and psychological background forms a real basis, which familiarizes a doctor with the patient's health condition. Equally, clinical knowledge helps to perform tests and analyze findings (Cap. 156 of the Laws of Hong Kong, 1971, p. 72). Diagnosis and treatment plan is vital in making decisions and judgments in order to determine the diagnosis by taking into account the social and cultural background of the patient.
Therapy forms the basis of maintaining oral health considering the age bracket of patients as well as providing them with exceptional dental care attention. This strategy broadly emphasizes on educating patients on oral health care, managing periodontium diseases and monitoring outcomes, assessing risk factors such as hard tissue teeth loss, pulp, and peri-radicular diseases, and managing surgical procedures of hard and soft tissues.
A dental hygienist is a licensed officer of the oral health team dedicated to helping patients maintain good dental health and prevent mouth diseases. Primarily, the dental clinics perform the procedure of removing calculus and plaque (hard and soft deposits) above and below the gum line. Moreover, the chart and assess teeth and oral structures. Additionally, the process, expose, and dental label radiographs, provide oral hygiene instructions and provide nutritional analysis and counseling services. The dentists also participate in the role of applying cavity-prevention agents, such as sealants and fluoride, and design and implement societal dental health programs.
Under the Health Centers Consolidated Act 1996, Code of Federal Regulations, 51C Grants for community Health Services 1996, the dental clinic in Hong Kong reschedules its services to comply with the law and regulations. This act establishes different subunits within the dental department to handle specified issues affecting patients.
The quality workforce is created under the human resource department to check the quality of services rendered to the clients and improve community censorship. Besides, a service delivery unit monitors the satisfaction level of customers and ensures their needs are met. The high standard professional care unit is also set apart to ensure there is a careful, structured activity by reviewing every dentist’s activities through rotating the schedule of card audits for the safety of clients. Finally, there is continuity in performance unit that ensures each clinic is provided with quantifiable, identifiable health outcomes with an appropriate care plan.
The functional groups in the hospital are further structured to introduce preventative measures and establish diagnosis through checking the overall health of a patient, supplementing prescription, educating the society, and offering pediatric dental screening to manage the possible risks of the disease outbreak. Patients also access treatment to prevent infections during early stages, for example, periodontal maintenance. Affirmative actions, such as regular clinic hours, are provided, too.
Discussion and Investigation
Regarding the blueprint of Hong Kong dental clinic, much contribution has been enhanced through the management of information databases. The management has invested in information sourcing, data collection, building relationship as well as maintaining objectivity, professionalism, and risk management by using strategic approaches. The criteria employed in the operations include combating disease outbreak, record management, and proper service delivery to clients by building trust and confidentiality. Moreover, boosting ethical standards, mutual coexistence, structural changes as well as enhancing teamwork, intensive research, and innovations have been witnessed (Hupp, Williams, & Firriolo, 2007, p. 89).
On the contrary, the company has a long decision tree that leads to a slow decision-making process, thus creating difficulty in dealing with emergencies. For example, scientific research of an emerging epidemic such as cancer has several departments to consult before it is approved for each stage of progress. However, the main weakness is the inadequacy of support in some classifications (Dorland, 2007, p. 90). Mental classification, for instance, has a conspicuous lack of enough support from the stakeholders, especially in regards to such factors of patient care as a diagnosis. This procedure does not entirely make an accurate representation of the services provided. The reason is the expenses are capped since they are based on the number of patients who have been discharged.
The future of the dental clinic relies on proper planning, communication, and auditing strategy. This goal can be achieved by setting common goals to both the organization and clients. For instance, proper utilization of resources will cut operational costs by upgrading infrastructure and maintaining a safe environment for both staff and patients. Moreover, this will empower the local citizens and promote corporate buying power through negotiation and discounts on imports. Additionally, developing a partnership with the other organizations will equally increase bargaining power in the international and local markets (Cronin, Healy, Hegarty, & Murray, 2011, p. 183).
Through manufacturing user-friendly equipment that is adaptive to suit patients’ concerns will combat the risks of delaying emergency services. Expanding communication network will explore and diversify leadership roles and positions in their various dockets about open access of information and modes of communicating to staff, shareholders, and legal bodies (Vasilie, 2010, p. 176). Ideally, communication can be improved by creating cyberspace via the Internet to enhance interaction among a diverse group. Free movement of ideas and obtaining feedback will also be achieved. Leboff (2007, p.76) argues that through the research questions or surveys for the purposes of building the community, a positive impact will also be created, thus enhancing the success of the organization.
Leadership positions and styles within the clinic should also be restructured to encourage directors to support staff by getting their concerns. Besides, it will aid in determining the mode of working in various departments within the organization and the way workers are correlated to the performance of tasks as well as developing the business structure (Leboff, 2007, p. 77).
According to Handford (2010), powerful standing committees such as finance committee that maintains financial needs within and beyond the organization should check the accountability of departmental expenditure. Strategic planning committee under the deputy CEO should be established to verify the progress of the group about plans and present annual reports on their findings and advise the management. Succession Committee should develop promotion policies, clarify everything with the authority, and enhance continuity in leadership by creating a conducive environment for all stakeholders.
Cranford and Mourat (2010, p. 49) propose to enact an efficient system to deal with financial issues of the organization for efficiency and transparency in order to attract the public market and investors. It is essential to compel a platform that would better dental hospitals. Such reforms include the mode of funding employed by hospitals (Ihpa.gov.au, 2015; Di Lorio & Faff, n.d, p. 42). The following diagram demonstrates the approach of funding that should be employed by Hong Kong dental clinic as a measure of transparency and responsible utilization of funds.
This model maximizes efficiency in service delivery to patients. By embracing this strategy, the clinic will be in a good position to handle various cases concerning dental care. Modern technology and advancements regarding research will place the hospital on top of the other competitors (Vasilie, 2010, p. 320).
Cronin et.al. (2013) refer to dental health as to a critical industry that needs proper skills and adequate equipment. Human nature is evoked through associating with successful individuals and activities. Therefore, the installation of the best equipment and machinery as well as employing competent staff who is knowledgeable in the field of dentistry will attract more patients into seeking dental services offered by the clinic (Grauner & Ghosh, 2012, p. 34).
Creating a network by linking the hospital with the established brands opens a wider scope of loyalty. In Hong Kong Clinic, a vast network has been set up through the use of Internet platforms, advertisement, and extensive marketing. This approach has enhanced comprehensive partnerships support, co-op marketing, and brand building. Embracing the technique of payment about the services offered by patients will enhance continuity and stabilization of the organization. Cost-effective services help to create strong brand loyalty and limit chaos that may result, as it is witnessed in the subscription strategy where the market may decline due to critics of payments made in advance or after a particular period (Benneyworth, 2014, p. 4).
Unrealistic expenses attached to services that are beyond consumers’ reach may develop rivalry and reduce their participation. Therefore, embracing the transactional model will ideally help the stakeholders enjoy services that are affordable to them only when the need arises. No extra payments will be undertaken. For example, in a patient-doctor scenario, a patient will pay for the services offered at that particular time (Magne, 2008, p. 100).
Better services will attract repeated usage. This convenience creates a lifetime value through clients who have affirmed benefits and experienced such services that help to pass the information to those within their reach, for example, friends and relatives. This aspect contributes to the market expansion and creates a great sense of brand loyalty. Besides, it helps to avoid disruptions due to price and value differences (Handford, 2011, p. 45).
In conclusion, according to the research study, the dentistry department is very sensitive and requires exceptional management skills to achieve success. The Hong Kong clinic has built a legacy to its quality service and excellent customer care. Moreover, the management teams of the hospital have sought knowledge and analyzed the market to identify the gaps and the best approaches to fill them. Therefore, the clinic has attained a competitive advantage over its rivals in the industry and has achieved continuous success.