Small changes lead to large effects

• Published in: Frontiers of health services management Vol. 24; no. 3; pp. 23 - 27
• Main Authors: Newbold, Philip, O'Neil, Michael J
• Format: Journal Article
• Language: English
• Published: United States Lippincott Williams & Wilkins Ovid Technologies 2008
• Subjects: Ambulatory Care Facilities - organization & administration; Business models; Business plans; Capital expenditures; Cash flow; Clinics; Competition; Consumers; Customer services; Diffusion of Innovation; Economic Competition - organization & administration; Grocery stores; Health administration; Health care access; Health care industry; Health Services Accessibility; Humans; Organizational Innovation; Patient satisfaction; Primary care; Profitability; Profits; Retail stores; Retailing; Site selection; United States; United States; United States > US
• ISSN: 0748-8157; 2475-2797
• DOI: 10.1097/01974520-200801000-00004

It appears that the U.S. consumer has finally awakened the giant (e.g., Wal-Mart, Target, CVS, Walgreens). Healthcare is now providing its first consumer-driven business model. It is an opportunity for the healthcare system to better serve the needs of the community and improve access to health services. CCCs can be the catalyst that is needed to improve deliverables in primary and urgent care. It can also be the role model for price transparency and be a part of a long-term investment strategy for many healthcare organizations. As with most business opportunities, there is risk. Entering the retail clinic arena may not be the correct path for all health systems, but for some it may present a viable business opportunity and a chance to be on the cutting edge of the growing consumerism movement in our country.