Designing speech and language services for the future: getting started/moving on Richard Guy Steven Harulow Tracey Dean Cathy Timothy Bryony Simpson Alison Stroud Alison McCullough Mary Turnbull

Situational analysis Objectives setting Strategy development Tactics Application Control Session overview

Macro-Environmental Analysis: Factors from outside the industry affecting your service The Marketing Audit Micro-Environmental Analysis: Factors from inside the industry affecting your service Internal Analysis: Stakeholder factors affecting your service

Macro analysis: the PESTLE P olitical E conomic S ocial T echnological L egislative E cological

Porter’s Industry Analysis : The 5 Forces Model INDUSTRY Competitive rivalry POTENTIAL ENTRANTS BUYERSSUPPLIERS SUBSTITUTES

Suppliers Buyers Substitutes Potential entrants

Micro environment analysis – health, education and social care data How do you quantify your activities? How do you measure the quality of what you do? Measurement is the key to effective management

Micro environment analysis – health, education and social care data Your own records Information gathered from your team and from other teams who you work with Statistics provided by your local and regional public health departments National statistics Focus groups, face to face interviews Feed-back cards

Micro environment analysis – health and education and social care policy etc Look at the new NHS Commissioning guidelines Financial pressures in the NHS, central and local Evolution of an NHS led by market forces New Ways of Working

Internal service analysis McKinsey’s Seven “S”s So-called “hard” factors So-called “soft” factors

Threats (external) Opportunities (external) Weaknesses (internal) Strengths (internal) SWOT or TOWS analysis

Setting objectives Where are we now? Where do we want to be? S pecific M easurable A greed R esourced T ime-bound I ntelligible E xhaustive S trategically-linked

“To promote and develop speech and language therapy” To engage with SLTs, governments, the allied health professions and partners, helping to strengthen speech and language therapy as an integral part of the modern health, education and social care sectors. To support the delivery of high quality services by ensuring speech and language therapists are properly trained, supported by a body of evidence and provided with on- going opportunities for professional development. Corporate aims Mission statement Strategies (Strategic aims) 1. To influence Government and public policy, promoting the interests of the SLT workforce and people with communication support needs 2. To ensure the RCSLT is fit-for-purpose and resourced to meet its corporate aims 3. To set robust professional standards and to support the profession in meeting them in the interests of service users 4. To be recognised internationally as a key organisation for SLTs and seen as organisation with influence

Strategies for success – the Ansoff matrix Market penetration Sell more McDonald’s Burgers/breakfasts to those who already eat them, eg longer opening hours, New product development Sell new products, to existing customers, eg McCafe;Japan: Teriyaki burger;India : McMasala (lamb) New market development Sell burgers etc to people that don’t already eat them, eg more shops in hospitals, cinemas Diversification Eg Golden Arch Hotel in Switzerland Existing market New market Existing productsNew products

Strategies for success – Richard’s business character matrix Broad target audience e.g. Adults and children Narrow target audience e.g. Children who stammer Specific service/product e.g. communication aids Generic service/product e.g. assessment “Focused”“Low cost” “Unique”“Targeted”

FIRM’S INFRASTRUCTURE HUMAN RESOURCE MANAGEMENT TECHNOLOGY DEVELOPMENT PROCUREMENT MARGIN INBOUND OPERATIONS OUTBOUND MARKETING SERVICE LOGISTICS LOGISTICS & SALES PRIMARY ACTIVITIES SUPPORT ACTIVITIES Porter’s Value Chain: showing core competencies

Tactics: the seven Ps Product Price Place Promotion People Physical evidence Processes

So, what’s next? You should have gathered and organised enough information not just to plan how your service can be improved, you should also have gathered enough information to help you promote your service to commissioners and others. You will: Know how your services can help address local and national priorities Have robust information from patients and the public on their views of your service Understand how you can organise things better internally Understand the costs and benefits of the services you offer Know how, when and where to extend your services (and what you might need to let go of) Have convincing and comprehensive information on the effectiveness of your service ARE YOU IN A BETTER POSITION TO PROMOTE YOUR SERVICE AND ATTRACT FUNDING?

What are commissioners looking for? Demonstrate need Propose a solution Provide robust evidence of efficacy Link in with local and national priorities Provide evidence of the quality of service Show how you will measure quality? Get help Build relationships Be unique Take your time and get it right Make sure it is well presented and easy to read

Control: are we there yet? Methods of evaluating success Financial perspectives Customer perspectives Staff perspectives Innovation perspectives Benchmarking