Implementing a Strategy-driven Customer Service Model

Abstract

Previous research on strategy work has mainly focused on strategy formulation, and although several models have been developed, there has been little academic research on the implementation and measurement of the strategy. The implementation process is one of the most important aspects of the strategy process, and it is often perceived as more critical and challenging to accomplish than strategy formulation. Measuring strategy implementation success requires a workable strategy implementation model that can be used to assess the success of strategy implementation. This Master’s thesis was carried out as an assignment from Helsinki 2nd Pharmacy. The aim of this Master’s thesis was to find out actions to support effective strategy implementation in case pharmacy. The purpose was to search ways to support implementation of strategy-driven customer service model through strategy implementation perspective.

Personnel view on and experiences of implementation process was studied through theoretical frame and an operational model of the strategy implementation construct. This Master’s thesis was a qualitative case study and to collect study data an electronic open-ended questionnaire was sent to the employees (n=12) of the case pharmacy. Also, an individual interview with the proprietary pharmacist and quantitative eNPS results of the case pharmacy were used to support the data. Response rate to the questionnaire was 75 % and the results were analysed with deductive content analysis.

Although the study found satisfaction with the implementation of the customer service model in many respects, a few points for improvement emerged. According to the study, the main challenges in implementing the model were the practical application of the model and uncertainty of one's own performance, suitability of indicators and incentives, and inadequacy in communication and cooperation. As conclusion more attention should be addressed to employee development and training, coordination of routines, planning and communicating indicators and incentives, and coordination of communication and cooperation.