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About the Author: Karl Hess earned his PharmD from the Massachusetts College of Pharmacy and Allied Health Sciences in Boston. He subsequently completed a PGY1 community pharmacy practice residency at the University of Southern California School of Pharmacy. Currently, Dr. Hess is an Associate Professor of Pharmacy Practice and the Director of Community Pharmacy Practice Innovations at Chapman University School of Pharmacy. Dr. Hess lectures on a variety of subjects on self-care therapeutics, immunizations, and travel health and medicine. In 2009, he received the Certificate in Travel Health from the International Society of Travel Medicine and in 2018, he received Associate Member status in the Faculty of Travel Medicine at the Royal College of Physicians and Surgeons in Glasgow, Scotland. Dr. Hess is also a past Speaker of the House for the California Pharmacists Association and received fellowship status from this association in 2011. Dr. Hess is interested in the implementation and practice of collaborative patient care services within the community pharmacy setting. His areas of academic and research interests include community pharmacy practice, travel health and medicine, vaccines, self-care therapeutics, and the safe and effective use of nonprescription medications and dietary supplements.
After completing this chapter, readers should be able to
Describe the types of value-added services that pharmacists have implemented in their practices.
Identify the components of a value-added service to consider before implementation, including key elements of a policy and procedures manual.
State how to manage the marketing mix during service implementation.
Describe the role that collaborative practice agreements (CPAs) have in value-added pharmacist services.
Describe strategies for pricing and obtaining payment for value-added pharmacist services.
Amber Smith, the pharmacist-owner of Care-Rite Pharmacy, is interested in expanding her services. She has owned this pharmacy for several years and has built up an excellent reputation among her patients, with physicians, and the local community as her practice is recognized as patient friendly and service oriented. She would like to be able to leverage this by establishing a valued-added patient care service to help improve her patient’s health and well-being while simultaneously adding to her pharmacy’s bottom line as third-party prescription reimbursements continue to decline. Her pharmacy is located in a city with a population of approximately 100,000 people and she has not implemented any specific patient care service in the past. She has two full-time pharmacists and two part-time pharmacists who have been working at the pharmacy for a number of years (range 5–15 years). Recently, they completed a strategic plan, a strengths, weaknesses, opportunities, and threats (SWOT) analysis, and a survey of their patients. The results of the patient survey identified their key target market as women 50 years of age and older. Initially, they had ...