THE CUSTOMER IS NOT ALWAYS RIGHT

We often hear "the customer is always right" as a moniker supporting customer service training and related service management initiatives. Here is a modified version that I think makes more sense; "THE CUSTOMER IS NOT ALWAYS RIGHT BUT THE CUSTOMER IS ALWAYS THE CUSTOMER".

Our patients are not always right and we are not helping them by treating as if they are. Here are a few common examples:

"you have to take my insurance"
"you cannot deny service under any circumstance"
"you cannot come after me for payment as long as I am making payments"

There are many more examples. The point is we have an obligation to educate patients about patient financial services and that means tactfully addressing misunderstandings they may have. The best way to do that is by addressing them as the valued customers they are.

I could and may write a book on this topic but please feel free to contact me if you would like to contribute your ideas.

Patient Satisfaction Myths

We have all  struggled with customer satisfaction measurement initiatives. Patient satisfaction has become increasingly important as patients have greater influence on their care choices over recent years. I read this article recently (see link) and recommend that it is a good read if you are considering this topic.http://www.hospitalimpact.org/index.php/2012/10/17/title_70

HOSPITAL BENCHMARKS

A senior healthcare executive who recently transitioned from a successful career in another industry made an interesting comment after being part of a major health system for a few months. She asked, "Why is it that hospitals insist on comparing benchmark performance data only with other hospitals?" "Let's face it" she added, "The service management system is broken so why compare our performance against other broken entities?"

To be clear, our healthcare delivery system per se is among the best in the world. We are leaders in cutting edge research, technology and clinical outcome. However, this was a provocative and maybe even profound snippet aimed at customer service management. At Nearterm, we understand the prevailing conventional wisdom that requires benchmarking comparisons to "like" healthcare facilities. It does have value. However, our patients compare us to all of the other service providers they interact with when considering customer service. They compare us to delivery companies, department stores, contractors, banks, utility companies and many others. Next time you are focused on benchmarking your organization, see how you compare to non-healthcare providers. Do not stop at being the best among what some consider to be a a "service management system that is broken". Instead, be the best among all service providers, all industries. What a great way to build patient and community loyalty!

Nearterm's revenue cycle team can help you develop a patient financial services strategy that will enable your organization to advance from patient satisfaction to patient loyalty. It is patient loyalty that ultimately drives market share and financial success. Call and speak directly with one of our Principals about the process and how it might be of value to you.

Jim Matthews; Principal