Diapositiva 1

PATIENT SATISFACTION, LOYALITAS AND CUSTOMER RELATIONSHIPAndi Indahwaty Sidin,4/27/20151Hospital Managamenet Department, Public Health Faculty, UNHASOUTLINEDefinitionSatisfaction and quality of careTypes expectation

4/27/2015Hospital Managamenet Department, Public Health Faculty, UNHAS21. Definition4/27/2015Hospital Managamenet Department, Public Health Faculty, UNHAS34/27/2015Hospital Managamenet Department, Public Health Faculty, UNHAS4studied extensively in the fields of sociology, psychology, marketing healthcare management 4/27/20155Hospital Managamenet Department, Public Health Faculty, UNHASconsumer satisfaction is at the very core of modern marketing theory and practice which is based on the notion that organizations survive and prosper through meeting the needs of customers

4/27/20156Hospital Managamenet Department, Public Health Faculty, UNHAS The satisfied customer is an indispensable means of creating a sustainable advantage in the competitive environment of the 1990s4/27/20157Hospital Managamenet Department, Public Health Faculty, UNHAS4/27/2015Hospital Managamenet Department, Public Health Faculty, UNHAS8Consumer satisfaction with healthcare has, in recent years, gained wide spread recognition as a measure of quality, especially since the publication of the 1983

Greater involvement of the consumer in the healthcare processThe links between satisfaction and patient compliance in areas such as appointment keeping, intentions to comply with recommended treatment and medication use.5The marketing literature originally saw consumer satisfaction as being an outcome resulting from the consumption experience:More recent definitions, however, see satisfaction as a complex evaluative process:4/27/20159Hospital Managamenet Department, Public Health Faculty, UNHAS4/27/2015Hospital Managamenet Department, Public Health Faculty, UNHAS10The terms satisfaction and quality assessment are often used interchangeably and while they have certain things in common, satisfaction is generally seen to be the broader concept and one that can be viewed either at the individual service encounter (transaction) level or at a more global level, encompassing all experiences with an organisation.

Perceived quality is just one of a number of antecedent factors driving satisfaction.10there is evidence to suggest that raising expectations prior to use often results in increased perceptions about performance even though the product or service may have performed poorly. It is satisfaction mean quality??4/27/201511Hospital Managamenet Department, Public Health Faculty, UNHASDisconfirmation theory suggests that when perceptions of attribute performance differ only slightly from expectations, there is a tendency for people to displace their perceptions toward their expectations the assimilation effect. 4/27/201512Hospital Managamenet Department, Public Health Faculty, UNHASTypes Expectation4/27/2015Hospital Managamenet Department, Public Health Faculty, UNHAS13A growing number of researchers, however, are of the opinion that patient satisfaction and consumer satisfaction are not one and the same thing, 4/27/201514Hospital Managamenet Department, Public Health Faculty, UNHASthe role that expectations,which are central to the consumer model, play in determining satisfaction with healthcare.4/27/201515Hospital Managamenet Department, Public Health Faculty, UNHAS

Patient Loyalty: Making a Difference

Brought to you byMeeting Title Here (on Notes Master)www.studergroup.com 2007 Studer Group16Todays SessionPatient loyalty why?Measure what matters mostTools for success

Brought to you byMeeting Title Here (on Notes Master)www.studergroup.com 2007 Studer Group17

Patient Loyalty Pays: Treating patients with respect adds up to satisfaction & repeat visitsSatisfied patients return for care, and the positive word of mouth from satisfied patients will bring new patients into the practice. (Drain & Kaldenberg 1999, 32).A better patient rating of information quality and physician quality was associated with patients reporting that they would definitely return for care. (Lechtzin, Rubin, White, et al 2002, 1326).The compassion with which care is provided appears to be the most important factor in influencing patient intentions to recommend/return, regardless of the setting in which care is provided. Burroughs, Davies, Cira, Dunagan 1999Source: Press-Ganey: Return on Investment: Patient Loyalty Pays, 12-07

Brought to you byMeeting Title Here (on Notes Master)www.studergroup.com 2007 Studer Group18

Patient Loyalty Pays: Treating patients with respect adds up to satisfaction & repeat visitsTreatment with respect, the rating of care received, and the helpfulness of the person at the front desk are the strongest predictors of patient satisfactionpatient satisfaction is highly correlated with intent to return and intent to recommend services. Hill & Doddato (2002, 108)Patient satisfaction will significantly influence the intent to return and intent to recommend services to others; thereby serving as a determinant for repeated clinic visits, new patient visits, and program marketing. Hill & Doddato (2002, 108)Source: Press-Ganey: Return on Investment: Patient Loyalty Pays, 12-07

Brought to you byMeeting Title Here (on Notes Master)www.studergroup.com 2007 Studer Group19Patient Loyalty Pays: Satisfaction, Loyalty and Profitability are linkedLoyalty has been an area of focus both within and outside of the health care industry for sometime. The links between customer satisfaction, loyalty, and profitability have been well established. (Reichheld 1996)High levels of satisfaction with a service relationship will override service failures, suppress shopping for another service provider, and maintain high compliance. (Forrester & Maute 2001)Source: Press-Ganey: Return on Investment: Patient Loyalty Pays, 12-07

Brought to you byMeeting Title Here (on Notes Master)www.studergroup.com 2007 Studer Group20

YesNoHealth Managers Network: Building Patient LoyaltyAre you measuring patient satisfaction?

Brought to you by

YesNoHealth Managers Network: Building Patient LoyaltyAre you measuring patient turnover?

Brought to you by

Insurance changeDissatisfaction with provider and/or staffGeographic locationDisagreement with treatment of careWait time (while in office)Appt. availabilityHealth Managers Network: Building Patient LoyaltyWhat is the #1 reason patients leave your practice?

Brought to you byPatient Loyalty Pays A high level of satisfaction will lead to greatly increased customer loyalty And increased customer loyalty is the single most important driver of long-term financial performance. (Jones & Sasser 1995, 88)

Source: Press-Ganey: Return on Investment: Patient Loyalty Pays, 12-07

Brought to you byMeeting Title Here (on Notes Master)www.studergroup.com 2007 Studer Group24The Cost of Dissatisfaction

The other side of the satisfaction-loyalty link is the link between dissatisfaction and loss of revenue due to patients who switch providers or hospitals. Through the Healthcare Financial Management Association reports: For every one customer who complains, 20 dissatisfied customers do not. Of those dissatisfied customers who do not complain, 10% will return but 90% will not. Changing a poor customer service image takes 10 years average. It costs 10 times as much to attract new customers as it does to keep current ones. About 10% of revenue is lost to poor customer service. The average wronged customer will tell 25 others about the bad experience. Zimowski (2004)

Source: Press-Ganey: Return on Investment: Patient Loyalty Pays, 12-07

Brought to you byMeeting Title Here (on Notes Master)www.studergroup.com 2007 Studer Group25The Cost of DissatisfactionPatients dissatisfied with physician care and practice are more likely to leave. (vom Eigen, Delbanco, Phillips, 1998)Conservative estimate: In a practice with 6,000 patients, if 5% are dissatisfied and leave with members of their household (assuming 3.5 members per household and 2.5 visits per year, this would be 8.75 visits per household per year), and the average visit averages $57 in payments, the cost of dissatisfaction is $149,625. Using the Consumer Price Index, this would equate to over $180,000 in 2006 dollars (http://www.measuringworth.com/uscompare/). Drain and Kaldenberg (1999)

Source: Press-Ganey: Return on Investment: Patient Loyalty Pays, 12-07

Brought to you byMeeting Title Here (on Notes Master)www.studergroup.com 2007 Studer Group26Patient LoyaltyTo earn patient loyalty, your staff will need to provide excellent care for every patient in every encounter.In order to do so, staff will need:Actionable DataTools

Brought to you byMeeting Title Here (on Notes Master)www.studergroup.com 2007 Studer Group27AHMG surveys patients by clinic and by physicianSample survey questions:Staff make me feel like I am important and valuedThe doctor listened to me and showed respect of what I had to sayOverall ExperienceRecommend to family and friends

Brought to you byMeeting Title Here (on Notes Master)www.studergroup.com 2007 Studer Group28What patients want in rank orderTreats you with dignity and respectListens carefully to your health concernsEasy to talk toTakes concerns seriouslyWilling to spend enough time with youTruly cares about you and your health

Source: Harris Poll, 2004

Brought to you byMeeting Title Here (on Notes Master)www.studergroup.com 2007 Studer Group2929Studer Group Five FundamentalsAIDETAcknowledgeIntroduceDurationExplanationThank YouSafetyDecrease AnxietyQualityPatient LoyaltyIncrease Compliance

Brought to you byMeeting Title Here (on Notes Master)www.studergroup.com 2007 Studer Group30Improved clinical outcomes and increased patient and physician satisfactionAdvantages of AIDETSMDecreasedAnxietyIncreasedCompliance+=Decrease anxiety with increased compliance

Brought to you byMeeting Title Here (on Notes Master)www.studergroup.com 2007 Studer Group31

Physician and staff AIDET trainingOutcome AIDETUniversity Medical Center Physician PracticesTucson, AZ

Brought to you byAcknowledgeAAcknowledgeKey message: YOU are important

Eye ContactMake the patient feel that you expected them

Brought to you byMeeting Title Here (on Notes Master)www.studergroup.com 2007 Studer Group33IntroduceFirst GenerationName TitleSpecialtyNext GenerationYour role in the team of care giversYour experience, skill set, or credentialsCoworkers, physicians, other departments, AHMGIIntroduce

Brought to you byMeeting Title Here (on Notes Master)www.studergroup.com 2007 Studer Group34Manage Up!

A Short Bio

Brought to you byMeeting Title Here (on Notes Master)www.studergroup.com 2007 Studer Group35Hi, Im Georgette. Ive been with Dr. Smith for over three years and he is excellent. Welcome to our practice.We have a great staff and we are going to take very good care of you.Dr. Jones takes the time to answer each patients questions.Good Morning, Mrs. Smith. My name is Ann. I am a medical assistant and I have been working in this practice for five year.Examples of Managing Up

Brought to you by36Because greetings are one way to ensure proper identification of patients, they may well be considered a fundamental component of patient safety

The A and I of AIDET for Safety

Brought to you byMeeting Title Here (on Notes Master)www.studergroup.com 2007 Studer Group37DurationDDurationKey Message: I anticipate your concerns

How long will the registration process take?How long will the test, procedure, or appointment actually take?How long will it take to get the results?

Goal: Keeping Patients Informed

Brought to you byMeeting Title Here (on Notes Master)www.studergroup.com 2007 Studer Group38Keeping Patients Informed of Duration

Brought to you byExplanationEExplanationListen to the patients story:Active listeningClarifying questionsUnderstanding patients perspective

Explain the treatment plan:Using language that patients can understandUse key wordsUse tell, ask, tell approachInvolve patient in decision making

Brought to you byMeeting Title Here (on Notes Master)www.studergroup.com 2007 Studer Group40ExplanationEExplanationWhy are we doing this?What will happen and what you should expect?What questions do you have? (about medications, instructions for follow up care)

Brought to you byMeeting Title Here (on Notes Master)www.studergroup.com 2007 Studer Group41Reality of ExplanationDuring a 20 minute encounterPhysicians self-report spending 9 minutes providing informationREALITY: Physicians spent 1.5 minutes The key driver for patient satisfactionThe quality and clarity of information that patients receive from physicians

Brought to you byMeeting Title Here (on Notes Master)www.studergroup.com 2007 Studer Group42Patient Perspective72% of patients unable to list medications they take58% of patients unable to recite their own diagnosis

Mayo Clinic Proceedings, 2005

Brought to you byMeeting Title Here (on Notes Master)www.studergroup.com 2007 Studer Group43Thank YouTThank YouKey message: I appreciate the opportunity to care for you

Closing Key WordsThank you for choosing usThank you for your patience todayThank you for coming in today, I know we can help

Brought to you byMeeting Title Here (on Notes Master)www.studergroup.com 2007 Studer Group44AIDETSM

Vanderbilt University Medical Center, Nashville, TN

Brought to you byMeeting Title Here (on Notes Master)www.studergroup.com 2007 Studer Group45Loyal Patients Loyal Patients will ReturnAdvocate for you in the communityTalk

Brought to you byMeeting Title Here (on Notes Master)www.studergroup.com 2007 Studer Group46Creating Patient Loyalty THE WHYImproves patient compliance Improves clinical outcomesImproves patient satisfactionIncreases growth and market shareReduces malpractice riskImproves physician satisfactionImproves clinical efficiency

Brought to you byMeeting Title Here (on Notes Master)www.studergroup.com 2007 Studer Group47Practicing ExcellenceA guide to implementing specific behaviors that will create a high performance workplaceWritten by a physician

Brought to you by4/27/2015Hospital Managamenet Department, Public Health Faculty, UNHAS49THANK YOU FOR ATTENTIONChart10.290.270.120.380.530.380.380.510.750.660.870.630.640.720.71

IP

Sheet11-Oct11/1/06Dec-061/1/072/1/073/1/074/1/075/1/076/1/077/1/078/1/079/1/0710/1/0711/1/0712/1/07IP29%27%12%38%53%38%38%51%75%66%87%63%64%72%71%