Download PDF by Myron D. Fottler: Achieving Service Excellence, Second Edition (Ache

By Myron D. Fottler

ISBN-10: 1567933270

ISBN-13: 9781567933277

Information regarding customer support hits and misses is now extra available to healthcare shoppers. impressive healthcare firms set the bar at a excessive point for either medical and repair excellence. shoppers who're armed with info and conscious of their recommendations are selecting companies they think are prepared, keen, and ready to give you the more desirable event they anticipate. This publication deals a blueprint for effectively competing in this present day s aggressive healthcare industry. It offers the theories, tools, and methods in the back of providing a great healthcare adventure via method, staffing, and platforms. each one bankruptcy explores a provider precept and offers quite a few real-world examples and present study findings. one of several issues mentioned are making a patient-centered setting; construction a tradition during which buyers are taken care of like visitors; education, motivating, and empowering employees; measuring carrier caliber; handling carrier waits; and improving from a provider failure.

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Extra resources for Achieving Service Excellence, Second Edition (Ache Management)

Sample text

Consumer expectations reflect both the present benefits of the healthcare service received and the anticipated benefits of future services (MacStravic 2005). If consumers are frustrated by elements of the external healthcare environment, they may pressure the system to change. For example, several years ago consumers rallied their political representatives to ease managed care’s tight controls over access to certain services and specialists. The managed care industry responded to customers by loosening its grip.

In his book Discovering the Soul of Service, service expert Len Berry (1999, 31) lists the ten most common customer complaints, which are still valid in today’s healthcare marketplace. A common thread in these complaints is that healthcare customers feel disrespected: • Complaint: lying, dishonesty, and unfairness by the organization and employees Patient expectation: to be told the truth and treated fairly • Complaint: harsh, disrespectful treatment by employees Patient expectation: to be treated with respect • Complaint: carelessness, mistakes, and broken promises Patient expectation: to receive careful, reliable healthcare and the promised clinical outcome • Complaint: employees without the desire or authority to solve problems Patient expectation: to receive prompt solutions to clinical and nonclinical problems • Complaint: waiting in line because some service lanes or counters are closed Patient expectation: to wait as short a time as possible • Complaint: impersonal service Patient expectation: to receive personal attention and genuine interest from employees • Complaint: inadequate communication after problems arise Patient expectation: to be kept informed of problem-solving efforts after reporting or encountering problems or service failures • Complaint: employees who are unwilling to make extra effort or who seem annoyed by requests for assistance Patient expectation: to receive assistance rendered willingly by employees • Complaint: employees who do not know what is happening Patient expectation: to receive accurate answers to common questions from informed employees • Complaint: employees who put their own interests first, conduct personal business, or chat with each other while the customers wait • Patient expectation: to have customer interests come first 34 Achieving Service Excellence Using Customer Service as the Competitive Edge When patients are unable to readily distinguish the difference in clinical quality between one healthcare provider and another, the organization’s excellent customer service reputation can become its competitive advantage.

Successful healthcare organizations are those managed by leadership teams who are committed to customer service and instill a service philosophy in their cultures (Girard-DiCarlo 1999; Studer 2008). These leaders continually enhance their core competencies and set and sustain standards that enable their organizations to satisfy the needs of customers at all times in all service locations. They know that each interaction with a customer or potential customer represents a “moment of truth” that needs to be endowed with caring and courtesy.

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Achieving Service Excellence, Second Edition (Ache Management) by Myron D. Fottler

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