K.NAGAVENI2ND YEAR MHAJ N MEDICAL COLLEGEBELGAUM

CUSTOMER SATISFACTION

INTRODUCTION

Satisfaction is a persons feeling of pleasure or disappointment

resulting from comparing a products and or services perceived

performance( or outcome) in relation to his or her expectations.

If performance falls short of expectations, the customer is

dissatisfied.

If performance matches expectations , the customer is satisfied.

If performance exceeds expectations , the customer is highly

satisfied or delighted.

CUSTOMER

Any one who receive the result of our works and make

a valuable judgment about services provided.

Internal customers

Coworkers , supervisors with in our facility

Members of rehabilitation team ( physician , nurses,

social workers , dietitians, physical therapist,

occupational therapist ,administrators ).

External customers

Patients and families

Third party payers

State and federal regulatory agencies

Professional organizations

Referring facilities & Suppliers.

CUSTOMER SATISFACTION

In hospital environment describes the degree to which patients are

satisfied with the care and service received at a hospital.

Factors that affect hospital customer satisfaction include

the hospital environment, the quality of care received and the

availability of services. Security, cost and quality of personal

interactions can also have an effect.

QUALITY OF CARE FACTORS

Hospital customer satisfaction depends heavily on quality of

care factors. This includes the experience, professionalism and

expertise of clinical workers, including doctors, nurses and technicians.

TYPES OF SERVICES AND TECHNOLOGIES FACTORS

It can also include the Types Of Services And Technologies available at a given

facility. Hospitals that hire highly qualified staff and use new or more efficient

technologies are likely to have higher levels of hospital customer satisfaction.

COST FACTOR

If the patient is paying for his own care, cost can be a major factor

in hospital customer satisfaction. This includes both the ACTUAL COST OF

SERVICE and as well as AVAILABLE PAYMENT OPTIONS.

If the patient has insurance, the primary economic factor will be whether

the hospital accepts the patient's insurance and, possibly, whether the hospital is

considered "in-network."

ENVIRONMENTAL FACTOR

The environment of the hospital can also play a critical role

in hospital customer satisfaction. Above all, patients want to know

that the facility is clean, sterile and safe, and that proper disease

control procedures are followed consistently.

They also, however, want patient rooms and common areas such

as waiting rooms to be warm, comfortable and inviting. Services

such as gift shops, patient meal services and visitor dining options

can increase patient satisfaction as well.

PERSONAL INTERACTIONS

With hospital staff can also affect whether or not a patient is

satisfied with an experience. This includes interactions by phone

and in person, and also includes transactions that occur through

electronic portals, such as hospital websites.

Non-clinical healthcare workers, such as admissions and billing

representatives should be sensitive to a patient's illness or condition

and should be friendly, helpful and courteous at all times.

Other non-clinical staff, such as food services workers and

houesekeeping staffs, can make a major difference in the quality of

an individual's experience as well.

SECURITY

SECURITY is another primary concern for hospital customers.

They want to know that their health is in good hands, but also that

their private information will be protected. confidence in a facility's

data security can vastly impact hospital customer satisfaction.

This includes publicizing confidentiality processes and providing

private places where patients will not risk being overheard when

discussing confidential personal or health-related information.

TEN DOMAINS OF SATISFACTION

common factors which describe and determine satisfaction in any customer supplier relationship

Quality Value – worth/ cost achieving . Timeliness Efficiency- doing things right. Ease of Access Environment Inter-departmental Teamwork Front line Service Behaviours- self management. Commitment to the Customer and Innovation

QUALITY

Compared with the best available or the best the customer is familiar with

Error Free/Defect Free Supplier personnel are subject matter experts and have

general systems knowledge

Value

Value is compared with the best price the customer has experience

with or knowledge

If prices are higher, negatives must be offset by strong positive

features or benefits value is calculated after the sale when

product/service continues to serve customer well over time

Timeliness- Product or service delivered early or at the agreed upon time

Personnel take all the time required to meet customer needs

Product or service is delivered as fast as possible with minimum

wait times

Environment-

The supplier’s plant/offices/store are safe, clean and well

organized

Customer’s fees psychologically welcome and valued as

customers

Ease of Access-

Value is compared with the best price the customer has experience

with or knowledge of

If prices are higher, negatives must be offset by strong positive

features or benefits value is calculated after the sale when

product/service continues to serve customer well over time

Efficiency-

Supplier offers a single point of access with the

minimum number of steps possible for fulfilment of

customer needs without repeat.

Self-Management- (front line service behaviours

Front line personnel are dressed appropriate with the benchmark

of their trade and make good first impression.

Front line personnel are courteous and attentive with serviceful

attitude.

Front line personnel give customers their full attention. 

Teamwork-

Employees facilitate smooth customer hand offs between

departments.

Employees in different departments and throughout the suppliers

company work well together to meet the needs of the customer.

 

Commitment-

Supplier is honest and up front with customer about all terms and

conditions

Supplier treats customer as most important customer

Supplier takes responsibility when things go wrong

Innovation-

Supplier continuously introduces innovations and improvements to

their product line

IN HOSPITALS

The hospital market has today changed from a sellers' market to a

buyers' market, where the patient is all-important. Therefore to

achieve patient satisfaction, the hospital has to develop itself

technologically, as well as become more service-oriented.

It is essential for a hospital to reach out to its customers (patients),

if it wants to survive the competition. This can be achieved only

by building a bridge of trust between the hospital and the

community, so that the community can crossover to the hospital.

WHO IS A CUSTOMER OF A HOSPITAL?

A customer from the hospital perspective is any individual or

institution who is an actual, potential or future user of the hospital

and its various services. The customer from the hospital is very

different from the regular customer, the difference being that he

doesn't want to be a 'customer' in the first place.

PATIENT SATISFACTION

Patient Satisfaction is “hospital services and its perception by the

patient” as well as ”patient expectations”.

Improved socioeconomic status and easier access to medical care

has led to high expectations and demands from consumers of

hospital services

PATIENT EXPECTATIONS

Good Medical Care

Good Nursing Care

Less Waiting Time

Excellent Hospitality

Personal Attention

Courteous Behavior

Affordable Charges

Cleanliness Good Coordination Cooperation among the Staff Discipline Communication & Information Transparency in charges and procedures

GOALS OF CUSTOMER FOCUS:

Creating Better Products or Services

Offering compelling customer experience

Building deeper customer relationships

A marketing orientation is therefore the need of the hour for the

image upliftment of the hospital. The main task of a marketing

orientation is to determine the needs and wants of their

customers/patients and satisfy them through design,

communication, pricing and delivery of appropriate and

competitively viable products and services.

A hospital's primary objectives are usually humanitarian,

philosophical or regulatory and based on some perceived need.

However, a problem may arise when what the patient 'needs' is

different from what the patient 'wants'.

Improved patient satisfaction leads to decreased patient

discontinuation and...

Improved profitability…

• Increased revenue from additional patient visits

• Increased efficiency of resource utilization

Improved clinical outcomes

• Continuity of care leads to better clinical outcomes

• More likely to adhere to advice (compliance)

A more general view of the business implications of patient

satisfaction

ImproveS;

• Patient retention (less expensive than attracting new patients)

• Recruitment of new patients by word-of-mouth

recommendations to family and friends

• Likelihood and timeliness of paying bills

• Less likely to sue for malpractice

CUSTOMER SATISFACTION = PROFITS

Knowing what drives customer loyalty is important to your

company’s financial health

Repeat customers and new customers from referrals continuous

revenue streams

Disloyal customers are expensive to replace

Attracting NEW customer is 4 x cost of retaining existing customer

5% increase in customer retention 75% in aggregate lifetime

profits from that customer

Customer satisfaction in a hospital is basically a state of mind of the

patient. It is the ability of your hospital service to meet the expectations of

the patient. Customer delight is all about exceeding the expectations of the

patients to make him highly satisfied with the hospital".

High satisfaction or delight creates an emotional bond with the hospital in

the mind of the patient, not just rational preference. The result is high

patient loyalty, which is what every hospital is looking at, to cut the

competition.

METHODS USED TO TRACK CUSTOMER SATISFACTION:

1. Complaints and suggestions system

2. Customer satisfaction surveys

3. Ghost shopping

4. Lost customer analysis

DIFFERENT FORMS OF MEASUREME

Annual Customer Satisfaction Surveys

Online Questionnaires

Feedback Forms

Feedback Forms

Customer Service Feedback

Phone or Fax Surveys

Focus Groups (Formal/ informal)

10 GOLDEN RULES

1. Believe customers possess good ideas

2. Gather customer feedback at every opportunity

3. Focus on continual improvement – start with top

10 issues bugging your customers

4. Solicit good and bad feedback

5. Seek real time feedback

6. Don’t spend vast sums of money

7. Make it easy for customers to provide feedback

8. Leverage technology to aid efforts

9. Share feedback throughout the company

10. Use feedback to make quick changes

CONCLUSION

Most administrators do not factor the intangible assets of the hospital.

In the intangible assets, we must surely include a loyal patient in

addition to the highly skilled nurses, technicians and consultants.

Actually the lifetime value of a loyal patient: Customer Lifetime

Value (CLV ) can be modelled on a mathematical basis. Since this

subject is so important there has to be a customer relationship

management officer who is recruited preferably from the hospitality

industry. He should be on equal footing with the finance controller.

THANK YOU….!!