| Customer retention involves more than | | | | when they occur. Apologizing is part of |
| delivering great service, it impacts the | | | | this recovery process. However, in order |
| bottom line. According to an article in | | | | to retain customers, a company has to |
| MedServ Medical News,a new coalition of | | | | prove it can provide good service on a |
| patients, attorneys, doctors and | | | | regular basis, with mistakes being the |
| hospital administrators across the | | | | exception rather than the standard |
| nation have come up with an idea to keep | | | | operating procedure. Having to apologize |
| liability costs and medical errors down | | | | too much is an indication that there are |
| at the same time. The idea is working so | | | | larger problems that need correcting. |
| well that it is reducing the number of | | | | You can actually increase customer |
| lawsuits. What's their great idea? It is | | | | loyalty even with angry customers. |
| simply an apology. | | | | Here's what to do when a customer |
| The group is called the Sorry Works! | | | | complains: |
| Coalition. Its members describe the idea | | | | - Make no excuses while you are |
| like this: | | | | listening to a customer complaint. Hear |
| -Hospitals and physicians review every | | | | them out and accept that their |
| adverse incident. | | | | perception of the event is very real. |
| -Hospital administrators and physicians | | | | -Address each and every issue and |
| sit down with patients and families to | | | | concern raised by your customers. Don't |
| explain what happened. | | | | ignore a complaint because you don't |
| -The hospital and doctor apologize if a | | | | think it's important or you think the |
| mistake was made and offer the patient | | | | customer is wrong. |
| or family fair compensation if the | | | | -Don't make amends by just providing the |
| investigation finds that there was a | | | | original product or service. Exceed |
| medical error. They also explain how the | | | | customer expectations by offering them |
| problem will be corrected. | | | | more. Starbucks has a policy that if a |
| When it comes to medical errors, | | | | customer is dissatisfied with their |
| patients consider some circumstances | | | | coffee or has to wait too long, they get |
| more forgivable than others. According | | | | a certificate for a free drink on their |
| to a survey in the January issue of The | | | | next visit. |
| American Journal of Managed Care, here | | | | -If your email or voicemail says you |
| is what 958 people had to say about how | | | | will get back to your customer within 24 |
| likely they were to forgive a physician | | | | hours, do it, or change your message. |
| under these circumstances: | | | | When you make a promise-keep it. |
| Physician was tired or distracted: | | | | -Don't try to save money by arguing with |
| -6% Would forgive | | | | a customer. You'll save the company |
| -27% Might forgive | | | | considerably more by focusing on keeping |
| -68% Would not forgive | | | | existing customers and building |
| Physician wasn't thorough in the | | | | positive, long-term relationships with |
| examination or in talking with the | | | | them. |
| patient: | | | | Customers are fragile. Let one drop and |
| -3% Would forgive | | | | you break a profitable relationship. |
| -22% Might forgive | | | | Great customer service starts with you. |
| -76% Would not forgive | | | | Don't preach it to others-live it. Do |
| Apologizing to customers for mistakes is | | | | what it takes to get your customers to |
| important and necessary, but apologies | | | | want to continue doing business with |
| are not free passes for providing bad | | | | your company. Apologies are easy when |
| service. A business needs to recognize | | | | you recognize their lasting value to |
| when it does deliver poor customer | | | | your customer, your company and your job |
| service and be able to correct problems | | | | stability. |