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