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