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