© 2007 studer group patient loyalty: making a difference barbara hotko, rn, mpa studer group coach...

© 2007 Studer Group

Patient Loyalty: Making a Difference

Barbara Hotko, RN, MPAStuder Group Coach

January 12, 2011


Today’s Session

Patient loyalty – why?

Measure what matters most

Tools for success


Patient Loyalty Pays: Treating patients with respect adds up to satisfaction & repeat visits

“Satisfied patients return for care, and the positive word of mouth from satisfied patients will bring new patients into the practice.” (Drain & Kaldenberg 1999, 32).

A better patient rating of information quality and physician quality was “associated with patients reporting that they would definitely return” for care. (Lechtzin, Rubin, White, et al 2002, 1326).

“The compassion with which care is provided appears to be the most important factor in influencing patient intentions to recommend/return, regardless of the setting in which care is provided.” Burroughs, Davies, Cira, Dunagan 1999

Source: Press-Ganey: Return on Investment: Patient Loyalty Pays, 12-07


Patient Loyalty Pays: Treating patients with respect adds up to satisfaction & repeat visits

“Treatment with respect, the rating of care received, and the helpfulness of the person at the front desk are the strongest predictors of patient satisfaction…patient satisfaction is highly correlated with intent to return and intent to recommend services.” Hill & Doddato (2002, 108)

“Patient satisfaction will significantly influence the intent to return and intent to recommend services to others; thereby serving as a determinant for repeated clinic visits, new patient visits, and program marketing.” Hill & Doddato (2002, 108)



Patient Loyalty Pays: Satisfaction, Loyalty and Profitability are linked

Loyalty has been an area of focus both within and outside of the health care industry for sometime. The links between customer satisfaction, loyalty, and profitability have been well established. (Reichheld 1996)

High levels of satisfaction with a service relationship will override service failures, suppress shopping for another service provider, and maintain high compliance. (Forrester & Maute 2001)



1 2

50%50%

1. Yes2. No

Health Managers Network: Building Patient Loyalty

Are you measuring patient satisfaction?


1 2

79%

21%

1. Yes2. No


Are you measuring patient turnover?


1 2 3 4 5 6

56%

22%

9%

2%4%

7%

1. Insurance change2. Dissatisfaction with

provider and/or staff

3. Geographic location4. Disagreement with

treatment of care5. Wait time (while in

office)6. Appt. availability


What is the #1 reason patients leave your practice?


Patient Loyalty Pays …

A “high level of satisfaction will lead to greatly increased customer loyalty …And increased customer loyalty is the single most important driver of long-term financial performance.” (Jones & Sasser 1995, 88)



The Cost of Dissatisfaction

The other side of the satisfaction-loyalty link is the link between dissatisfaction and loss of revenue due to patients who switch providers or hospitals. Through the Healthcare Financial Management Association reports:• For every one customer who complains, 20 dissatisfied customers do not.

• Of those dissatisfied customers who do not complain, 10% will return but 90% will not.

• Changing a poor customer service image takes 10 years average.

• It costs 10 times as much to attract new customers as it does to keep current ones.

• About 10% of revenue is lost to poor customer service.

• The average “wronged” customer will tell 25 others about the bad experience. Zimowski (2004)



The Cost of Dissatisfaction

Patients dissatisfied with physician care and practice are more likely to leave. (vom Eigen, Delbanco, Phillips, 1998)

Conservative estimate: In a practice with 6,000 patients, if 5% are dissatisfied and leave with members of their household (assuming 3.5 members per household and 2.5 visits per year, this would be 8.75 visits per household per year), and the average visit averages $57 in payments, the cost of dissatisfaction is $149,625. Using the Consumer Price Index, this would equate to over $180,000 in 2006 dollars (http://www.measuringworth.com/uscompare/). Drain

and Kaldenberg (1999)



Patient Loyalty

To earn patient loyalty, your staff will need to provide excellent care for every patient in every encounter.

In order to do so, staff will need:

Actionable Data

Tools


AHMG surveys patients by clinic and by physician

Sample survey questions:

Staff make me feel like I am important and valued

The doctor listened to me and showed respect of what I had to say

Overall Experience

Recommend to family and friends


“What patients want” in rank order

1. Treats you with dignity and respect

2. Listens carefully to your health concerns

3. Easy to talk to

4. Takes concerns seriously

5. Willing to spend enough time with you

6. Truly cares about you and your health

Source: Harris Poll, 2004


Studer Group Five Fundamentals

A

I

D

E

T

Acknowledge

Introduce

Duration

Explanation

Thank You

Safety

Decrease Anxiety

Quality

Patient Loyalty

Increase Compliance


Improved clinical

outcomes and increased

patient and physician

satisfaction

Advantages of AIDETSM

DecreasedAnxiety

IncreasedCompliance+ =

Decrease anxiety with increased compliance


Physician and staff AIDET

training

Outcome – AIDET

University Medical Center

Physician Practices

Tucson, AZ


FPA - Otolaryngology

* Percentile ranking

3rd Qtr 08

4th Qtr 08

1st Qtr 09

2nd Qtr 09

Overall Results OtolaryngologyPercentile RankMean (raw score)

13Mean 83.5

n=30

33 Mean 88.9

n=31

35Mean 89.2

n=82

69Mean 91.9

n=49

Access to Care * 16 40 40 55

Visit * 16 34 17 42

Nurse/Assistant * 5 53 48 91

Care Provider * 17 40 49 80

Personal Issues * 9 10 30 59

Overall Assessment * 24 46 60 74


Acknowledge

A Acknowledge

Key message: YOU are important

Eye Contact Make the patient feel that you

expected them


Introduce

First Generation

Name Title Specialty

Next Generation

Your role in the team of care givers

Your experience, skill set, or credentials

Coworkers, physicians, other departments, AHMG

I Introduce


Manage Up!

A Short Bio


“Hi, I’m Georgette. I’ve been with Dr. Smith for over three years and he is excellent. Welcome to our practice.”

“We have a great staff and we are going to take very good care of you.”

“Dr. Jones takes the time to answer each patient’s questions.”

“Good Morning, Mrs. Smith. My name is Ann. I am a medical assistant and I have been working in this practice for five year.”

Examples of Managing Up


“Because greetings are one way to ensure proper

identification of patients, they may well be considered a

fundamental component of patient safety”

The A and I of AIDET for Safety


Duration

D Duration

Key Message: I anticipate your concerns

How long will the registration process take?

How long will the test, procedure, or appointment actually take?

How long will it take to get the results?

Goal: Keeping Patients Informed


Keeping Patients Informed of Duration


Explanation

E Explanation

Listen to the patient’s story: Active listening Clarifying questions Understanding patient’s perspective

Explain the treatment plan: Using language that patients can

understand Use “key words” Use “tell, ask, tell” approach Involve patient in decision making


Explanation

E Explanation

Why are we doing this?

What will happen and what you should expect?

What questions do you have? (about medications, instructions for follow up care)


Reality of Explanation

During a 20 minute encounter

Physicians self-report spending 9 minutes “providing information”

REALITY: Physicians spent 1.5 minutes

The key driver for patient

satisfaction

The quality and clarity of

information that patients

receive from physicians


Patient Perspective

72% of patients unable to list medications they take

58% of patients unable to recite their own diagnosis

Mayo Clinic Proceedings, 2005


Thank You

T Thank You

Key message: I appreciate the opportunity to care for you

Closing Key Words Thank you for choosing us Thank you for your patience today Thank you for coming in today, I know we can help


AIDETSM

Vanderbilt University Medical Center, Nashville, TN


Loyal Patients

Loyal Patients will …

Return

Advocate for you in the community

Talk


Creating Patient Loyalty – THE WHY

Improves patient compliance

Improves clinical outcomes

Improves patient satisfaction

Increases growth and market share

Reduces malpractice risk

Improves physician satisfaction

Improves clinical efficiency


Practicing Excellence

A guide to implementing specific behaviors that will create a high performance workplace

Written by a physician

Available online at www.studergroup.com


Thank You!Barbara Hotko

[email protected]

Partner Relations CoordinatorLauren Holstman

850-343-1057

www.studergroup.com

© 2007 studer group patient loyalty: making a difference barbara hotko, rn, mpa studer group coach...

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