Chalk it up to experience

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It might surprise you to learn what sets your hospital apart from its rivals. Is it the reputation of your medical staff? The catchiness of your tagline? Perhaps the quality of the care? While these factors might help, reports US consultancy firm The Healthcare Branding Group (THBG), they don't make or break the deal.

Instead, what draws patients back through your doors comes down to simply how special you make them feel. 40% of respondents surveyed by THBG pinpointed patient experience as the driving factor behind their choice of healthcare provider. Hospitals are part of an evolving ‘experience economy', the group says, where patients prize memories over materialism.

Today's consumer, THBG reports, is seeking a ‘hospital experience' rather than a hospital visit. While this might be good news for your marketing budget, it could come as a culture shock for an industry built on a conveyer belt of ‘treat, diagnose, and discharge'. So we've called in the experts. The hotel industry has long understood that service makes you stand out, and they're prepared to share their secrets. Here is MT's guide to putting the ‘hospital' in ‘hospitality'.

Back to basics

Step one is to restyle your strategy so the focus is on patient satisfaction. Your staff culture should prioritise the customer's needs over everything else, explains Lee-Anna Nussbaumer, director of human resources and training, Movenpick Hotels. "In a competitive business, customer service is what is going to differentiate you," she stresses.

One way of making sure your employees are on the same page is by establishing measurable strategies to promote patient satisfaction. Hotels call these ‘brand standards', and they are non-negotiable for employees. For example, suggests Gary Kaas, cluster director of training for JW Marriott Dubai, lay down rules for greeting patients.

"The absolute minimum, as soon as somebody walks in the door, should be eye contact, a smile, and a greeting," he says. "Phones should be answered by the third ring, and customers shouldn't be left on hold for more than 20 seconds.

"These tiny things can have a huge impact on the whole experience."

Know your customer

For repeat guests, hotels use guest histories to personalise their services, explains Ahmed Lasheen, human resources director, Hilton Dubai. The aim is to foster an emotional connection between the company and the customer.

"Personalised attention to detail really means something," he explains. "If you can greet that customer by name, it makes them feel valued."

Heavy users of healthcare services are typically those with chronic illnesses. Training staff on small gestures, such as remembering the patient's name and relevant details, helps create a memorable hospital visit that will encourage repeat business.

Complaint culture

Teaching your staff to handle aggrieved patients could be one of the most cost-effective things you do. Surveys have shown that mishandled patient relations - by physicians or their staff - are a key element of malpractice suits. So when faced by an irate customer, it's important to keep your cool. "Behaviour breeds behaviour," advises Kaas. "Try to remain calm. They're not angry with you, it's either the company or the situation."

Nussbaumer teaches staff a four-step process for complaint management. "Firstly, give the customer your full attention. Then, acknowledge there is a problem and apologise," she says. "Give the customer a solution, deliver it within a set timescale and then follow-up to ensure the situation has been resolved."

The follow-up is key, she continues, because it shows you value the customer's good will. "That is what the guest remembers," she explains. "If they complained and you do nothing, they'll tell everybody."

Be proactive

With a little forethought, you can eliminate one of the major sources of irritation in hospitals; time management. The nature of healthcare means that appointments run over and emergencies happen. But by alerting patients before their arrival, Kaas explains, you can manage the problem.

"Handle delays proactively, ahead of time," he stresses. "If the morning appointments are running late, call the afternoon patients and explain the doctor is behind. Or explain as soon as they arrive, and ask if they would like to reschedule."

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