Building Patient Loyalty

Transcript Building Patient Loyalty

Patient Loyalty: Making a Difference

Barbara Hotko, RN, MPA Studer 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)

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

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)

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

Health Managers Network: Building Patient Loyalty

Are you measuring patient satisfaction?

50% 50%

Yes No

1 2

Health Managers Network: Building Patient Loyalty

Are you measuring patient turnover?

79%

Yes No

21% 1 2

Health Managers Network: Building Patient Loyalty

What is the #1 reason patients leave your practice?

Insurance change Dissatisfaction with provider and/or staff Geographic location Disagreement with treatment of care Wait time (while in office) Appt. availability

56% 22% 7% 4% 2% 9% 1 2 3 4 5 6

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)

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

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)

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

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)

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

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

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

Studer Group Five Fundamentals

Safety Decrease Anxiety Increase Compliance Quality Patient Loyalty

A I D E T Acknowledge Introduce Duration Explanation Thank You

Advantages of AIDET SM Decrease anxiety with increased compliance Decreased Anxiety

+

Increased Compliance

=

Improved clinical outcomes and increased patient and physician satisfaction

Outcome – AIDET Physician and staff AIDET training

FPA - Otolaryngology

Overall Results Otolaryngology Percentile Rank Mean (raw score) Access to Care * Visit * Nurse/Assistant * Care Provider * Personal Issues * Overall Assessment *

* Percentile ranking

3 rd Qtr 08

Mean 83.5

n=30

16 16 5 17 9 24

4 th Qtr 08

Mean 88.9

n=31

40 34 53 40 10 46

1 st Qtr 09

Mean 89.2

n=82

40 17 48 49 30 60

2 nd Qtr 09

Mean 91.9

n=49

55 42 91 80 59 74

Acknowledge

A Acknowledge

Key message: YOU are important

  Eye Contact Make the patient feel that you expected them

Introduce

I

First Generation

   Name Title Specialty

Introduce

Next Generation

   Your role in the team of care givers Your experience, skill set, or credentials Coworkers, physicians, other departments, AHMG

Manage Up!

A Short Bio

Examples of Managing Up

“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.”

The A and I of AIDET for Safety

“Because greetings are one way to ensure proper identification of patients, they may well be considered a fundamental component of patient 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

AIDET SM

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 Coordinator Lauren Holstman 850-343-1057

www.studergroup.com

Building Patient Loyalty

Transcript Building Patient Loyalty

Patient Loyalty: Making a Difference

A I D E T Acknowledge Introduce Duration Explanation Thank You

+

=

A Acknowledge

I

Introduce

“Because greetings are one way to ensure proper identification of patients, they may well be considered a fundamental component of patient safety

D Duration

E Explanation

E Explanation

T Thank You

Thank You!

Directory