建立服务补救机制 培养血透患者忠诚度

血液透析服务失误主要表现在医疗技术、服务质量和健康促进等方面,采用提高医疗技术水平、推行持续性质量提高、改进慢性病管理模式等措施防范服务失误,建立服务补救新机制,通过持续培养患者满意和患者信任实现患者忠诚。     

Service quality: A subliminal pathway to service differentiation and competitive advantage in private healthcare marketing in Ghana

The study investigates the role of service quality in Ghana’s private hospitals and its effect on patients’ satisfaction and loyalty. A sample of 622 respondents was drawn using convenience sampling. Structural equation modeling using smart PLS was used to test the measures. The study found a significant positive relationship between service quality and patient satisfaction and also a significant positive relationship between patients’ satisfaction and loyalty and that patients’ satisfaction mediates the relationship between service quality and patients’ loyalty. The study provides a useful guide to policy formulation for private healthcare practitioners.     

关于医院如何培养忠诚顾客的思考

文章作者对忠诚顾客的定义以及培养忠诚顾客的重要意义做了系统的阐述.针对医院如何培养忠诚顾客,提出了好的建议,包括通过提高顾客的满意度来提高顾客忠诚度,利用约束条件提高顾客忠诚度,通过服务补救提高顾客忠诚度.     

感知价值对远程医疗患者满意度和忠诚度的影响研究

目的探讨感知价值不同维度对远程医疗患者满意度和忠诚度的影响,为远程医疗服务提供者提高服务质量提供参考和建议。方法采用问卷调查法采集数据,并运用结构方程模型验证各变量之间的相互关系。结果患者对远程医疗服务的满意度显著影响其忠诚度,功能价值和社会价值显著影响患者的满意度和忠诚度,而情感价值和效率价值对患者满意度和忠诚度的影响不显著。结论远程医疗服务提供方应优化服务流程以及在诊疗阶段给予患者更多的关怀,提升患者对远程医疗服务的满意度和忠诚度。     

儿童计划免疫服务满意度现况的调查分析

目的　了解计划免疫服务人群满意度 ,探索满意度调查在计划免疫服务质量管理中应用的适用性。方法　通过整群抽样 ,使用调查表对芜湖市区 1344名儿童家长 /监护人进行调查。结果　满意度分值及被调查人主观评分超过 80分者 ,分别为 80 .8%、97.9%。结论　芜湖市区计划免疫服务质量令人满意。顾客满意度调查是评价工作质量的很好参考。     

建立医院内部客户管理机制提升医疗服务质量

内部客户管理旨在提高内部员工的满意度,以提升对外部客户服务的质量.将内部客户管理机制引入医院管理,探讨医院实施内部客户管理机制的形式与方法,以及由此给医院带来的积极效应.     

Loyalty and Positive Word-of-Mouth

The ability to attract and retain loyal customers depends on the successful implementation of a customer—centric strategy. Customer loyalty is an attitude about an organization and its' services that is manifested by intentions and behaviors of re—patronization and recommendation. In the context of many medical services, loyalty through repeat patronization is not pertinent, whereas loyalty through positive word—of mouth (WOM) recommendation can be a powerful marketing tool. The Shouldice Hospital, a well—known institution for the surgical correction of hernias, instituted a marketing plan to develop a stable base of patients by creating positive WOM advocacy. This study focused on the consequences of both hernia patient overall satisfaction (and overall service quality) and hospital personnel satisfaction on the level of positive WOM advocacy. Using a commitment ladder of positive WOM advocacy, respondents were divided into three categories described as passive supporters, active advocates and ambassador advocates. Patient assessments of overall satisfaction and service quality were significantly related to these progressive levels of WOM for recommending the hospital to potential patients. Similarly, the satisfaction of the hospital employees was also significantly related to these progressive levels of positive WOM about recommending the hospital to potential patients and to potential employees. High levels of satisfaction are required to create true ambassadors of a service organization.     

基于顾客让渡价值理论的医院营销策略探讨

在市场经济体制的大环境下,借鉴市场营销中的顾客让渡价值理论,探讨医院的营销策略具有重要的战略意义。在正确理解顾客让渡价值理论的基础上,通过采用提高顾客价值,降低顾客成本的多种医院营销策略提高医院的服务质量和患者的忠诚度,最终达到提高医院的社会效益和经济效益的目的,走出一条优质、高效和低耗的医院经营管理之路。     

How are consumers, service and market factors related to customer loyalty in medical service? Targeting the medical consumer in a city

OBJECTIVES: This study was performed to explore customer loyalty and the related factors. METHODS: 900 households (a 1% sample) were randomly selected from the total population of K city located in Kangwon province. An interview survey was performed with using a structured questionnaire for the subjects (923 persons) who had used medical service during the year before the survey, and the survey was done September, 2002. RESULTS: When comparing the relating factors related with customer loyalty according to the sociodemographic characteristics, the older group showed a significantly higher level of recognition for service quality, service reputation, internal customers.attitudes and switching cost. The lower income group showed a higher level of recognition for service quality, service image and switching cost. The lower educated group showed a higher level of recognition for service reputation, service image and internal customers.attitudes. The higher educated group showed a higher level of recognition for perceived risk, and seeking variety. In addition, the expert group or the service and manufacturing workers group showed a higher level of recognition for service involvement. On multiple regression analysis, internal customers' attitudes, service image, service reputation, service quality, switching cost, and substitutability showed significant relations with customer loyalty. CONCLUSIONS: This study showed that customer loyalty was significantly influenced by service factors like internal customers' attitudes, service image, service reputation, and service quality, and by market factors like switching cost, and substitutability. The results of this study can be used as a baseline for developing strategies to create and keep customers with high loyalty.     

Hospital customer service in a changing healthcare world: does it matter?

The healthcare industry is undergoing a rapid transformation to meet the ever-increasing needs and demands of the patient population. Employers and health plans such as HMOs are demanding better service and higher quality care, and hospitals are trying to tackle reimbursement cutbacks, streamline services, and serve a diverse population. Hospitals have begun to realize that to overcome these obstacles and meet the needs of the health care plans and consumers, they must focus on the demands of the customer. Customer service initiatives increase patient satisfaction and loyalty and overall hospital quality, and many hospitals have found that consumer demands can be met through initiating and maintaining a customer service program. This article describes how the administrator can create, implement, and manage customer service initiatives within the hospital.     

基于顾客参与的医疗服务管理

在当前服务经济和体验经济环境下,现代医院的管理已经由“以医院为中心的管理”、“以病为中心的管理”向“以服务为中心的管理”和“以顾客为中心的管理”转变。医院的医疗服务是对所有顾客的全方位的服务,有着丰富的顾客内涵。医疗顾客适度和有效地参与医院运营活动,可以增强顾客对医疗服务质量的价值感知、降低对医疗服务质量的感知风险,减少顾客的医疗服务获取成本,可以给顾客带来关系价值、学习价值和心理利益价值,可以提升医疗顾客对感知价值,增加满意度水平,并导致良好的医疗顾客行为意向。因此,医院应积极推进顾客的适度和有效地参与,建立和完善基于顾客参与的医疗服务管理体系,以构建医院的核心竞争优势。     

Taking the pulse of Internet pharmacies.

Like most businesses, online pharmacy companies will only be successful if they make sure customers are satisfied with the service they receive. But what attributes of service quality lead to satisfaction and dissatisfaction? This study identified 19 Internet pharmacy service quality dimensions in three categories: (1) product cost and availability, (2) customer service, and (3) the online information system. Our analysis uncovered attributes that tend to determine consumer satisfaction and points out ways to improve overall service quality in the Internet pharmacy arena.     

医疗服务中顾客满意度的概念与评估

医疗服务市场的开放及医疗费用的上涨使病人在对医疗服务机构的选择上开始给予更多的关注。让顾客满意已成为继质量、价格之后的另一重要竞争因素。文章主要阐述了医疗服务中顾客满意度的含义、测量步骤以及研究顾客满意度的现实意义。     

Patients' perceptions of service quality dimensions: an empirical examination of health care in New Zealand.

The 1984 liberalization of the New Zealand economy has resulted in a health care sector that has become very competitive (Zwier and Clarke, 1999). The private sector is now able to supply health care services and, as a result, a greater value is being placed on patient satisfaction (Zwier and Clarke, 1999). However, despite the increasing focus on customer satisfaction, research into health care patients' perceptions of the dimensions of service quality is scarce. This can be problematic, as quality of care is an essential issue in the strategic marketing of health care services (Turner and Pol, 1995). This study takes a step towards addressing this deficiency by identifying patients' perceptions of the dimensions of service quality in health care. The findings of this study are based on the empirical analysis of a sample of 389 respondents interviewed by telephone. The findings indicate that the service quality dimensions identified in this health care specific study differ in number and dimensional structure from the widely adopted service quality dimensions first identified by Parasuraman, Berry and Zeithaml (1988): reliability, responsiveness, assurance, empathy and tangibles. The service quality dimensions identified in this study were: reliability, tangibles, assurance, empathy, food, access, outcome, admission, discharge and responsiveness. In addition, health care patients perceive the service quality dimensions relating to the core product in health care delivery (for example, outcome and reliability) as more important than the service quality dimensions relating to the peripheral product in health care delivery (for example, food, access and tangibles). Finally, the results of this study suggest that patients with different geographic, demographic, and behavioristic characteristics have different needs and wants during health care delivery and therefore perceive different service quality dimensions as important.     

Gearing service quality into public and private hospitals in small islands: empirical evidence from Cyprus

PURPOSE: The purpose of this research is to develop and compare some determinants of service quality in both the public and private hospitals of Northern Cyprus. There is considerable lack of literature with respect to service quality in public and private hospitals. DESIGN/METHOD/APPROACH: Randomly, 454 respondents, who have recently benefited from hospital services in Famagusta, were selected to answer a modified version of the SERVQUAL Instrument. The instrument contained both service expectations and perceptions questions. FINDINGS: This study identifies six factors regarding the service quality as perceived in both public and private Northern Cyprus hospitals. These are: empathy, giving priority to the inpatients needs, relationships between staff and patients, professionalism of staff, food and the physical environment. Research results revealed that the various expectations of inpatients have not been met in either the public or the private hospitals RESEARCH IMPLICATIONS/LIMITATIONS: At the micro level, the lack of management commitment to service quality in both hospital settings leads doctors and nurses to expend less effort increasing or improving inpatient satisfaction. Hospital managers should also satisfy their employees, since job satisfaction leads to customer satisfaction and loyalty. Additionally, hospital administrations need to gather systematic feedback from their inpatients, establish visible and transparent complaint procedures so that inpatients' complaints can be addressed effectively and efficiently. ORIGINALITY/VALUE: The hospitals need to organize training sessions based on the critical importance of service quality and the crucial role of inpatient satisfaction in the health care industry. Future studies should include the remaining regions in Cyprus in order to increase research findings' generalizability. Additionally, including other dimensions such as hospital processes and discharge management and co-ordination may provide further insights into understanding inpatients' perceptions and intentions.     

实施患者关系管理培育医院核心竞争力

文章分析了医院在培育核心竞争力中面临的挑战和患者资产在帮助医院获取竞争优势方面的特性,指出医院核心竞争力是医院发现患者、获得患者、保留患者、经营患者的能力.最后从提高患者满意度、忠诚度,改善医患关系,挖掘患者终身价值等方面,阐明了医院实施患者关系管理(CRM)是培育核心竞争力的有效途径.     

Positioning patient-perceived medical services to develop a marketing strategy

In today's medical market, marketing philosophy is being rapidly transformed from customer searching to patient satisfaction and service improvement. The principal objective of this study was to contribute to the establishment of a desirable medical marketing strategy, through the factors of customer satisfaction and the positioning of patients' perceptions by marketing institutions. The data were collected from 282 students of the College of Public Health and Medicine in Seoul. The survey tools were developed using the SERVQUAL scale. Analysis in this study involved both statistical and network analysis. The former was used to verify the determinants of service satisfaction as perceived by respondents, via factor analysis and multiple regression analysis. The latter was obtained using a positioning map and 2-mode network analysis with the matrix data converted from raw data. The determining factors for patient satisfaction were identified as facilities, accessibility, process, physicians, and medical staff. The regression equation was significant (R = 0.606), and the most influential variable was the service quality of physicians (β = .569). According to multidimensional scaling, the positioning of medical institutions indicated that patients' perceptions were affected by hospital size and specialization. By recognizing and managing patient satisfaction, medical institutions are able to foster customer loyalty and, in turn, to enhance service quality. It is necessary to develop an adequate marketing mix to provide better medical services and to overcome medical competition among institutions.     

Customer convergence: patients, physicians, and employees share in the experience and evaluation of healthcare quality

This article explores the interrelationships between three categories of service quality in healthcare delivery organizations: patient, employee, and physician satisfaction. Using the largest and most representative national databases available, the study compares the evaluations of hospital care by more than 2 million patients, 150,000 employees, and 40,000 physicians. The results confirm the relationship connecting employees' satisfaction and loyalty to their patients' satisfaction and loyalty. Patients' satisfaction and loyalty were also strongly associated with medical staff physicians' evaluations of overall satisfaction and loyalty to the hospital. Similarly, hospital employees' satisfaction and loyalty were related to the medical staff physicians' satisfaction with and loyalty to the hospital. Based upon the strength of the interrelationships, individual measures and subscales can serve as leverage points for improving linked outcomes. Patients, physicians, and employees, the three co-creators of health, agree on the evaluation of the quality of that service experience. The results demonstrate that promoting patient-centeredness, enhancing medical staff relations, and improving the satisfaction and loyalty of employees are not necessarily three separate activities in competition for hospital resources and marketing leadership attention.     

Quotable Quotes

Patient adherence is extremely important to achieve positive outcome. While quality of healthcare service has been studied as a determinant of patient satisfaction and loyalty, its impact on patient adherence has not been examined. The authors attempt to determine dimensions of quality and their impact on patient adherence in primary healthcare in India. Exploratory factor analysis resulted into seven factors. Factor scores were used for regression to identify the influence of dimensions of service quality on patient adherence. Quality of healthcare emerged as a determinant of patient adherence.     

Customer Convergence

This article explores the interrelationships between three categories of service quality in healthcare delivery organizations: patient, employee, and physician satisfaction. Using the largest and most representative national databases available, the study compares the evaluations of hospital care by more than 2 million patients, 150,000 employees, and 40,000 physicians. The results confirm the relationship connecting employees' satisfaction and loyalty to their patients' satisfaction and loyalty. Patients' satisfaction and loyalty were also strongly associated with medical staff physicians' evaluations of overall satisfaction and loyalty to the hospital. Similarly, hospital employees' satisfaction and loyalty were related to the medical staff physicians' satisfaction with and loyalty to the hospital. Based upon the strength of the interrelationships, individual measures and subscales can serve as leverage points for improving linked outcomes. Patients, physicians, and employees, the three co—creators of health, agree on the evaluation of the quality of that service experience. The results demonstrate that promoting patient—centeredness, enhancing medical staff relations, and improving the satisfaction and loyalty of employees are not necessarily three separate activities in competition for hospital resources and marketing leadership attention.