Quality Progress - May 2017 - 23

quantitative ratings and clues to help prioritize
improvement projects.
3. Review marketing messages. Service marketers
should partner closely with clinical-practice leaders
to fully understand operational limitations so their
advertising messages set appropriate patient
expectations. Medicine is not an exact science, and
there are no guaranteed outcomes.
Sometimes, there are no additional treatment
options available. This MCA patient comment illustrates how advertising can unintentionally heighten
expectations and contribute to disappointment:
"Excellent help finding answers for undiagnosed
patients was advertised. Wish I could have gotten
better answers. A little disappointed."

A new wave of healthcare
consumerism

Even the best service organizations have gaps
between the service they intend to provide and the
quality of the service delivered to their customers.
Healthcare organizations are no exception.
The shift to value-based payment has altered
the dynamics of the healthcare market. Patients
are paying more out of their own pockets for
medical care, which heightens their service
expectations.17
Payments to healthcare organizations are
decreasing, which creates a need to serve more
patients, further straining the system and contributing to dissatisfaction. All of these factors
have the potential to increase any or all of the
service-quality gaps.
With this new wave of healthcare consumerism,
patients are apt to shop for services more discriminately, using publicly available data to choose
organizations with the best quality and patient
satisfaction scores. They will be less tolerant of poor
service and more quickly leave providers that don't
satisfy their needs.
Investing in facilities is not enough. Healthcare
organizations must improve service quality. Doing
so requires market research to understand patient
expectations of the brand; processes and standards
designed to meet those expectations; the right
people hired, educated and trained to deliver service
as designed; and a partnership between marketing
and clinical operations to avoid advertisements that
overpromise.
Providing a better patient experience is the right
thing to do, and with the spread of value-based payment models, it helps sustain service organizations
for the future.

REFERENCES
1. American Customer Satisfaction Index (ACSI), "ACSI
Utilities, Shipping, and Healthcare Report 2015,"
May 2015, www.theacsi.org/news-and-resources/
customer-satisfaction-reports/reports-2015/
acsi-utilities-shipping-and-health-care-report-2015.
2. John E. G. Bateson, "Do We Need Service Marketing?" in
Marketing Consumer Services: New Insights, Science
Institute, 1977.
3. Lynn G. Shostack, "Breaking Free from Product Marketing,"
Journal of Marketing, Vol. 41, April 1977, pp. 73-80.
4. Bernard H. Booms and Mary J. Bitner, "Marketing Strategies
and Organization Structures for Services Firms," in
Marketing of Services, James H. Donnelly and William R.
George, eds., Chicago: American Marketing, 1981, pp. 47-51.
5. Christian Gronroos, "A Service-Oriented Approach to
Marketing of Services," European Journal of Marketing, Vol.
12, No. 8, 1978, pp. 588-601.
6. A. Parasuraman, Valarie A. Zeithaml and Leonard L. Berry,
"A Conceptual Model of Service Quality and Its Implications
for Future Research," Journal of Marketing, Vol. 49, 1984, pp.
41-50.
7. Ibid.
8. Michael R. Darby and Edi Karni, "Free Competition and the
Optimal Amount of Fraud," Journal of Law and Economics,
Vol. 16, No. 1, 1973, pp. 67-86.
9. Frederick F. Reichheld, "The One Number You Need to
Grow," Harvard Business Review, Vol. 81, No. 12, 2003, pp.
46-54.
10. A. Parasuraman, Leonard L. Berry and Valarie A. Zeithaml,
"Understanding Customer Expectations of Service," Sloan
Management Review, Spring 1991, pp. 39-48.
11. Parasuraman, "A Conceptual Model of Service Quality and
Its Implications for Future Research," see reference 6.
12. Denise M. Kennedy, Roshanek Didehban and John
P. Fasolino, "Creating and Sustaining a Culture of
Accountability for Patient Experience," Patient Experience
Journal, Vol. 1, No. 2, 2014, http://pxjournal.org/journal/vol1/
iss2/9.
13. Denise M. Kennedy, "Creating and Integrating a New Patient
Experience Leadership Role: A Consultative Approach for
Partnering with Executive and Clinical Leaders," Patient
Experience Journal, Vol. 2, No. 1, 2015, http://pxjournal.org/
journal/vol2/iss1/21.
14. Michael L. George, "Lean Six Sigma for Service: How to Use
Lean Speed and Six Sigma Quality to Improve Services and
Transactions," McGraw-Hill, 2003.
15. Kennedy, "Creating and Integrating a New Patient
Experience Leadership Role," see reference 13.
16. Denise M. Kennedy, Richard J. Caselli and Leonard L. Berry,
"A Roadmap for Improving Healthcare Service Quality,"
Journal of Healthcare Management, Vol. 56, No. 6, 2011, pp.
385-402.
17. Parasuraman, "Understanding Customer Expectations of
Service," see reference 10.

Denise M. Kennedy is a clinical assistant
professor at Arizona State University's
School for the Science of Health Care
Delivery. She earned an MBA at Northern
Illinois University in DeKalb and is an ASQ
member.

qualityprogress.com ❘ May 2017

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Table of Contents for the Digital Edition of Quality Progress - May 2017

Seen and Heard
Expert Answers
Progress Report
Mr. Pareto Head
Field Notes
Mind the Gaps
Solid Footing
Are These the Same?
New Tricks for an Old Tool
Innovation Imperative
Experience More
Career Coach
Statistics Spotlight
Standard Issues
Marketplace
Footnotes
Back to Basics
Quality Progress - May 2017 - intro
Quality Progress - May 2017 - cover1
Quality Progress - May 2017 - cover2
Quality Progress - May 2017 - 1
Quality Progress - May 2017 - 2
Quality Progress - May 2017 - 3
Quality Progress - May 2017 - 4
Quality Progress - May 2017 - 5
Quality Progress - May 2017 - Seen and Heard
Quality Progress - May 2017 - Expert Answers
Quality Progress - May 2017 - Progress Report
Quality Progress - May 2017 - Mr. Pareto Head
Quality Progress - May 2017 - 10
Quality Progress - May 2017 - 11
Quality Progress - May 2017 - Field Notes
Quality Progress - May 2017 - 13
Quality Progress - May 2017 - 14
Quality Progress - May 2017 - 15
Quality Progress - May 2017 - Mind the Gaps
Quality Progress - May 2017 - 17
Quality Progress - May 2017 - 18
Quality Progress - May 2017 - 19
Quality Progress - May 2017 - 20
Quality Progress - May 2017 - 21
Quality Progress - May 2017 - 22
Quality Progress - May 2017 - 23
Quality Progress - May 2017 - Solid Footing
Quality Progress - May 2017 - 25
Quality Progress - May 2017 - 26
Quality Progress - May 2017 - 27
Quality Progress - May 2017 - 28
Quality Progress - May 2017 - 29
Quality Progress - May 2017 - Are These the Same?
Quality Progress - May 2017 - 31
Quality Progress - May 2017 - 32
Quality Progress - May 2017 - 33
Quality Progress - May 2017 - 34
Quality Progress - May 2017 - 35
Quality Progress - May 2017 - New Tricks for an Old Tool
Quality Progress - May 2017 - 37
Quality Progress - May 2017 - 38
Quality Progress - May 2017 - 39
Quality Progress - May 2017 - 40
Quality Progress - May 2017 - 41
Quality Progress - May 2017 - 42
Quality Progress - May 2017 - 43
Quality Progress - May 2017 - Innovation Imperative
Quality Progress - May 2017 - 45
Quality Progress - May 2017 - 46
Quality Progress - May 2017 - Career Coach
Quality Progress - May 2017 - 48
Quality Progress - May 2017 - 49
Quality Progress - May 2017 - Statistics Spotlight
Quality Progress - May 2017 - 51
Quality Progress - May 2017 - 52
Quality Progress - May 2017 - 53
Quality Progress - May 2017 - Standard Issues
Quality Progress - May 2017 - 55
Quality Progress - May 2017 - 56
Quality Progress - May 2017 - 57
Quality Progress - May 2017 - Marketplace
Quality Progress - May 2017 - 59
Quality Progress - May 2017 - Footnotes
Quality Progress - May 2017 - 61
Quality Progress - May 2017 - 62
Quality Progress - May 2017 - 63
Quality Progress - May 2017 - Back to Basics
Quality Progress - May 2017 - cover3
Quality Progress - May 2017 - cover4
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