"If Disney runs a hospital": Good experience wins loyal customers.

I spent half the National Day holiday reading Fred Lee's book "If Disney runs a hospital-91/2 standards for creating a perfect patient experience". As a holiday reading, I intuitively chose this book. This book told me that it would be interesting, in fact, it was really interesting. But apart from the fun of reading, the author often made me feel that he expressed my own feelings of "having something in my heart but nothing in my mouth" and some outstanding opinions that I didn't realize before.

As the translator said in the preface, What if Disney runs a hospital is not just a book about customer service, but a comprehensive management book including corporate culture, leadership and inspiration. "If the contents of the book are divided into ten chapters, it can generally be said that the first four chapters mainly solve the problem of' knowing' and the last six chapters solve the problem of' doing'. But in fact, knowing and doing are always inseparable. Knowing to do it in time to the extreme means knowing. A core point of this book is that hospitals need loyal customers, not satisfied customers. To get loyal customers, they need to provide a good experience.

The author worked as vice president of marketing and development at Shawnee Medical Center near Kansas City in his early years, and later joined Florida State Hospital in Orlando. During this period, he also served as an executive of Disney University. In Dr. Li's view, Disney has many similarities with hospitals. "For Disney and the hospital, the following statement can describe their business more accurately: providing a dramatically changed experience instead of providing services." ...... "Hospitalization is not a service, but an experience." Therefore, hospitals should, like Disney, "focus on how to improve the customer experience, not how to provide better services."

Unfortunately, most hospitals in China do not have such understanding, and most public hospitals do not even have "customer service". Even though some hospitals begin to have a sense of service, they basically learn from other industries. For example, most of them will conduct etiquette training and ask employees to learn the "speech binding" of customer service. However, the author of this book emphasizes that the hospital customer service knowledge base should not just summarize the "speech bundle", but write a "script". The "script" is not only to write down what the actors have to say, but to outline the whole experience from scene to scene. ..... the scripting process is really similar to designing and drawing a clinical process. The desired result (experience) determines what kind of events (scenes) are realized by what kind of people (performers) in what kind of environment (stage). ..... For a good play, the more attention is paid to the details of the process, the more predictable and effective the ending will be.

So what is the desired result? "The sense of security (of hospitals) is not rooted in patients' satisfaction, but closely linked with customers' loyalty." Satisfied customers are not necessarily loyal. There are two reasons for this. On the one hand, because "when you can't remember any details, you can only be satisfied." ..... unforgettable can be a very bad thing or a very special thing. Dissatisfaction comes from bad experiences, while loyalty comes from unforgettable and unexpected experiences. " On the other hand, the reason is: "Where there is competition caused by grading, or where there is fear of the consequences caused by grading, there will naturally be means to get high marks at all costs." On the latter point, you can give two examples. In the early years, Taobao was threatened by phone and WeChat for giving bad reviews to sellers (now it has been changed to praise and cash back three to five yuan); The most recent example is Didi. Most people around me will give "five-star praise" at the request of the driver after Didi's trip. However, after the rape and murder of Didi Shunfeng some time ago, many people uninstalled Didi app in a rage, regardless of the "satisfaction" every time since using Didi.

Sending passengers safely to their destinations almost every time will not bring "loyal customers" to Didi, because that is a reasonable consideration for customers to pay the price. Safety is highly concerned by many industries, but I didn't expect Disney to attach importance to "safety" like a hospital, but he further found: "... even if safety is Disney's top priority, it is not praised by guests." The same is true of hospitals. Many hospital arrangements are based on attaching great importance to safety, such as the facilities and design to prevent falls, the handling of sharp instruments, and the sensing control system. However, it is almost impossible for hospitals to get favorable comments from patients and their families. As an ordinary patient's family, if it weren't for my medical-related industry, I wouldn't even feel the existence of these arrangements when I entered the hospital. This kind of embarrassment is very similar to many emotional crises: I don't need what I gave you, but I don't know what you need.

Hospital clients, like girls in love, won't tell you exactly what she wants, probably because she doesn't know it herself. "Customers can only tell you their expectations, but their expectations are also what they consider ordinary. They can't tell you what extraordinary things look like. These things require the commitment, empathy and creativity of the dean, department head and nursing staff. "

Last month, I went to Xiamen on business. After work, I went to Nanputuo Temple. In the evening, I found a restaurant nearby called "Tang Yan Old Xiamen Private Cuisine" for dinner. As an online celebrity restaurant, the quality and taste of the dishes are only average, but a waitress in the store left an unforgettable impression on me. First, from my point of view, she suggested adjusting the dishes and changing one of the two soup dishes into a cold dish, but still ensuring that I can eat the bugs I want; Then confirm the possible taboos in each dish, such as emphasizing that there is a lot of garlic in the "baked small tube"; After each dish is served, she will run over and ask if it is appetizing; Many times when she passed my desk, she would gently touch the teapot with her hand. When I found that the water was cold, I asked if I needed to change a pot of hot tea. What moved me even more was that after she heard that I was from the north, she even tried to imitate the northeast accent and Beijing's urbanization, hoping to narrow our distance. Then, I noticed that she had the same enthusiasm for every table of guests, and I even heard the guests at another table praise the girl. So, even if the food in this restaurant is just so-so, I will definitely go again if I have the chance.

Not long ago, "Haidilao" hot pot was not famous for its authentic taste, but because its "service" was beyond others' learning. What is great is that while the company standardized some classic operations and promoted them in various stores, another employee creatively created a "moment of truth" that touched customers (in Wu Dong's theory of relativity, Mr. Wu Bofan translated it as "the moment when the truth first appeared"). -"Critical moment": refers to any interaction that leaves a good or bad impression on your organization in the minds of customers.

Macroscopically, the author pays attention to organizational culture, "culture can eat strategy as lunch"; Microscopically, the author pays attention to the individual. Because "the result is made by the team and the impression is made by the individual." ..... the impression is generated by one-on-one interaction between individuals ... "... whether the" performer "is aware of it or not, he/she is always transmitting information with his/her actions. I called the customer service of China Merchants Bank last week, hoping to find my debit card number. I didn't expect to be told that the telephone agent could not provide card number inquiry service in order to protect the privacy of customers. But the telephone customer service is a girl with a sweet and gentle voice (her voice is very similar to Lin Chi-ling's). She patiently guided me to find the card number step by step with the help of China Merchants Bank mobile phone appa. That feeling makes me ecstatic. I kept thanking her on the phone, but she was obviously a little scared and said several times in a row, "That's very kind of you. This is all I should do. You don't need to thank. "But the question is, if I call every customer service and get such high-level and even pleasant service, how can I be so moved? This is exactly what the author said: "Anyone can be compared by customers". After hanging up the phone, I have decided to put most of my banking business in China Merchants Bank.

Go back to the hospital. "Unlike other service industries, hospitals have only one way to build loyalty-to enhance the personal experience of patients. There is only one way for hospitals to measure loyalty-how patients will describe their medical experience. "There will be two examples of one positive and one negative. It happens that both of them are private orthopedic hospitals that I have tried my best to adjust. The main marketing method of one of them is to pay the marketing fee to the channel to realize the return of patients (commonly known as "buying patients"), which achieved good results at first and made the hospital reach a larger scale soon. However, the late dean did feel the "insecurity" caused by the lack of loyal customers. First, the increase in income has not brought about an increase in profits, because channel expenses are rising; Second, it was seriously kidnapped by channels. For example, a patient with bone injury needs to pay a market fee when installing the "internal fixation" and pay it again when removing the "internal fixation". Another hospital, consciously or unconsciously, obtains loyal customers by continuously improving the customer experience. Many details described in the book remind me of what I saw in Due Diligence. Many patients in this hospital come from remote mountainous areas. After returning to China, patients will describe their medical experience to the villagers, thus attracting more patients. From the perspective of business performance, the revenue scale of the latter is about three-quarters of that of the former, but the profit level of the two is almost the same, and the "security" of the hospital operators of the latter is far stronger than that of the former. Together with me, we tried our best to adjust the partner of the latter hospital and told me privately: whether we invest in the end or not, we must be friends with the dean for life.

Finally, another example is the "happy mouth" of our investment. One third of the new customers of Happy Oral are recommended by old customers. When a customer walks into a happy mouth, it often means that their whole family will become happy customers. This shows that the fast talker has a very strong ability to acquire "loyal users", and the management team's efforts in writing "scripts" are behind it. The core management clearly knows that medical institutions only market one product in essence, that is "trust", and this product has only one marketing method in essence, that is "word of mouth". What is even more commendable is the leap from "knowing" to "doing". The author of this book believes that there are four kinds of activities that can help organizations shape their leadership, namely, "taking responsibility for their own words and deeds, paying attention to the most important things in the customer experience, guiding others, and doing things that can win the hearts of customers and employees". Looking back now, the reason why the investment decision was made at that time was because we all thought that the quick-talking management team had achieved these four points from both the customer's point of view and the investor's point of view.

Fred Lee spoke highly of the book Experience Economy written by Joseph Pan and James Guilmault. They described four economic products with increasing value-goods, commodities, services and experiences, and their values and profits all increased exponentially. ..... "Commodities are replaceable, commodities are visible, services are invisible, and experiences are unforgettable ..." As a customer, I am optimistic about more and more unforgettable medical experiences. We are looking forward to going into the hospital and getting the script "News Network" instead of "When the Rule of Law is Running".