You will have a difficult
time finding healthcare provider organizations that are not focusing on customer
satisfaction and quality of life. Both are key concerns for healthcare organizations that
are interested in developing a more secure base of covered lives that are committed to
long-term care contracts.
Healthcare providers talk a great deal about controlling costs and
improving quality and patient satisfaction. These are prerequisites for being a major
player in the evolving managed care world. What will really sustain the growth of these
providers is their ability to attract and keep satisfied customers who are usually allowed
to select new plans on at least an annual basis.
Part of the provider strategy for achieving these critical success
factors is the customer satisfaction they can gain from providing services that are beyond
the normal offering. And according to those who are healthcare leaders, outcomes,
efficiency, access, and prevention (or wellness) is important.
"There is a move away from the historical position of treating the
patient who goes along until he is experiencing some acute illness—what we refer to
as treating ‘episodes of illness’. Our goal is to get the patient to take
greater responsibility for his/her own health, and for us to provide programs around
wellness," said one medical director.
How much do you currently know about the various drug-related issues
that affect wellness? What effect does lack of compliance have on patient health? How can
early care prevent problems later in life? What can be done to get the patient out of the
hospital in into a more normal state of activity and life? What community education
programs do you have that might be useful to your customers?
An article by Jeffrey A. Johnson in the Archives of Internal Medicine
(Oct 9, 1995) takes into consideration lack of compliance to physician orders, misuse of
pharmaceutical products, and/or adverse event inside or outside of the hospital. The conservative
estimate of costs in the United States from these compliance problems is $38 billion
per year!
According to Johnson, the full intent of the treatment of disease is to
achieve an "optimal outcome." This outcome is defined as an "absence of
drug-related or life altering problems." |
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One study showed that the
direct cost of noncompliance is greater than $50 billion in indirect costs. This does not
include such direct costs as hospitalizations, nor does it consider the lack of a return
to normal daily activities and presence of employment limitations or work restrictions.
Since efficiency is a critical issue in today’s hospitals,
one must consider the indirect costs of non-compliance on return visits to the physician,
the hospital, pharmacy, additional treatment of any new medical problems, emergency room
visits, physician appointments, etc. And when the patient is covered by a capitated
agreement, there are significant ramifications on profitability of the provider and on
customer retention.
Customer retention being a critical success factor, what impact might
non-compliance have on the patient’s attendance at work? Much more focus is being
placed on such issues and organizations are measuring numbers of days absent per 100 days.
For example, if a patient’s range of motion is limited after a total joint procedure,
there is a significant impact on quality of life and job performance. Or if a child is
unable to attend school due to a recurring otitis media infection, family schedules are
disrupted.
Phase III Strategic, Consultative sales professionals differentiate
themselves in significant ways. One of the most important is through their understanding
of issues facing their customers. These issues are those that affect not only clinical
effectiveness but business performance. With this as a frame of reference, it
is important to consider how all of your product and service offerings might affect
improved quality of life, more efficient recovery and return to normal lifestyle activity,
wellness, and patient satisfaction.
How prepared are you to discuss such issues as with your customers?
Who within the customer’s organization would be concerned about
the impact of non-compliance or quality of life issues? What part might the payer
organization play in these concerns?
What can you offer in terms of your products or services that will
address these important issues?
The key for us is to do our homework so that our understanding will
help to guide physicians to make sound long-term decisions about their practices and
choices. These physician decisions must include both cost and quality. By understanding
both you will be better prepared to help your customers to justify your products to those
who must balance long and short term concerns. |
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