Customer Service and Marketing

1. 5 Customer Service and Marketing

2. Learning Objectives 5.1 Understand the principles of customer service. 5.2 Create a customer service program for an EMS organization. 5.3 Understand and apply marketing concepts for any EMS agency.

3. Learning Objectives (Cont.) 5.4 Identify image building activities to be conducted by EMS agencies. 5.5 Analyze and modify customer service programs from EMS industry standards. 5.6 Understand the branding process for EMS agencies.

4. Customer Relations • Little time is spent in learning about the need or means of providing for the personal and emotional needs of patients are the system's customers • A displeased customer will tell nine to ten people about an unhappy experience and even more people if the problem is serious

5. Customer Relations (Cont.) • One in six of those unhappy customers will tell up to 30 people about poor service • The same customer will tell five people if a problem is handled adequately • One-third of the customers who experience service problems never register a compliant because it is not worth the effort

6. Customer Care • In their article “StarCare” (JEMS, September 1991): • Mike Taigman and Thom Dick refer to the three C's of customer care: • Courtesy, competence, and customer sense

7. EMS Service Benchmarking • Benchmarking is a means of determining which public and private EMS agencies are doing the best job of customer service and complaint resolution, and then using that information to improve an agency’s performance • Studying the gap between your organization and the best in the business will help you determine where your agency is on the customer-service continuum

8. Public Information, Education, and Relations (PIER) • Public relations is a continuous affair • It must be a priority for EMS system managers, supervisors, and responders because it impacts all levels within the system • PIER determines how the system is perceived as a public service entity and, at budget time, if it is worth the cost

9. Public Information, Education, and Relations (PIER) (Cont.) • Present a good public image while offering tours for school children, conducting community blood-pressure screenings, or making sure the appearance of a paramedic unit or ambulance throughout a shift presents a positive, professional image of the service • Clean uniforms and outwardly caring behavior

10. Public Information, Education, and Relations (PIER) (Cont.) • Public image of EMS is largely based upon news-media coverage • The media can assist in enhancing the public image of EMS by making time or space available upon request for public- service announcements, press releases, or messages about EMS

11. The Importance of Public Information • Providing members of the public with necessary safety information actually serves three goals: • Public service, making our job easier and sometimes safer, and marketing • Educating the public about the value of EMS allows us to serve the public better while furthering the mission of this public service

12. The Importance of Public Information (Cont.) • Public opinion often can be the determining factor in budget and contracting issues

13. Developing PIER Programs • Key elements in the development: • Messages are consistent, easily understood, and disseminated on a regular basis • Symbols such as logos, art, and themes

14. Developing PIER Programs (Con't) • Key elements in the development • Material should be of high quality and presented in an effective manner • Everything printed is a PR tool • Public messages should be sent using a variety of media • Radio, media, newspapers • Public service announcements

15. TABLE 5.1

16. Interacting with the Media • Interacting with the media can intimidate and frustrate EMS managers • Media can be a useful leadership tool, if the managers do their homework • You are not in an adversarial relationship with the media

17. Interacting with the Media (Cont.) • Media members are commonly professionals with a job to do, which is to inform the public without bias • Earn their confidence and they will seek you out for straight answers and fact-finding • “I don’t know yet, but I will let you know” • Be proactive rather than position yourself in a reactive role

18. FIGURE 5.6Tips for Handling Media Interviews.

19. Handling a Crisis • A crisis is an unstable event, critical time, or state of affairs in which a decisive change is impending and a possibility exists of a highly undesirable outcome • Some media encounters are a surprise or occur during unexpected, escalating events where there is insufficient information

20. Handling a Crisis (Cont.) • It is important to require the job of an EMS manager to include the skills for dealing with the media • Identify potential scenarios along with guidelines for management and publicity • Do not permit the staff to berate the media during training exercises

21. FIGURE 5.7Crisis Events Internal and External to the Organization.

22. Media Mitigation • Before a crisis happens, it is important to establish good media relations • During a crisis is not the time to avoid the media and it is certainly not the time to begin a relationship • Prepare a media kit for your agency that includes a description of your agency, the population served, square miles, the number of stations, and staff contact information

23. Media Mitigation (Cont.) • When an event happens, it is important to tell the truth to the media • Not being honest in communication can damage the agency’s credibility • If the EMS agency is handling the media attendance, remember food, water, mints, a smoking area, and aspirin. • The site should be set up with phones, faxes, a copier, computers with email and Internet access

24. Types of Media Available to EMS • Press releases should come from one source and facts double-checked • Press releases should be distributed at every press conference and be on official letterhead • Double spaced, limited to one page, with a contact name and phone number • Press releases should cover the “who,” “what,” “when,” “where,” “why,” and “how” surrounding an event

25. Figure 5.9Example of an EMS Media Release.(Reprinted with permission of West Des Moines EMS)

26. Interviews • Phone calls from media sources should be returned promptly • Coaching a paramedic or EMT through an interview can save the agency and the employee from embarrassing remarks • Ideally, a reporter will forward a prepared set of questions in advance to provide the interviewee time to formulate reasonable and intelligent answers

27. Interviews (Cont.) • Avoid interviews in your office, dress professionally, stick to the facts or prepared written statements • Keep to the point and be brief; however, a simple yes-or-no answer does not suffice • Don’t be afraid to say, “I don’t know” or “I will have to check the facts and report back,” and do not say “no comment”

28. Interviews (Cont.) • Health Insurance Portability and Accountability Act (HIPAA) privacy regulations do not allow for personal medical information to be released without patient consent • Provide general condition and generic information about the patient(s), then refer the news agency to the nursing supervisor for further detail

29. Community Relations and Citizenship • Community relations programs: • Make the right call • Explorer post/junior paramedic • Pre-EMS and CPR training • Baby-sitter training • Health fairs • Community emergency response teams • House numbering

30. Image Building • Branding • A process that establishes direction, leadership, clarity of purpose, inspiration, and energy for an agency’s most important asset: its brand • Branding differs from agency identity • Identity refers to a logo tagline and is usually paired with an image

31. Image Building (Cont.) • Logos should be clean, simple icons that become everlasting over time and represent the total organization • Should be visible on all communications including Web sites, press releases, business cards, newsletters, and signage

32. Image Building (Cont.) • Brands are built from four components: • Accuracy • Consistency • Repetition • Reach

33. Citizen Relations • EMS member participation in community affairs, such as civic groups, school boards, and neighborhood associations • EMS member participation in civic activities, such as community clean-ups, Habitat for Humanity, and charity fundraisers • EMS services should maintain and vigorously promote a speaker's bureau on EMS topics

34. Citizen Relations (Cont.) • Periodically survey public opinion to stay in touch with community needs and perceptions concerning the service • Town hall meetings • Facility tours

35. Celebrate with the Community • Plan, organize, and host special events, anniversaries, and other organizational observances • EMS Weekis a perfect opportunity for a community celebration focusing on local EMS • Identify particular social needs of the community, and develop specific programs to meet those needs • Home for the Holidays

36. Marketing • Marketing is closely linked with PIER strategies, networking, and customer service • Developing solid public support is essential for all EMS organizations • EMS leaders must devote time and planning to effectively market and promote their agency

37. Marketing (Cont.) • Marketing plans should be founded upon customer needs and expectations with consideration to realistic budgets, operations, and resources • The most effective way to identify customer needs is through market research

38. Marketing (Cont.) • Common market research tools include written and mailed surveys, telephone interviews, and focus groups • A classic marketing strategy is to segment the market: • Goals and objectives • Should be specific, measurable, attainable, and written in a clear and logical manner

39. Marketing (Cont.) • Develop specific strategies and tactics to market the service • Determining which strategies will be most effective for different segments of customers • Which service products should be marketed to the different customer segments

40. Marketing (Cont.) • Several questions may help in matching customers with market strategy and service: • What characteristics do all potential customers have? • What characteristics are shared by customers who are most likely to use the service? • What are the characteristics of each major segment of the actual and potential market?

41. Marketing (Cont.) • Must be continually monitored and adjusted to keep pace with changing organizational goals and customer values

42. Assessing Customers • Every patient needs to be treated as you would want your family member or relative to be treated • Customer • Internal customers • Individuals, entities, and organizations who are involved in or with the operation of the EMS system

43. Assessing Customers (Cont.) • External customer: • Traditionally known as “Mrs. Smith” • Mrs. Smith represents anyone who calls 911 and experiences service from the fire, EMS, and communication-center staff • Also include hospital staff, nursing-home staff, law-enforcement agencies, neighboring fire and EMS agencies, contracted services, and elected officials • 360-degree customer service

44. Resolving Customer Complaints • A customer complaint can be defined as any indication that the service or product does not meet the customer or public’s expectations • Government agencies aspire to resolve complaints at the earliest possible time in the lifespan of the complaint • When complaints are not resolved, frustrated citizens redress problems to other levels of government, causing duplication of services and compounding the cost as managerial time is used to resolve the complaint

45. Figure 5.14Principles of Customer Service.

46. Figure 5.15Steps to Build a Complaint and Compliment System.

47. Complaint Information Process • Take a report and separate crew for individual responses • Interview witnesses • Gather physical evidence • Run background and criminal history checks • Intelligence information/information sharing • Interview suspect

48. Complaint Databases • Databases should include: • Complaints from all sources, including telephone calls, surveys, focus groups, correspondences, complaint/concern cards, and personal visits • Key to customer service is to apply continuous quality improvement • Refine, design, and improve the delivery of EMS, placing patient expectations first

49. Internal Customer-Service Programs • We forget to -take care of our own- • Make every attempt as EMS managers to recognize and reward exceptional service • Internal customer service results in employee satisfaction, employee loyalty, and employee retention

50. Creating an Environment of Sharing and Helping • Begin creating this atmosphere by providing the example with how you treat your fellow employees and other departments • Exceed your internal customers' expectations • Say “thank you”