As the CRM and CS were applied to hospitals, customer satisfaction increased and the phenomenon could continue.

 

However, even if CRM was successfully operated, not all patients would stay in our hospitals. I wondered, 'Why are they leaving our hospitals?' Once our customer, but no longer our customer. In CRM, such a departed customer is called a "churner." However, it is difficult to uniformly define the concept of a churner in dermatology clinics. First, I had to give a definition of a churner. For example, if a customer who had Botox injection had not wanted it for more than six months, I saw it as a customer churn. That’s because Botox have to be injected again within six months. In the case of freckles, the patient who underwent laser toning and did not come after 3 months is a churn. Thus, deviation from the relevant period for each treatment was considered as a churn. After defining ‘churn’ by each diagnostic or treatment, I thought that we should analyze the cause of each customer churn.

 

 

Of course, if treatment is successful and the patient do not need to come any further, it is the best result. 'But if it is not for that reason, isn’t it obvious that there is a problem in our hospital?' Most dermatologic treatments often require constant care, so if customer churns have occurred, you need to know why.

 

So I gathered the CRM commissioners and started work on ‘customer churn analysis'. During discussion, various causes of customer churn were suggested. You may not be satisfied with the service, you may have forgotten your appointment, you may live too far from the hospital, the treatment cost may be burdensome. The treatment may have been over, not to mention. We classified the causes by type, and begin to make a prevention manual for each type. And no matter what the cause, we decided that we had to let the churner customers come back to the hospital. That’s why we came up with is a 'churner' campaign. Let's take Botox procedure as an example. First, I extracted the list of patients who should come within 6 months after injecting botox and tried to take a phone call. "You need to come for the next treatment," I asked.

 

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There were four reactions. The first one is ' positive affirmation', “Thank you for taking care of this kind of thing.” The second is negative affirmation' saying like “Oh yes, I will go.” The third one is 'negative denial group'. “I do not want to contact you.” The last is ' positive denial group' which dislike this kind of communications very much. In this way, we divided the patients into four groups to differentiate the ‘churner’ campaign. The positive groups are more likely to visit our hospital again, and the negative ones are excluded from the next contact list because the relationship tends to be worse if contact is made again.

 

Once the churner definition, cause analysis, and recapture programs were established, the list was regularly made available on the CRM program. Since then, the main tasks of the CRM committee of each hospital have become churner retention control and recapture campaigns. The 'continuous relationship building effort' of CRM has made the customer think that 'this hospital is constantly interested in me'. As customers who have been busy to get back to the office and become loyal customers, more and more people are actively recommending Gowoonsesang Dermatology to their acquaintances.

 

-To be continued