I would like to share with you the experience of Hospiten Group in its CRM project. I think that the project is very interesting, and the results achieved better. On February 2008 I gave a general overview in the 8th SAP Public Services Ecosystem Summit 2008, and my feeling is that people was very interested in this topic, so this is a good way to share this experience.
First of all, I think we need to know the Hospiten Group. Hospiten (http://www.hospiten.es/) owns 10 hospitals in Canary Islands and other tourist locations: Malaga in Spain, Mexico and Dominican Republic. They have more than 1000 beds and more than 1.5 million of patients annually.
In 2006, before the CRM Project, the telephone channel to customer was very important, but:
- There were 77 different phone numbers to contact Hospiten
- There were one or more call centers per hospital (in total, 35 points of call for customers)
- 57 call center – operators working in the channel
- For example, Rambla Hospital, that was the pilot in the project, receives more than 1000 daily phone calls. 40% of these phone calls were unattended
- Nursing staff wastes time on call attentions because call center operators fail to have sufficient knowledge to inform to info-requests.
With this situation, Hospiten starts the CRM project because they want to improve the relationship with their customer/patients. With this goal, they implement CRM in order to be able to:
- Give an appointment to a patient
- Give information on preparation for tests and therapies
- Give general information about status of service request (laboratory, radiology,…)
In this way, they have implemented an “operator assistant”, that guide the work of every operator. So, the operator can see in the welcome message for the patient, his appointments, the usually actions that he must do to answer the customer (create appointment for x-ray, …). The operator can access to the corresponding SAP Patient Management transaction (i.e. Create appointment – NR16).
The project was done in 6 months, and the customer is very happy with the result. There are several aspects that I want to remark about the results:
- Reduction of points of attention by phone, and the goal is unify the phone number for hospital, and later, create an unique phone number for all group. With this situation, they will cover 24 hours, taking advantage of the time difference between Europe and America, and with multilingual service.
- Reduction of number of phone operators. With the “assistant”, is easier to answer a customer, because the system guide the operator. Before CRM project, in some cases, the patient needed to talk with a concrete department, now he can talk with any phone operator.
- Homogeneous response to the patient: with the assistant, the answer is the same, regardless of the operator.
- 50% reduction in number of unattended calls, this is especially important if the hospital wants to win its customers.
There is a fact that surprise to me regarding with caller identification. I have said that success in caller identification is 40%. To be able to reach this figure, they had to debug the telephones of the patient database, and this was a hard work. In the phone number field we could find things like “922-62-11-22”, “918.104.22.168”, “Mobile phone mother’s 922.214.171.124”, … so they needed to standardize this phone numbers, to “922621122”.
The pilot project has finalized, and now they are doing the roll-out to the rest of hospitals. It is not a hard work, and when they will finish the roll-out, we will know the global figures: reduction of phone-operators, etc… and they will be able to evaluate the ROI.
I would like to finish with a sentence said by the Ophthalmology Department: Nursing and technical staff “finally get rid of PR tasks and can concentrate on the real job.”