India’s Anirban Lahiri and SSP Chawrasia faced contrasting fortunes in the closing stages, even as the threat of lightning forced a four-hour stoppage on the second day of the CIMB Classic in Kuala Lumpur.
Lahiri, lying tied 8th overnight dropped to tied 23rd after a round of 73, while Chawrasia, lying close to the bottom after 16 holes in the second, picked himself with two closing birdies for a 71. Chawrasia is now tied 45, almost the same where he had started.
Lahiri’s 73 was his first over-par round in the last 14 rounds at TPC Kuala Lumpur, a period during which he won the Malaysian Open and finished tied 3rd at 2016 CIMB.
Perez in sole lead
Pat Perez, making his fifth appearance at CIMB, turned in a solid seven-under 65 with eight birdies against one bogey to move into sole lead at 13-under.
Perez had four birdies in a row from second to sixth and added two more on eighth and ninth for an incredible six-under second nine after starting from the 10th.
Chasing Perez was Xander Schauffele, who carded another fine round of 67, that included an eagle, a par, a birdie and a bogey in a four-hole stretch from third to sixth. He moved him to 12-under and sole second.
While Perez won the OHL Maykoba in the wrap-around segment of the previous season, Schauffelle won the Greenbrier and ended the rookie year with a win at the Tour Championships, which was his last start before coming to CIMB for a maiden appearance.
“It was one of those days, when things just didnt happen after that good start,” said Lahiri.
Earlier during the rain stoppage, he had said, “Rain delays is something we are used to in Malaysia.”
But possibly the early momentum was lost when players sat out for a long period, waiting for the weather to clear.
Lahiri had just the kind of a start he would have wanted with a birdie on the first and another one ready to be holed on second. That’s when play was stopped and did not resume till four hours later. When it did, Lahiri missed the birdie putt but made up with back-to-back gains on fourth and fifth.
Then it all turned the opposite way. A bogey on seventh was followed by a couple of missed birdies, before a duffed chip cost him another bogey on 12th. On the 16th he had another bogey and on 18th he went into jungle and then came onto the fairway before reaching the green in four. He needed to hole a 15-footer for par, but missed and finished at 73.
Chawrasia had a bogey on second, but before the rain came in he found a birdie on fourth and was even. A birdie on sixth, following a nice approach shot, saw him under par. The 11th gave him pain for the second day running as he followed up his first day’s double with a bogey today. Making it worse was a bogey on 12th.
Hideki Matsuyama (68), the highest ranked player in the field at No. 3 in the world, was tied 8th at six-under.
Perez, at 41, made his first Tour Championships last month, and on the 2016-2017 PGA Tour season he won once and claimed six other top-10s. He is bidding to become the oldest champion in the CIMB Classic.
Putting the patient first - insights for hospitals to meet customer service expectations
These emerging solutions are a fine balance between technology and the human touch.
As customers become more vocal and assertive of their needs, their expectations are changing across industries. Consequently, customer service has gone from being a hygiene factor to actively influencing the customer’s choice of product or service. This trend is also being seen in the healthcare segment. Today good healthcare service is no longer defined by just qualified doctors and the quality of medical treatment offered. The overall ambience, convenience, hospitality and the warmth and friendliness of staff is becoming a crucial way for hospitals to differentiate themselves.
A study by the Deloitte Centre for Health Solutions in fact indicates that good patient experience is also excellent from a profitability point of view. The study, conducted in the US, analyzed the impact of hospital ratings by patients on overall margins and return on assets. It revealed that hospitals with high patient-reported experience scores have higher profitability. For instance, hospitals with ‘excellent’ consumer assessment scores between 2008 and 2014 had a net margin of 4.7 percent, on average, as compared to just 1.8 percent for hospitals with ‘low’ scores.
This clearly indicates that good customer service in hospitals boosts loyalty and goodwill as well as financial performance.Many healthcare service providers are thus putting their efforts behind: understanding constantly evolving customer expectations, solving long-standing problems in hospital management (such as long check-out times) and proactively offering a better experience by leveraging technology and human interface.
The evolving patient
Healthcare service customers, who comprise both the patient and his or her family and friends, are more exposed today to high standards of service across industries. As a result, hospitals are putting patient care right on top of their priorities. An example of this in action can be seen in the Sir Ganga Ram Hospital. In July 2015, the hospital launched a ‘Smart OPD’ system — an integrated mobile health system under which the entire medical ecosystem of the hospital was brought together on a digital app. Patients could use the app to book/reschedule doctor’s appointments and doctors could use it to access a patient’s medical history, write prescriptions and schedule appointments. To further aid the process, IT assistants were provided to help those uncomfortable with technology.
The need for such initiatives and the evolving nature of patient care were among the central themes of the recently concluded Abbott Hospital Leadership Summit. The speakers included pundits from marketing and customer relations along with leaders in the healthcare space.
Among them was the illustrious speaker Larry Hochman, a globally recognised name in customer service. According to Mr. Hochman, who has worked with British Airways and Air Miles, patients are rapidly evolving from passive recipients of treatment to active consumers who are evaluating their overall experience with a hospital on social media and creating a ‘word-of-mouth’ economy. He talks about this in the video below.
As the video says, with social media and other public platforms being available today to share experiences, hospitals need to ensure that every customer walks away with a good experience.
The promise gap
In his address, Mr. Hochman also spoke at length about the ‘promise gap’ — the difference between what a company promises to deliver and what it actually delivers. In the video given below, he explains the concept in detail. As the gap grows wider, the potential for customer dissatisfaction increases.
So how do hospitals differentiate themselves with this evolved set of customers? How do they ensure that the promise gap remains small? “You can create a unique value only through relationships, because that is something that is not manufactured. It is about people, it’s a human thing,” says Mr. Hochman in the video below.
As Mr. Hochman and others in the discussion panel point out, the key to delivering a good customer experience is to instil a culture of empathy and hospitality across the organisation. Whether it is small things like smiling at patients, educating them at every step about their illness or listening to them to understand their fears, every action needs to be geared towards making the customer feel that they made the correct decision by getting treated at that hospital. This is also why, Dr. Nandkumar Jairam, Chairman and Group Medical Director, Columbia Asia, talked about the need for hospitals to train and hire people with soft skills and qualities such as empathy and the ability to listen.
Striking the balance
Bridging the promise gap also involves a balance between technology and the human touch. Dr. Robert Pearl, Executive Director and CEO of The Permanente Medical Group, who also spoke at the event, wrote about the example of Dr. Devi Shetty’s Narayana Health Hospitals. He writes that their team of surgeons typically performs about 900 procedures a month which is equivalent to what most U.S. university hospitals do in a year. The hospitals employ cutting edge technology and other simple innovations to improve efficiency and patient care.
The insights gained from Narayana’s model show that while technology increases efficiency of processes, what really makes a difference to customers are the human touch-points. As Mr. Hochman says, “Human touch points matter more because there are less and less of them today and are therefore crucial to the whole customer experience.”
By putting customers at the core of their thinking, many hospitals have been able to apply innovative solutions to solve age old problems. For example, Max Healthcare, introduced paramedics on motorcycles to circumvent heavy traffic and respond faster to critical emergencies. While ambulances reach 30 minutes after a call, the motorcycles reach in just 17 minutes. In the first three months, two lives were saved because of this customer-centric innovation.
Hospitals are also looking at data and consumer research to identify consumer pain points. Rajit Mehta, the MD and CEO of Max Healthcare Institute, who was a panelist at the summit, spoke of the importance of data to understand patient needs. His organisation used consumer research to identify three critical areas that needed work - discharge and admission processes for IPD patients and wait-time for OPD patients. To improve wait-time, they incentivised people to book appointments online. They also installed digital kiosks where customers could punch in their details to get an appointment quickly.
These were just some of the insights on healthcare management gleaned from the Hospital Leadership Summit hosted by Abbott. In over 150 countries, Abbott is working with hospitals and healthcare professionals to improve the quality of health services.
To read more content on best practices for hospital leaders, visit Abbott’s Bringing Health to Life portal here.
This article was produced on behalf of Abbott by the Scroll.in marketing team and not by the Scroll.in editorial staff.