See what is happening now at www.healthimpactlive.com
Originally Published: Oct 25, 2023
YouTube Video: https://youtu.be/7SKcmN5gujw?si=EsnGaYTlaMzWSOLe
Revolutionizing Patient Care with 'Hospitable Healthcare'
In this exciting episode of Digital Health Talks, we're thrilled to host healthcare and hospitality expert, Dr. Peter C. Yesawich, as they unveil the secrets of their forthcoming book, "Hospitable Healthcare: Just What the Patient Ordered!" (Indigo River Publishing, September 5, 2023).
Join us as we explore how healthcare experiences can be transformed by borrowing principles from the hospitality industry. Most of us can attest to the stark contrast between our interactions with hospitals and those with hotels, resorts, and restaurants. But what if healthcare providers served us with the same level of hospitality? Dr. Yesawich dive deep into this intriguing concept.
Together, we'll journey through 24 common service touchpoints shared by the worlds of hospitality and healthcare, where they introduce their innovative PAEER model (Prepare, Anticipate, Engage, Evaluate, Reward). This model is grounded in the principles the hospitality industry has used to create exceptional guest experiences, and it holds the promise of revolutionizing patient care.
Revolutionizing Patient Care with 'Hospitable Healthcare'
[00:00:00]
Megan Antonelli: Welcome back to Health Impact. I'm Megan Antonelli, your host, and today I have a guest who needs no introduction.
Peter Yesawich is a visionary figure who has made an indelible mark on [00:00:36] marketing, healthcare, and hospitality. Three things I care deeply about. As Chairman of the Hospitable Healthcare Partners, he's led a consultancy that bridges healthcare and hospitality, enhancing the patient experience with decades of experience and expertise.
Peter has shaped programs for iconic brands like Fairmont and Disney throughout his career. He's transformed healthcare as Chief Growth Officer at Cancer Treatment Centers of America. And a master in the field, he's co authored several books and that, and is also a visiting associate professor at [00:01:12] Cornell.
His journey from Cornell to, to Yale, to Stanford has shaped marketing, healthcare, and hospitality. And we're honored to have him here today to talk to us about his new book, Hospitable Healthcare, Just What the Patient Ordered. Welcome, Peter. Thank you for joining us.
Peter C. Yesawich, PhD: Delighted to be here, Megan. Thank you.
Megan Antonelli: So tell our audience a little bit about your background, which is unique coming from, you know, Disney all the way to healthcare to CTCA, and tell us a little bit about that. Sure.
Peter C. Yesawich, PhD: Well, let me turn the clock back. I, when I finished school, I have a doctorate in psychology and finished school, went into the marketing business right away.
Service [00:01:48] marketing and the hospitality business, as you mentioned, had a wonderful run there for 30 plus years. working with brand names that your listeners would recognize. And then in the late 90s, I was invited to practice some of that craft on behalf of a health care company, as you mentioned, Cancer Treatment Centers of America, because the chairman of the company at the time was a believer in the power of hospitality as a as a way to compliment the clinical expertise of the organization to help patients fight their disease.
And obviously, in that business, it was [00:02:24] oncology. Most of the patients were diagnosed with an advanced stage of a complex cancer. So I did that for 10 years. I hung up the cleats, so to speak, in the traditional marketing business. And I put a healthcare hat on. I learned so much about not just the business of medicine, but the practice of medicine as it relates to oncology.
And it really, it served to allow me to kind of bear witness to what inspired this book, which is the importance of hospitality and the delivery of care and how that impacts patients.
Megan Antonelli: Yeah, I think with oncology so much so because they're coming, you know, they have to come back and, you know, so [00:03:00] many times for treatment.
I mean, that's one of the, you know, really the most arduous things to go through. So I imagine, you know, I can see why that would inspire. Tell me a little bit about the specifics there in terms of, where you felt the need was and really what some of those principles of hospitality that you were able to apply.
Sure.
Peter C. Yesawich, PhD: You know, one of the things that I observed was the very thoughtful way that at CTCA, they really anticipated the level of anxiety that patients would bring to their engagement, you know, from the moment that the first phone call came [00:03:36] in. And first thing I did actually, the first day that I joined C.
T. C. A. I went to the call center. I put on a headset and for about eight hours, I just listened to conversations that were coming in over the wire. And it was amazing to me to listen to the sense of anxiety, the desire for information guidance and so forth that was coming from, you know, prospective patients and then and how the incredibly well trained counselors they had there would respond to those questions.
But that was just the beginning. And then the first time I entered a hospital, it felt like I was walking into the lobby of a J. W. Marriott hotel. [00:04:12] You know, there was no clinical white, you know, color palette. It was all Neutral tones. There was a grand piano in the lobby and you know, very soothing music.
A wonderful aquarium. The lighting was adjusted appropriately. There was no front desk. You were greeted personally by a a concierge. I mean, the whole experience was completely different. And and even right down to the meals in the restaurant to the accommodations for loved ones that were there with patients who were undergoing treatment.
And it was a culture that was born of an idea [00:04:48] that the chairman had, and this was brilliant. And he called it the mother standard. And what that meant was that every employee of the organization from a van driver to a to a surgeon was thoroughly tested and vetted to live the mother's standard.
And that was that they would deliver a level of care that would be appropriate for your mother in the event she were to get a cancer diagnosis. And they lived that. And anyway I observed that for 10 years. I watched the impact that had. I was privileged to ghost many [00:05:24] rounds with clinicians, and I would listen to conversations with patients, many of which were extremely difficult conversations that were undertaken.
But I witnessed firsthand what the hospitality aspects of care delivery did to allow them to to receive that care in as positive a way as possible.
Megan Antonelli: That's great. I, you know, we've talked about patient experience and the importance of that so many times. And I think that listening and that active participation of what's happening on in the floor, in the rooms with the patient is so important.
And it sounds like at CTCA, [00:06:00] they had, you know, that was there, that, that feeling, that, that culture was there before you got there. So what made it, you know, what made it different? And then What is it that other organizations are missing? Because needless to say that is not the replicable experience everywhere.
Yeah,
Peter C. Yesawich, PhD: no, it's a wonderful question. And I've thought long and hard about that. And I think the easiest way to answer that is at C. T. C. A. Everything was, what was thought about and acted upon from the point of view of the patient, you know, and I [00:06:36] think that sounds like, you know, you know, pretty mundane because you hear that all the time and patient experience, but they actually live that whereas in most other health care experiences, everything is thought about and viewed through the lens of the provider.
It's completely different, you know, when you think about that. So the provider you know, determines when you can come in. The provider will tell you where to sit. The provider will, you know, dictate all of the aspects of your care, naturally in the, what they believe to be in the best interest of the patient.
But what they fail to recognize is that [00:07:12] patients don't necessarily agree with their approach. They bring, you know, to the engagement different levels of understanding, knowledge, anxiety. Expectation, you know, all those kinds of things. And unless those are accommodated individually by the provider, what happens is there's generally a misalignment.
You know, it starts with, you know, you and I were talking about earlier when I ask people, you know, who say, Oh, it's kind of interesting book. I said, well, let me ask you a question. Have you personally ever had a healthcare experience that disappointed you or went wrong? And everybody's had nods, you know, vigorously.
And I say, [00:07:48] well, let me try this on. I'll bet that it had nothing to do with the clinical outcome. They say, you know, you're right. I said, I bet it had everything to do with the way the care was delivered. And that starts the conversation. They say, you know, if the provider had just kind of, kind of reversed the focus of this and say, look at this through the lens of the patient, not through the process of the provider, it might take you to a different place.
Megan Antonelli: Yeah, for sure. And, you know, and having hosted many discussions around patient experience and what can be done. And bringing the patient to the table [00:08:24] for those conversations to write, getting that feedback. And of course, now, I think it is pretty standard. You get that feedback survey, but it wasn't always.
And what are they doing it other than, you know. Scoring and all of that. Are they really responding to it? I guess. What are some of your, you know, key ways that organizations can do that? Especially when I think we've talked a lot also about provider burnout and physician burnout and clinician burnout.
They're overworked their hospitals are under resourced. You know, it is not Disney. It is a different experience. You come with a whole set of different expectations. [00:09:00] So what is it that, you know, what are some of the things that hospitals can really,
Peter C. Yesawich, PhD: let me tell you, as I mentioned, we looked at 22 points of service engagement that are common to both healthcare and hospitality.
Ran all the analytics and then at the back end have come kind of five themes. I'll just mention them very quickly. These are the themes that are the biggest deficits, right? And the patients tell us in the delivery of care, healthcare versus hospitality. The number one theme and the source of this kind of dissatisfaction deficit, this probably will come as no surprise to you and to your listeners, is not [00:09:36] knowing or understanding the cost of the service Before it's provided.
And if you think about that, you know, certainly more often than not when people present for any kind of health care service, it's more an exception than the rule that they're told what it's going to cost. And obviously we could spend a fair amount of time talking about the disappointment and surprise that occurs after the fact.
And, you know, and I share that again with health care administrators as well, you know, it's very difficult, you know, to do that. How could we fix that? I said, Well, you know, [00:10:12] as a provider, generally the kind of the range of what the cost of that care delivery is going to be because you have contracts right with providers and with insurance companies and so forth.
But rarely is that disclosed. And one of the suggestions we make in the book a little bit controversial, but I think it makes a lot of sense is when health care providers confirm appointments, they should also with that confirmation, send a pro forma estimate of what the cost of the care is going to be.
Now that could take us off into a different conversation, but that addresses the first kind of deficit. Second [00:10:48] deficit. Not surprisingly, is that health care patients generally told us they don't feel that they're appreciated for their business. Now that kind of takes it out of the realm of really the clinical aspect of it, but they're saying, hey, we're customers too.
And, you know, when we patronize a hotel or resort or restaurant, you know, very frequently our staff, you know, thanking us for our business. And generally, that's not the case, you know, when, at least that's what consumers tell us when they consume health care. And believe it or not, that's the second kind of source [00:11:24] of this kind of deficit in the delivery of care.
The third area that came out of all the research Was there disappointment with the whole reception and the arrival experience in the arrival environment and whether or not the arrival experience is welcoming? Do people feel welcomed? You know, we all had jokes about, you know, showing up and we're looking through the.
You know, the plastic divider, and there may be some rare eye contact as the receptionist is focused on the computer screen, and then you're handed the dreaded clipboard, you know, and you've got to go sit down and fill out the, and you say, wait a [00:12:00] minute, I just filled that out three months ago when I was here.
We always understand it, but we need to have you do that again. Anyway, so that whole experience. And then whether or not the people they interact with there make them feel welcome or make them feel like they're genuinely interested in serving them. That's a training problem. Fourth theme, logistics. We all have a story about trying to book an appointment that's been a headbanger.
Right. Where we say, gee, you know, well, sorry, we can't accommodate just today. I had an example of, I was trying to get an appointment with a dermatologist and I was told, well, [00:12:36] our dermatologists are very busy, nothing available for four months. And I thought myself four months. That's incredible. I said, well, why don't we start this way?
Why don't you tell me what is available? And then I'll tell you whether or not I can accommodate that. And so not to be a smart guy, but the whole idea is if you kind of turn this around and say, okay, it's. Why don't you tell us what you would like and let's see if we can accommodate that now. We may not be able to do that now.
Interesting phenomenon. I don't know if this is true where you live, Megan, but here where I live in South Florida, we now see lots of [00:13:12] advertisements for same or next day appointments. And you say, gee, that's kind of interesting. How is that possible? Particularly for really complicated, you know, diseases like cancer, you know, it's the same day appointments.
Well, what they're doing is they're deconstructing the appointment. So you may not see the oncologist. The same day or tomorrow, but what you would see is an intake nurse who would accommodate all of the preparation that's necessary for you to have a really constructive discussion with the oncologist.
You know, it's interesting, even if you have to wait, you know that six to eight weeks to see the [00:13:48] oncologist. The patient experience is so much more positive 2448 hours an opportunity to express their concerns share their medical records, whatever it might be. Anyway, so that whole service logistic issue.
And then finally, the fifth category is service assessment and recovery from bad service. You know, if you have a horrible anniversary dinner in a restaurant, what happens? I know you're going to get complimentary dessert and a cordial, right? Maybe they'll take the entree off your bill. If you have a bad night in a hotel, they say, well, tell us what happened.
The front desk clerk is the one [00:14:24] that will go ahead and give you the credit. You got a problem with a healthcare you know, procedure that went wrong. What happens then when you try to dispute that? Well , you go into a black hole, right? You may involve with some kind of extended debate with the insurance company.
Anyway, we all know the outcome of that, right? Why? Why do why does that happen? Well, we could talk for hours about that. You would like to find deficit.
Megan Antonelli: And I think so that last 1 in that 1st 1 where you get into some of the, you know, Elements of the problems that are sort of out of the control of the health system, [00:15:00] because you are involving the insurance and the coverage.
However, I mean, to your point, like, with cost, when I go to my dentist or my oral surgeon, or my orthodontist, they know, and they. Are aware that people kind of price shop because they know that the coverage is, you know, we all know that our coverage isn't going to be full. So they do all that stuff for us, right?
They contact the insurer and they say, okay, this is going to cost this and this is going to cost that. And, you know, and they're able to do it. So that service is part of what they provide, knowing that there's, [00:15:36] you know, that choice is being made. And I think, you know. With elective care and non emergent care, it is a lot easier, of course, and health systems, you know, can certainly get that.
And I think, you know, we talk a lot about technology and automation, and these are things that, you know, those contracts are signed the, you know, it's not like that, you know, we're negotiating, you know, new contracts with the payer every time someone walks in the door.
Peter C. Yesawich, PhD: Yeah. And the reality is that, you know, for most of most, if not all of those elective procedures that there is a prior approval that is given by the insurance [00:16:12] company, you know, before the appointment is confirmed.
So, you know, when I make that suggestion to providers, they say, well, you know, you can't do that because we don't know we're going to find when we get in there. I said, I understand that. So you do a pro forma estimate with the disclaimer that. The range estimate that you've been given is subject to change based on tests that need to be conducted, the examination and so forth.
And I think just giving patients that, that, that preliminary look at what the cost might be, according to our work. would go a long way toward resolving the deficit, the number [00:16:48] one deficit that they tell us they have in the consumption of health care, which is not knowing the cost or not understanding the bill.
Megan Antonelli: Right. And what's your recommendation to health systems in terms of how to do this? Do you tell them, you know, start with, you know, start with the finance department or do you start, you know, because it. Sounds like at CTC, it was a culture of service that they built in across the organization, but some organizations may not have the resources to do that.
What are the, you know, what are your sort of best practices or advice? That's
Peter C. Yesawich, PhD: a great question. And it's a complicated answer, but. It [00:17:24] requires the, you know, the integration of, first of all, the commitment from senior management that says we believe patients have a right to know, and that we want to, to the best of our ability, we want to give them that.
By the way, you know that the proclamation that the Trump administration changed. Endorsed back in 21 about hospitals having to publish now the prices for 300 common procedures, you know, on their websites. And even as of last week press reports and the healthcare trades is a lot of hospitals are still not compliant with that.
They're still fighting it, you know, because the idea is, you know, we've all read stories about people who [00:18:00] shop an MRI or people who shop a colonoscopy. You know, and they find these incredibly wide variances in prices. Well, the whole idea is the providers know what it's going to cost them to Jim, within reason, you know, to deliver that care, they just don't disclose it.
So my answer to your question is. You do a pro forma estimate with a range which is known at the time the appointment is confirmed because an approval was given to see the patient with a disclaimer that says, you know, this is subject to change based on. And again, it's not going to be [00:18:36] precise, but it's going to be probably in the ballpark.
And that goes a long way toward helping patients understand. To help them make a decision, you know, as to what it is they want to do. And what it does is it minimizes the risk associated with the unpleasant experience after the fact of, you know, getting a bill that you don't understand or one that you want to dispute.
And, you know, the whole other thing that that we looked at, which will be intriguing to you is the whole concept from hospitality of a performance guarantee, you know, and years ago, Holiday Inn was the first one to say that. You know, best surprise is no surprise. So if you stayed [00:19:12] with them for a night, you didn't like it.
They say your stay was for free. So we say, is that applicable to healthcare? And as it turns out, there's one hospital system in the country. It's in Pennsylvania that has a program called proven experience. It's the Geisinger health system. And it started a couple of years ago and very progressive thinking.
And they say, well, you know what, as a patient, if you have an experience with us, that is unsatisfactory. Now, it's not the clinical outcome, but it's all of the elements of care delivery, unsatisfactory. You can express that dissatisfaction to a patient advocate and it's the patient [00:19:48] advocate, by the way, not some buddy sitting in the accounting office who renders the decision.
And if they determined that copay.
So you don't have to pay for it. And we thought, wow, that's really an interesting idea. Why isn't it more health systems don't pursue that? Right. Because that's a testament to their belief in their own credential. You know, that they really do. For sure. So there's a lot of good stuff in the book on principles.
Yeah.
Megan Antonelli: Yeah. I mean, that's amazing. I mean, it's kind of in this, I mean, the discussion of cost transparency has been a long one and hospitals [00:20:24] are so slow to come to the table with those prices is, you know, and if you think about the service and what you get and, you know, whether it's airlines.
You know, which are notoriously not the great greatest in front of us or service, but Ritz Carlton to you know, Starbucks, right? I mean, the cost is there. It's transparent. You know, it's not and it does reduce your anxiety, right? You know that it's not, you know, you're not going to get this big bill at the end.
Whereas when you go to a restaurant and the prices aren't on the menu, you're always a little nervous,
Peter C. Yesawich, PhD: but, you know, it's really interesting. 1 of the things that has. [00:21:00] Accelerated the growth of the hospitality industry that we still don't see in health care is this whole concept of yield management and pricing and you know, the whole idea is that, as you know, when you go online to book a hotel room, you have a choice as to when you want to go because the prices are different, which day of the week, you know, which room you want in the airline business, you have choices between different times of day where you want to sit and all those kinds of things.
In health care, you have no choice. And we asked the question, why is that? Wouldn't it make more sense if you know, healthcare consumers had some element of choice so they could decide, [00:21:36] well, I'll go in for a scan on a Saturday morning, not a Tuesday morning, if I can get a 10 percent discount or something, you know, so the whole, that's a whole revolutionary thinking around that as well.
Megan Antonelli: Right, right. That would be amazing. Yeah. No, and I think, you know, choice, transparency and then the elements of experience. And, that you talked about, I think, in some cases, some of the health systems are even overcompensating because they aren't able. They feel that they're not able to impact the transparency or the cost in that they don't have total control over that.
So they overcompensate with respect to the experience and in terms of the grand piano and all of that. I mean, [00:22:12] I think it does make a difference when you walk in and you feel that. But and then, you know, as you know, we've talked a little bit about competition. You know, I mean, this environment is changing.
It's not just you know, which cancer hospital are you going to go to? Or which ER are you going to go to based on times? But it's, are we going to even leave our home for the care that we need? So what are your conversations with folks about, you know, about that shaping? Well,
Peter C. Yesawich, PhD: you know, that's one thing that we say kind of looms on the horizon that we think is going to accelerate a lot of what we advocate in the book.
And that [00:22:48] is transparent. The transparency and pricing is we've just discussed number one, which is not only being driven by consumer choice, but it's being legislated. You know, as I mentioned a moment ago, and I think we're going to see more of that number one. But number two If you think about the architecture of the healthcare industry, it's primarily a lot of independents and local and regional providers.
That's the way the hospitality business began back in the 60s, and now, as you know, there are probably four or five kind of Very large holding companies that dominate the landscape. They have different brands, but they dominate the landscape. [00:23:24] And the common kind of thread in all of that is their loyalty programs.
So if you think about Hilton has something called honors and Marriott has something called Bonvoy. So it doesn't matter if you stayed at a residence in or a Marriott or JW Marriott, that program is available in all those locations. And that's designed to generate repeat patronage that was driven by competition, the need to do that.
And we think that the healthcare industry is rapidly approaching that point in time where the same thinking is going to apply. And that is, as more and more hospital systems acquire others, as hospitals acquire [00:24:00] physicians practices and there's this consolidation underway, the issue of competition is really going to start to percolate.
And that's where this whole concept of the patient experience becomes more than a nice thing to talk about, because that news is going to spread like wildfire on social media and other places, and patients are going to exercise that choice. And all of a sudden, the dimension of patient experience becomes a competitive advantage, you know, for providers.
Because of the competition.
Megan Antonelli: Yeah, right. Yeah. No, it's interesting. I mean, no one wants to be a frequent flyer, but as we shift the, [00:24:36] you know, when we all say how healthcare is not meant to be a sick care system, we need to switch that. And if we switch it to this, what it needs to be, if we evolve in the right direction, whereas a preventative care, you know, and a.
Care management, you know, program and platform, then those types of rewards and you know, frequent flyer miles, if you will, actually, you know, start to pay out. Right?
Peter C. Yesawich, PhD: Because that's a very controversial idea. You know, when I discuss that with, with more traditional healthcare providers, and they, I can tell from their body language that they get kind of upset when I say that, but I said, just think [00:25:12] about this, you know, not only did the consolidation of hospitality contribute to its growth, but the other was the philosophy that, that you could identify groups of.
In that example, customers that share different value systems. And once you did that, you could create programs that would recognize that. So the whole thesis was as long as you treated everybody the same way, you could serve them differently, right? So you could have them check in a different line.
You know, you could have them stay on a different floor. You could have them pick their seat first. You know, you have more overhead bin space, you know, and they say, you know [00:25:48] what, people accept that. And they say, well, I don't need all that bin space, but I want a cheaper ticket. You know, and he said, okay, well, so the whole idea is that as long as you treat them, they all get the same quality of the meal and security in the airport, but you can serve them differently.
Now that's a radical idea in healthcare, but we think it's an idea that you're going to see begin to emerge because you already are with concepts like concierge medicine,
Megan Antonelli: for example, right. People are paying for that already. Just not examining your regular, right. Yeah.
Peter C. Yesawich, PhD: But even, you know, and you know, the comment that I typically get when I [00:26:24] introduce that is you say, well, you know, you can't provide those kinds of inducements because it's against the law.
And I said, well, I understand it's against the law if it's financially based for Medicare and Medicaid. I'm not, that's not what I'm suggesting. What I'm saying is that you might want to identify and reward people who Say are more interested in, say, say nutrition, you know, as it relates to their wellbeing, and you invite them to attend lectures on how to prepare food in a more healthy fashion.
How to shop healthy, you know, how to, you know, I, there are all kinds of educational programs, ways to wellbeing, ways to do, yeah. . It doesn't have to be financial, but it can be educational to enhance their [00:27:00] wellbeing.
Megan Antonelli: Right. Yeah. Or even incentivizing. I was talking to Dr. Gita neer this morning actually, who she's recently written a book as well. And you know, about misinformation and how the marketing and patient information piece of the health system needs to, you know, improve basically, you know, that they're not doing enough to advocate, you know, sort of the truth and the science behind the medicine that they need to preach and that you know, that there, there's an opportunity there.
And to some extent, it's like rewarding your. Patients or, you know, even the community by having them engage in some of these types of [00:27:36] educational activities, right? So that you have so you increase literacy, you know, and health care literacy within the communities without, you know, by giving those types of, you know, moderate incentives, whatever they
Peter C. Yesawich, PhD: may be.
Yeah. And that's a fascinating question. And obviously a looming problem, you know, and as it relates to, you know, the accuracy and the veracity of, you know, what people find on these online reviews and so forth. And I think health care can learn a lot from hospitality by looking at how they've tried to deal with this because they, you know, for years, they've been dealing with things like false reviews and [00:28:12] critiques and, you know, and we don't see a lot of that in health care right now.
I suspect we will as competition becomes more prominent, but you're absolutely right. That's a, it's a critical issue. Baltimore reason why you know, transparency is critical because the truth has a way to out. You know, now that now we've got another thing to deal with this whole AI situation, but it's a very critical question.
And I agree with that. And I certainly endorse the need for accuracy
Megan Antonelli: there. Yeah, no, it's you know, it is a brave new world out there in terms of that. Tell me a little bit. I mean, as you've, [00:28:48] I'm sure watch hospitality closely, and that You know, it has changed, right? I mean, that consolidation that's happened.
What are the top things that they're doing right that maybe healthcare is nowhere even near yet, but should be thinking about?
Peter C. Yesawich, PhD: Great question. Number one is hospitality prepares for guests arrival, healthcare doesn't. What does that mean? I sign up for a program. I disclose all my information where I live, my credit card and so forth.
So when I show up, they don't have to ask me 10 questions that I got to fill out every time I show up. By the way, if I show up in Hermosa Beach I [00:29:24] don't, they don't need to ask me questions there. If I show up in Dallas or if I show up in Miami, it's all in the system, right? Healthcare providers just don't do that.
The other is this whole concept of Understanding my personal preferences. The again, I'll go back to the hospitality business. They know that I like a high room away from the elevators and I like I like a certain type of pillow, right? That's all on my record. So they don't have to ask me that every time I show up.
They can anticipate that and Now, unfortunately, in health care, they got asked me that every time because they haven't thought ahead to create these what we call CRM programs, [00:30:00] customer relationship management programs, the databases that basically record preferences, and people are more than happy to disclose that information if it's confidential and treat it as confidential.
If it will facilitate their consumption and hospitality does that very well to the point where you don't even have to stop at the front desk to give your credit card to check out. You just walk out, you know, and everything works beautifully. Try that in a hospital.
Megan Antonelli: Yeah, right. We didn't really talk about discharge of the hospital is often the most painful and [00:30:36] that's when you're, they're leaving. You'd think you'd want to at least them to make them happy sending them on their way. But well, we go
Peter C. Yesawich, PhD: through in the book, we go through those five. We have a model in the book.
We call the payer model. You got to kick out all this. It's when I say payer, most people in health care, I say, Oh, P A Y O R in their head. I said, no, it's P A E R, and the P stands for prepare, the A is to anticipate, the E is the first E is engagement, the second E is evaluation, and the R is reward.
So we have a model in the book, which we've introduced in five steps, and for each of them we have very specific [00:31:12] activities Megan, that answer the question you just asked, which is, well, how is it different in hospitality and things that we think health care providers could do to to really improve the patient experience?
Megan Antonelli: Well, that's great. That's perfect. Well, tell me, tell our audience a little bit how to reach you and how to find the book. Very
Peter C. Yesawich, PhD: simple. Go to Amazon. com and Google hospitable health care. A lot of people say, well, it's hospital health care. No, it's hospitable health care. And when I say that they finally get the, because it's an oxymoron, right?
For a lot of people, right? Oh, I finally got it. I finally [00:31:48] got it. Yeah. Go to Amazon, go to Barnes and Noble. It's on all of those, or. If you want a little more information before you might order the book, go to hospitablehealthcare. com. We have a website up that gives you a couple of data points, got some great videos in there from healthcare providers who are at the top of their game and hospitality people at the top of their game and it's got our payer model in there too, so you can take a look at that as well.
Hospitablehealthcare. com.
Megan Antonelli: Perfect. Well, thanks so much for joining us, Peter. That was great. And I look forward to [00:32:24] seeing you hopefully on, on stage in person sometime
Peter C. Yesawich, PhD: soon. It'll be a pleasure. Thanks for the conversation. A lot of fun.