ABSTRACTS

Dcparhiiinit Edifor^W. Benoy Joseph

"An Analysis of Physician Recruitment

Strategies in Rural Hospitals," by Robert A.
Connor, Steven D. Hillson and John E.
Kolcwski, ileailh Care Managenieiil Review,
20(1), 1995, 7-1S.

tive word-ol-mouth cimimunication; con\'erse- the same way as woukl pro\'iders. Therefore,
ly, lair rediess may actually result in positi\'e providers must understand the quality indicaword-of-mouth commujiication wben it is tt)rs that consumers use in making choices and
offered in a positi\e manner. Customers also e\aluating ser\'ices. A two-state mail stirvev
need to he assured tliat dissatistaction is not was useil to investigate this issue.
i'actor analysis of fifteen indicators of qualithe norm nor was it out ol the ser\'ice
ruiting physicians continues to be a chal- provider's control. Attention ti> complaining ty indicated that five factors account for 67% ol
the variation between variables. The five factors
. lenge tor rural hospitals. I o belp rural hospi- behavitir is strongly encouraged
tals recruit more eftectively, the authors underDouglas Fugate were patient experience iniiicators, metlical
took a study to determine which strategies are
Western Kentucky Universitv community indicators, marketing symbol indicators, legal indicators, and practice characterismost effective. Twenty specific strategies were
tics indicators. There was significant evidence
loLiiid, including good medical staff relations,
that the iniportance of ihese factors varieil by
contact with metUcal schools, group practice
age, education, and occupational ditferences.
opportunities, finiuicial incenti\es, and malpracSurvey results showeci that consumers use
tice insurance support. Fhe au[ln)rs eollectetl data "The Market for Obstetrical Services: An
frojn 60 rural hospitals on tlie importance and
hilegrative Approach to Building Relation.ships/' information from their own experiences, includeffecti\ eness of these 20 strategies, .^nd their find- by Brenda S. Marshall and Rajshehkar G. Javalgi, ing word-of-mouth, more otten than information
pro\'ided b\ the health care industry. In addiings indicate that good hospital facilities and ser- luimiiii ofSen'ices Marketing, 9 (1), 1995,60-7.
tion, marketing symbol indicators were found to
vices Mc important and somewhat effective.
Financial support seemeil to be less important
apid chaiiges in health care delivery require he more important than legal indicators or practhan commonl)' thougbt and niay be less effec.new managenient strategies. Because gooci tice characteristics indicators. As a public policy
tive in the long run. Group practice opportuni- strategies demand good information, Marshall and as a practical marketing issue, am attempt
ties, however, may be more importiuit as well as and Javalgi propose a tour-step informati(]n to shift health care into an t>pen-market mode
Tnore effective than is commonly belie\ ed.
cycle to help decision makers increase their must consider the nature of consumer iniomiaR. Keith Tudor market share ot ohstetrical patients: gathering, tion- seeking and da-ision making processes.
Kennesaw State College interpreting, iuiplementation, and ex'aluation.
Marietta, Cia. Gathering involves learning patient preferences
aiid identifying hospital characteristics.
Secondary data can be \ery useful. Interpreting
focuses on the development and evaluation of
"Is Knowledge Really Power for Patients?"
"The Effects of Customer Service on Consumer alternative implementation strategies that by Alicia Ault Barnett, Rusifiess & Health,
Complaining Behavior," by Jeffrey G. Blodgett, e\olve from the data collected in step one. (May), 1995, 29-36.
Kirk L. Wakefield, and James H. Barnes, Implementation puts the chosen alternative into
emand management, used for years in
louriiat ufSemices Markeling, 9 (4), 1995, 31-42. action. Rationalizing the prelerences of all
HMOs and managed eare organizations,
affected parties cxnd overcoming biases are significant barriers in this step. In the fourth step, improves utilization, which can save money
erception of cuslomer ser\ ice {e.g., rcspone\'a!uation, it desired outcomes are not reached, for the patient as well as the organization. An
si\enews, friendliness, reliability and
all elements of the information cycle that lead example of demand management is the process
promptness of employees) is believed to posiwhere a registered nurse answers questions,
to this stage must be reviewed.
tively infiuence choice t-\ni.\ patronage deciThe information cycle is presented within makes suggestions about treatment options,
sions. Conversely, poor service can lead to loss
the context of relationship marketing: develop- and provides a list of potential providers. The
of patronage anci negative word-ot-mouth, discouraging others from making fa\'orable choice ing and maintaining a loyal and pernianent author raises the following questions: (i) fJoes
customer base. Obstetrics is somewhat unique this process really cut costs? (2) Does it
and patronage decisions. I herefoie, marketers
the perception and reality of qualit\?
in that the customer can and often does "shop" increase
of goods and services should create an atmos(3) Could use of non-physician advice entangle
for care in advance of the actual need. Indeed, employers in liability suits?
phere which encourages dissatisfied customers
it is commonplace tor women to reverse the
to seek redress. The authors present a dynamic
The answer to the first question has not
usual sequence and select a hospital hefore
model of the consumer complaining heha\'ior
they select An obstetrician. Iberefore, the infor- been determined by hard statistics but indicaprocess with five possible dependent behavmation cycle can he ^l\^ important component tions are that it does indeed cut costs.
ioral \'ariables {attitude toward complauiing
in the development of a dynamic, sustainable Consumers of the service also seem to appreciand perceptions of "successful" complaining),
ate the information and have a positive percepcompetitive advantage.
f Ivpotheses were proposed and tested.
tion of it. Regarding question two, there is no
Findings suggest tliat seeking redress
regidatory oversight of cjuality, so "buyer
depenils Upon the perceived likelihood ot sucbeware" remains the best policy. Howex'er,
cess. Since complaints cannot be addressed
some regulation is expected in the future. In
unless the customer initiates the request, sellers
answer to the question about liability, this is
must implicilly and explicitly encourage this "A Consumer Evaluation of Quaiity Indicators always of concern in the industry; however,
action. Customers who perceive little likeli- for Physical Care," by Donna T. Motilla and most firms believe that litigation can he a\'oidhood of success are more likely fo engage in William I. Shanklin, lonrnal of Customer Service ed by carefully training their staff.
pre-redress negative word-of-mouth commLini- in Marketing & Managemctit, 1 (3), 1995,103-18.
_ K . Ki-ith Tudor
cation. Sellers must ensure that their customers
'onsumers should be able to effectivi'ly
perceiv'e a high likelihood of redress success.
^compare the quality dimensions of health
Customers expect "interactional justice," thai
is, fair redress delivered with courtesy and (.are services If iiealth care reforms are to have
respect, i'air redress, offered in a negati\e man- their intended effects. Howex'ei, it is unrealistic
ner, may result in loss ot patronage and nega- lo assvune that consuniers will assess quality in

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Spring 1996 Vol. 16, No. 1