The quality improvement customers didn't want.
Is investing in new technology always the right choice for a company and its customers? Allan Moulter, the CEO of Quality Care, isn't sure he wants to invest in the computerized reception system that consultant Jack Zadow has outlined for him. But in this HBR case study, the argument Zadow makes is impossible to ignore. Quality Care's rivals have invested in similar systems or are planning to do so. The new system promises to take care of routine busywork, freeing staff up for other interactions with patients. It seems as if the competition hasn't even cut staff and is counting on increased customer retention to pay for the investment. And yet, Quality Care's surveys of its own customers show that they prefer the human touch when checking in. How would customers feel if the first ¿person¿ they met when they came in the door turned out to be a machine? Moulter prides himself on his responsiveness to customers. And with 86% of Quality Care's customers either satisfied or completely satisfied, aren't things fine as they are? Has Moulter considered all the facets of his predicament? How will Quality Care's staff be affected by a decision one way or another? What about the costs of upgrading the system? Can Quality Care maintain its standing without going high-tech? Would customers rebel when confronted with the proposed reception area or would they appreciate the increased efficiency? Six experts weigh the costs and benefits of technology in a service industry.
Iacobucci
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J.L. Kellogg Graduate School of Management, Northwestern University, Evanston, IL, USA.
D000555:Ambulatory Care Information Systems / Q000592:standards*; D001292:Attitude to Computers; D003659:Decision Making, Organizational; D003936:Diagnosis, Computer-Assisted; D006270:Health Facility Administrators; D006279:Health Maintenance Organizations / Q000458:organization & administration* / Q000592:standards; D006801:Humans; D008496:Medical Receptionists; D017060:Patient Satisfaction; D014481:United States