Journal of Healthcare Management - September/October 2016 - 331

wHo IS Study Limitations The results from this study are based on a single case and thus cannot be generalized to other settings. Future studies should consider using a larger sample or a broader population. In addition, the findings may have been influenced by the focus group setting in the hospital, which may have led to participant reticence in voicing their true opinions. Finally, a self-selection bias of the individuals who were willing and able to participate in the focus groups may have influenced the discussions. Future research should consider adopting a random selection of participants. CONCLUSION The changes in CMS's reimbursement methodology are forcing hospitals to allocate more resources to improving the patient experience. Successful application of customer service techniques in other industries has led to implementation of these techniques in hospitals. The study findings show that before implementing any customer service tool, administrators need to understand who the hospital's customers are and identify each customer's particular satisfiers. With this knowledge, healthcare administrators can incorporate the customer service techniques that will yield the highest return on investment and advance the organization. REFERENCES Barlow, K. (2000). Physician relations programs can increase referrals. Healthcare Finance Management, 54, 35-39. Bastian, H. (1998). Speaking up for ourselves: The evolution of consumer advocacy in health care. International Journal of a H oSp Ital ' S "c u StoMer "? Technology Assessment in Health Care, 14(1), 3-23. Boote, J., Telford, R., & Cooper, C. (2002). Consumer involvement in health research: A review and research agenda. Health Policy, 61(2), 213-236. Bragadottir, H., & Reed, D. (2002). Psychometric instrument evaluation: The pediatric family satisfaction questionnaire. Pediatric Nursing, 28(5), 475. Brookes, D., & Stodin, N. (1995). The new service relationship: Winning more of your existing customers' business is a more cost-effective strategy than finding new customers. Canadian Business Review, 22, 24-25. Burns, L. R., & Muller, R. W. (2008). Hospitalphysician collaboration: Landscape of economic integration and impact on clinical integration. Milbank Quarterly, 86(3), 375-434. Burns, L. R., & Wholey, D. R. (1992). Factors affecting physician loyalty and exit: A longitudinal analysis of physician-hospital relationships. Health Services Research, 27(1), 1. Christmas, D. M., & Sweeney, A. (2016). Service user, patient, survivor or client . . . has the time come to return to 'patient'? British Journal of Psychiatry, 209(1), 9-13. Covell, N., McCorkle, B., Weissman, E., Summerfelt, T., & Essock, S. (2007). What's in a name? Terms preferred by service recipients. Administration & Policy in Mental Health, 34(5), 443-447. Customer. (n.d.). In Merriam-Webster's online dictionary. Retrieved from http://www .merriam-webster.com/dictionary /customer Deber, R. B., Kraetschmer, N., Urowitz, S., & Sharpe, N. (2005). Patient, consumer, client, or customer: What do people want to be called? Health Expectations, 8(4), 345-351. Edmiston, G., & Wofford, D. (2010). Physician alignment: The right strategy, the right mind-set. Healthcare Financial Management, 64(12), 60-66. Feinstein, A. R., & Cicchetti, D. V. (1990). High agreement but low kappa, I: The problems of two paradoxes. Journal of Clinical Epidemiology, 43(6), 543-549. Fleiss, J. L. (1971). Measuring nominal scale agreement among many raters. Psychological Bulletin, 76(5), 378. 331 http://www.merriam-webster.com/dictionary/customer http://www.merriam-webster.com/dictionary/customer http://www.merriam-webster.com/dictionary/customer

Table of Contents for the Digital Edition of Journal of Healthcare Management - September/October 2016