Integration of E-CRM in Healthcare Services: A Framework for Analysis

Integration of E-CRM in Healthcare Services: A Framework for Analysis

L. C. Burr (University of California – Riverside, USA), R. A. Patterson (The University of Alberta, Canada), E. Rolland (University of California – Riverside, USA) and K. F. Ward (University of California – Riverside, USA)
Copyright: © 2007 |Pages: 12
DOI: 10.4018/jebr.2007040101
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The quality of service which could be delivered by the U.S. healthcare system is in contrast with the customer’s perceived expectations and reported levels of satisfaction. Due to the uncertainty about stakeholder views and the anomaly of the third-party payment system, healthcare service providers are accused of not relating to their patients. This article examines how—by using an analytical framework—a healthcare provider can develop competitive advantage through implementing electronic customer relationship management (e-CRM) systems that create per-ceived customer value for its patients. This framework allows the firm to systematically look at points where the customer interacts with specific organizational assets. By examining individual interactions and understanding how the customer perceives an interaction, the firm may then develop specific e-CRM systems to maximize the value a customer may realize through that in-teraction. Due to the in-depth and lengthy nature of most patient relationships with a healthcare provider, the healthcare industry is used as an example of how this framework can be used by all service providers.

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