Describe a successful process innovation that occurred in your focal service organization. How did customers likely respond to the innovation? How did competitors respond to the innovation?
Most hospitals cannot perform all of the diagnostic testing submitted by doctors. Worse than that is the cost associated with doing small volume tests. Often times the hospital laboratory is seen as a cost center. This has been the force of consolidation of tests to be performed in bulk at reference labs outside of the hospital. This passes logistics costs to the patient and drives up the cost of healthcare. IHC has built an internal reference lab at their largest hospital. Acting as a reference lab this facility recieves specimens from smaller IHC facilities and other local hospitals, clinics, and reference labs thus increasing test volumes. Now competitors are customers as testing costs have dropped as IHC can leverage its volume of scale. This relieved the smaller hospitals and clinics of testing demands for non-stat assays. Thus they could reduce laboratory hours, equipement, reagents, and consumables to meet the lower demand. Now the lab is no longer such a burden.
Identify 2-3 specific barriers to entry that give your focal service organization the greatest advantage? (e.g., opportunity to obtain sustainable advantage and/or what makes it difficult for others to enter the market).
1) Human capital locked up in professional staff. This is a finite resource in order to entise Doctors and other staff to leave would require a huge financial burden. It also takes 8-15 years to produce more doctors, nd 4-6 years to produce more nurses, this gives IHC a lag time if universities were to increase educational seats for these professions to lock up future talent.
2) Capital equipment costs is another major barrier.
3) Land or location in proximity to the public is locked up in the city. It would be difficult to compete for IHC customers on the basis of time equity of customers.
Monday, April 12, 2010
Monday, April 5, 2010
Service Journal: Question 13 of 15
Imagine that your focal service organization is going to expand into a country which has a very different culture from the home company. Identify that country and a few significant cultural differences between the home and expansion countries. For each difference listed, indicate how the service process may differ between countries.
IHC has seen the opportunity to expand to France. The main cultural differences between the two countries, based on the Hoffstede-Bond model, is their uncertainty avoidance and power distance ratios. Their cultural elements (ceremonies, rites, rituals, stories, myths, heroes, symbols, and laguage) also play an important role in shaping culture. Americans are high in low in both uncertainty avoidance and power distance, whereas, France is high. Uncertainty avoidance measures a cultures focus on conflict aviodance. Cultures that score high prefuer to aviod competition, aggression, and conflict. Thus service given in the states would be unagreeable to the French in that it would seem up in their face, and in their way. Power distance is the way i chich status and social position is accorded and percieved. Americans give little heed to power distance thus an individual is awarded status according to their personal abilies, where as, the french may attribute status dependant on race, sex, or metier (job).
Given the French are high on unceartainty avoidance service of these individuals would adapt touch points that are more aloof than american processes. Understanding power distance would help with scheduling of patients. If for example a pregnant woman was scheduled for an appointment and then made to wait for others would make those that go before her uneasy and make the pregnant woman extremely affronted.
IHC has seen the opportunity to expand to France. The main cultural differences between the two countries, based on the Hoffstede-Bond model, is their uncertainty avoidance and power distance ratios. Their cultural elements (ceremonies, rites, rituals, stories, myths, heroes, symbols, and laguage) also play an important role in shaping culture. Americans are high in low in both uncertainty avoidance and power distance, whereas, France is high. Uncertainty avoidance measures a cultures focus on conflict aviodance. Cultures that score high prefuer to aviod competition, aggression, and conflict. Thus service given in the states would be unagreeable to the French in that it would seem up in their face, and in their way. Power distance is the way i chich status and social position is accorded and percieved. Americans give little heed to power distance thus an individual is awarded status according to their personal abilies, where as, the french may attribute status dependant on race, sex, or metier (job).
Given the French are high on unceartainty avoidance service of these individuals would adapt touch points that are more aloof than american processes. Understanding power distance would help with scheduling of patients. If for example a pregnant woman was scheduled for an appointment and then made to wait for others would make those that go before her uneasy and make the pregnant woman extremely affronted.
Monday, March 29, 2010
Service Journal: Question 11&12 of 15
11)Idenitfy a step in your forcal service business organization where a service employee is required to exercise judgment (divergence). Describe the step and how judgment influences the outcome. What are the types of outcomes and servcie organization responses that you have experienced or would recommed if the employee exercises poor judgment?
Doctors exercise judment in relation to symptoms presented in patient as well as laboatory test results in determining diagnosis and prognosis of patients. Often times chronic illnesses have various modes of treatment. Doctors should discuss these treatments but often times opt for the quick fix. For instance if you complain of chronic back pain a doctor could perscribe several different treatments, such as, physical therapy, surgery, exercise, traction, lifestyle change, or medication. Since a description of these options would require the doctors time and since it is a simple chronic problem the doctor might reach for the presciption drug fix. This ignores the underlying problem which may cause the chronic condition to become an acute emergency. Acute emergencies cost the patient and the hospital system a lot of money. The initial judgment that since it is a common chronic condition and since it is not emergent may lead the physician to make the judgment to diagnose early, quite looking for the cause of the condition, and make a hasty prognosis that requires the use of drugs, which cause the patient to ignore the problem until it worsens and becomes emergent.
12)Imagine that your focal service organization plans on implementing a system which rewards individual employees based on their ability to provide quality. Describe how you would design such a system. What would the quality measures be? How might these quality measures be tied into rewards or compensation? What are factors outside of the control of the employees that would hinder quality assurance (e.g., what are ways that employees might do good work yet achieve results of unacceptable quality—examples)?
Quality is not quality unless the client is willing to pay for it. Does not qualify as a good definition when talking about healthcare. People will pay regardless if treatments are working as in the case of cancer patients which take methotrexate, a poison, as a shotgun approach to kill the cancer, but utimately lose their fight. Can this treatment be deemed high quality given that the outcome was negative. The same can be said for surgeries that fail to correct problems, drugs which have no effect or worse have adverse effects, or despite all known medical interventions the loss of a life; these are failures and as such cannot be categorized as quality. So you cannot tie end success/failure of a process to quality in healthcare because results vary widely from patient to patient. What can be tracked is in process behavior exibited by healthcare professionals, and it impact to customers perceptions on service. Thus customer service surveys need to be administered during the treatment process to track care. The main problem with doing this is asking an unhealthy individual who may be in pain a question about the service they are receiving. I would assume that they may in general give a negative score as their perception of their care correlates to how they feel physically. Another survey that could be used would be an internal survey. This survey would catch much of the background opperations that the patient does not see. This survey would be designed to draw out behaviors and actions that are shown to effect patient care. The final survey would be a personal employee survey. Used primarily to align what is said by patients and coworkers to employees perceptions on quality. Then of course bonus packages, kudos, and other rewards would be tied to the performance of these surveys. As with any survey it may be difficult to attain enough data for it to be relavant, the data may have a skew or a bias that is hidden from the analyst, the survey may not correlate to quality but to assumed quality behavior or actions.
Doctors exercise judment in relation to symptoms presented in patient as well as laboatory test results in determining diagnosis and prognosis of patients. Often times chronic illnesses have various modes of treatment. Doctors should discuss these treatments but often times opt for the quick fix. For instance if you complain of chronic back pain a doctor could perscribe several different treatments, such as, physical therapy, surgery, exercise, traction, lifestyle change, or medication. Since a description of these options would require the doctors time and since it is a simple chronic problem the doctor might reach for the presciption drug fix. This ignores the underlying problem which may cause the chronic condition to become an acute emergency. Acute emergencies cost the patient and the hospital system a lot of money. The initial judgment that since it is a common chronic condition and since it is not emergent may lead the physician to make the judgment to diagnose early, quite looking for the cause of the condition, and make a hasty prognosis that requires the use of drugs, which cause the patient to ignore the problem until it worsens and becomes emergent.
12)Imagine that your focal service organization plans on implementing a system which rewards individual employees based on their ability to provide quality. Describe how you would design such a system. What would the quality measures be? How might these quality measures be tied into rewards or compensation? What are factors outside of the control of the employees that would hinder quality assurance (e.g., what are ways that employees might do good work yet achieve results of unacceptable quality—examples)?
Quality is not quality unless the client is willing to pay for it. Does not qualify as a good definition when talking about healthcare. People will pay regardless if treatments are working as in the case of cancer patients which take methotrexate, a poison, as a shotgun approach to kill the cancer, but utimately lose their fight. Can this treatment be deemed high quality given that the outcome was negative. The same can be said for surgeries that fail to correct problems, drugs which have no effect or worse have adverse effects, or despite all known medical interventions the loss of a life; these are failures and as such cannot be categorized as quality. So you cannot tie end success/failure of a process to quality in healthcare because results vary widely from patient to patient. What can be tracked is in process behavior exibited by healthcare professionals, and it impact to customers perceptions on service. Thus customer service surveys need to be administered during the treatment process to track care. The main problem with doing this is asking an unhealthy individual who may be in pain a question about the service they are receiving. I would assume that they may in general give a negative score as their perception of their care correlates to how they feel physically. Another survey that could be used would be an internal survey. This survey would catch much of the background opperations that the patient does not see. This survey would be designed to draw out behaviors and actions that are shown to effect patient care. The final survey would be a personal employee survey. Used primarily to align what is said by patients and coworkers to employees perceptions on quality. Then of course bonus packages, kudos, and other rewards would be tied to the performance of these surveys. As with any survey it may be difficult to attain enough data for it to be relavant, the data may have a skew or a bias that is hidden from the analyst, the survey may not correlate to quality but to assumed quality behavior or actions.
Monday, March 22, 2010
Service Journal: Question 10 of 15
1. Identify and briefly describe (1-2 sentences) a problem that could occur early in your focal organization's service delivery process that could go undetected by the customer until the end of service delivery. Describe the costs of service recovery if that problem is not identified until the end of the service process:
Patient test results could be transcribed. Thus a healthy individual would have a positive test result ie HIV AIDS and the un healthy individual would have a negative result. If unidentified it would cause anxiety for one and a false sence of hope for the other. Could you imagine telling someone oops uh... we accidentally mixed your test results with another patient your really do/don't have HIV AIDS. The cost is found in future loss of sales, cost of tracking the error, cost of providing service (the false positive result would incur additional costs in counselling, repeat visists, and pharmaceutical expenses), the cost of not providing service to the false negative patient (infection of others and deteriorated health), and the many hours spent by physicians and staff in treatment.
2. Design a plan for assuring that quality problems which are discovered are 1) adequately remedied with the customer; and 2) are appropriate avoided in the future.
1) Customers should recieve a rebate for all tests and expenses incured due to the error. Healthcare staff who created and perpetuated the error must appologize and be held responsible. Finally to restore goodwill IHC could offer consessions on future patient services.
2) For this process a double verification of results could be handled prior to releasing test results to physicians. One technologist types in the results and checks their work and then another would verify results and release results to the physician. In addition a final report form of all patient test results could be generated every 48 hours and reviewed by management. If something doesn't fit it could be revealed to physician possibly before they release results to the patient.
Those who catch errors must be rewarded. This would help to increase awareness by attaching employee bonuses to quality of performance.
Patient test results could be transcribed. Thus a healthy individual would have a positive test result ie HIV AIDS and the un healthy individual would have a negative result. If unidentified it would cause anxiety for one and a false sence of hope for the other. Could you imagine telling someone oops uh... we accidentally mixed your test results with another patient your really do/don't have HIV AIDS. The cost is found in future loss of sales, cost of tracking the error, cost of providing service (the false positive result would incur additional costs in counselling, repeat visists, and pharmaceutical expenses), the cost of not providing service to the false negative patient (infection of others and deteriorated health), and the many hours spent by physicians and staff in treatment.
2. Design a plan for assuring that quality problems which are discovered are 1) adequately remedied with the customer; and 2) are appropriate avoided in the future.
1) Customers should recieve a rebate for all tests and expenses incured due to the error. Healthcare staff who created and perpetuated the error must appologize and be held responsible. Finally to restore goodwill IHC could offer consessions on future patient services.
2) For this process a double verification of results could be handled prior to releasing test results to physicians. One technologist types in the results and checks their work and then another would verify results and release results to the physician. In addition a final report form of all patient test results could be generated every 48 hours and reviewed by management. If something doesn't fit it could be revealed to physician possibly before they release results to the patient.
Those who catch errors must be rewarded. This would help to increase awareness by attaching employee bonuses to quality of performance.
Monday, March 15, 2010
Service Journal: Question 9 of 15
1. Describe a major customer queue in your focal organization's service process.
As with all healthcare provider's there is usually a major queue that forms at the junction where appointments though scheduled for a particular time one does not see the physician till 30min to an 1hour after checking in at the front desk. Patients sign in at the front desk whereupon if it is their first visit they will spend 20 minutes filling out paperwork, if not then they will usually just show their insurance card an take a seat. Usually it takes 10 to 20 minutes before a nurse practicioner will initially see them and take a normal panal of tests (checking the patients temperature, blood pressure, and asking general questions. The patient will then wait another 10 to 20 min for the doctor to arive who usually repeats asking the same general questions. The doctor dependant on what ails the patient will then leave the patient for yet another 10 to 20 min before they come back to perscribe medicine, lab tests, and/or diagnose/prognose the patients disease. They then leave the room again to write up the perscriptions, lab tests required and doctors notes while the patient waits another 10 to 20 minutes. The doctor finally returns and dismisses the patient with perscriptions, lab tests, and/or a referal to see another doctor. Thus perpetuatuing the queuing at other areas with in the hospital system.
2. Explain how some of Maister’s principles (see below) might be applied to decrease the psychological costs of the queue without increasing server capacity. Alternatively, how could a pre-process wait be turned into an in-process wait by starting the production process with customers while they are waiting (be creative).
Maister's Psychological Principles of Waiting
· Unoccupied waits seem longer than occupied
· Pre-process waits seem longer than in-process
· Anxiety makes waits seem longer
· Uncertain waits seem longer than waits of known duration
· Unexplained waits seem longer than explained
· Unfair waits seem longer than equitable
· More value the service, the longer people will be willing to wait
· Waiting alone seems longer than waiting in a group
Many of the waiting at the begining of the visit could be decreased by having a nurse practicioner take the patients blood pressure and other diagnositics at the time of check-in. General questions could be answered by the patient with a checking sheet that would be attached to the outside of the patients file. These questions will help doctors reduce redundancy at a glance as questions will put in ailment buckets. For instance a patient complaining of gastric problems would answer questions that would be easily identified by the number of check marks on that area of the check sheet. Doctors would notify patients how long they intend to step away and what they will be doing so as to reduce ambiguity that work is being performed. Instead of leaving the patient the doctor could have a terminal where they could access patient records and write persciptions in the presence of the patient. This would reduce the number of trips out of the room and though the patient may still wait the same amount of time they would have the doctor performing his duties in the eye line of the patient thus increasing the level of doctor patient involvement. To reduce anxiety with waiting the doctor office and rooms should have assignments for the patients for times that patients will be left alone, thus distracting their train of thought and boredom.
As with all healthcare provider's there is usually a major queue that forms at the junction where appointments though scheduled for a particular time one does not see the physician till 30min to an 1hour after checking in at the front desk. Patients sign in at the front desk whereupon if it is their first visit they will spend 20 minutes filling out paperwork, if not then they will usually just show their insurance card an take a seat. Usually it takes 10 to 20 minutes before a nurse practicioner will initially see them and take a normal panal of tests (checking the patients temperature, blood pressure, and asking general questions. The patient will then wait another 10 to 20 min for the doctor to arive who usually repeats asking the same general questions. The doctor dependant on what ails the patient will then leave the patient for yet another 10 to 20 min before they come back to perscribe medicine, lab tests, and/or diagnose/prognose the patients disease. They then leave the room again to write up the perscriptions, lab tests required and doctors notes while the patient waits another 10 to 20 minutes. The doctor finally returns and dismisses the patient with perscriptions, lab tests, and/or a referal to see another doctor. Thus perpetuatuing the queuing at other areas with in the hospital system.
2. Explain how some of Maister’s principles (see below) might be applied to decrease the psychological costs of the queue without increasing server capacity. Alternatively, how could a pre-process wait be turned into an in-process wait by starting the production process with customers while they are waiting (be creative).
Maister's Psychological Principles of Waiting
· Unoccupied waits seem longer than occupied
· Pre-process waits seem longer than in-process
· Anxiety makes waits seem longer
· Uncertain waits seem longer than waits of known duration
· Unexplained waits seem longer than explained
· Unfair waits seem longer than equitable
· More value the service, the longer people will be willing to wait
· Waiting alone seems longer than waiting in a group
Many of the waiting at the begining of the visit could be decreased by having a nurse practicioner take the patients blood pressure and other diagnositics at the time of check-in. General questions could be answered by the patient with a checking sheet that would be attached to the outside of the patients file. These questions will help doctors reduce redundancy at a glance as questions will put in ailment buckets. For instance a patient complaining of gastric problems would answer questions that would be easily identified by the number of check marks on that area of the check sheet. Doctors would notify patients how long they intend to step away and what they will be doing so as to reduce ambiguity that work is being performed. Instead of leaving the patient the doctor could have a terminal where they could access patient records and write persciptions in the presence of the patient. This would reduce the number of trips out of the room and though the patient may still wait the same amount of time they would have the doctor performing his duties in the eye line of the patient thus increasing the level of doctor patient involvement. To reduce anxiety with waiting the doctor office and rooms should have assignments for the patients for times that patients will be left alone, thus distracting their train of thought and boredom.
Monday, March 1, 2010
Service Journal: Question 8 of 15
1. Describe a place in your focal organization's service process where if capacity and demand were better matched, the service could operate with minimal waiting.
The Emergency room coud operate a much more optimal level if demand was know. As most who use emergent services are unpredictable the variation of demand will remain difficult to peg. ER requires a broad range of medical staff inorder to predict the advent of an emergency. Therefore often times ERs employ excess capacity but if any one discipline is overly taxed it will be under staffed. For example they employ many doctors with differing specialties not many doctors with the same specialty.
2. Are there ways that demand and capacity could be kept more "in line" with one another?
Seasonality could be used to forecast demand. There are usually more accidents on certain days. There are usually more cases of flu at certain times in the year. Tracking disease prevalence for a certain area may as well help predict demand and better adjust capacity. Hospitals may be found in a location where the population is aging and therefore mix of staff on site would change to match the community needs.
Finally many doctors work on-call. They are off site doing what they want unless there is an unexpected spike in demand, at which time, they are called in to work. Thus capacity is less expensive than staffing directly, but the hospital is still on the hook for paying a small fee for doctors who are on-call.
The Emergency room coud operate a much more optimal level if demand was know. As most who use emergent services are unpredictable the variation of demand will remain difficult to peg. ER requires a broad range of medical staff inorder to predict the advent of an emergency. Therefore often times ERs employ excess capacity but if any one discipline is overly taxed it will be under staffed. For example they employ many doctors with differing specialties not many doctors with the same specialty.
2. Are there ways that demand and capacity could be kept more "in line" with one another?
Seasonality could be used to forecast demand. There are usually more accidents on certain days. There are usually more cases of flu at certain times in the year. Tracking disease prevalence for a certain area may as well help predict demand and better adjust capacity. Hospitals may be found in a location where the population is aging and therefore mix of staff on site would change to match the community needs.
Finally many doctors work on-call. They are off site doing what they want unless there is an unexpected spike in demand, at which time, they are called in to work. Thus capacity is less expensive than staffing directly, but the hospital is still on the hook for paying a small fee for doctors who are on-call.
Tuesday, February 16, 2010
Service Journal: Question 7 of 15
1. In thinking about your focal firm, what information should your business track about each customer? IHC should track demographics, lifestyle, geneology, qualitative and quantitative test results, customer satisfaction by services recieved, patient history, references of other doctors and proceedures performed, and any other study information pertinent with improving patient care.
2. Where and when in the production process is the info collected and recorded (and how)? Population size growth demographics lifestyles would give IHC a crossectional view of patients needs, through out the triage process (prior to seeing a physician), during the processing of the patient (while being x-rayed, tested...seeing the physician), and post services rendered (satisfaction surveys and other).
3. Where and when might the information be used by a different /product/service provider to enhance the ability to provide or market the service? As with any medical processing of patients HIPPA or the health insurance privacy and portability act will inhibit or block many usefull services to this industry. A required release of medical information form has to be filled out by the patient in order to share this information across hospital divisions and is a real disadvantage to building meaningful individualistic data bases egineered to suit the patient. With that said they can desencitize the information and compile larg data bases inorder to track disease trends. One of note is the increase in prevelance of diabetes this will help doctors to key in on signs and symptoms. This will reduce procedures and time of diagnosis and better equip hospitals to service this growing market.
2. Where and when in the production process is the info collected and recorded (and how)? Population size growth demographics lifestyles would give IHC a crossectional view of patients needs, through out the triage process (prior to seeing a physician), during the processing of the patient (while being x-rayed, tested...seeing the physician), and post services rendered (satisfaction surveys and other).
3. Where and when might the information be used by a different /product/service provider to enhance the ability to provide or market the service? As with any medical processing of patients HIPPA or the health insurance privacy and portability act will inhibit or block many usefull services to this industry. A required release of medical information form has to be filled out by the patient in order to share this information across hospital divisions and is a real disadvantage to building meaningful individualistic data bases egineered to suit the patient. With that said they can desencitize the information and compile larg data bases inorder to track disease trends. One of note is the increase in prevelance of diabetes this will help doctors to key in on signs and symptoms. This will reduce procedures and time of diagnosis and better equip hospitals to service this growing market.
Friday, January 29, 2010
Service Journal: Question 5 of 15
Here are a couple of definitions related to business process design:
1. Complexity: number and intricacies of the steps in a process
2. Divergence: requirement of exercising judgment or discretion in a process
The way to spot complexity in a service blueprint is to count the number of steps. Complex procedures have many steps. Alternatively, divergence is seen in the nature of the steps. When there are multiple ways of handling steps there is high divergence.
1. Think about your focal company....in general, would it's service blueprint exhibit complexity, divergence, both, neither. Talk a little bit about where we might see either complexity or divergence (types of activities, why these are complex/divergent).
IHC as a health care and insurance provider exhibits both complexity and divergence. A doctors office provides services through triage; this is based on several functions, and a patient file may be handled by many different individuals dependant on laboratory tests performed physicians background knowledge and area of expertise, or the network of how doctors at differing site refer patients. For instance Jeff is complaining of chest pain he could see any number of doctors a generalist may refer him to xray for a chest exam, or an MRI, or sonogram, or a bronchial levage could be preformed. The doctor may refer him to an internal medicine doctor or a cardiologist dependant on symptoms and physicians background experience with like situations. In short this is a very complex system in that many other systems may be touched nursing, radiology, cardiology, laboratory, billing both physician and hospital. It is also a very divergent practice in that no two cases are alike and may be treated differently in kind. There is standardizaton as much as can be but medical treatment is fluid and unpredictable. In contrast the insurance side of the business is based on set prices for all procedures all transactions are delt with through automated systems for the most part it is niether complex nor divergent dependant on program utilized.
2. If you had a choice between subsituting divergence for complexity or vice versa, which would you do? Why? Under what circumstances? I would choose complexity for areas where a great amount of choice is important such as a university education. I would chose divergence for experienced difficult situational services such as medical or law practices
1. Complexity: number and intricacies of the steps in a process
2. Divergence: requirement of exercising judgment or discretion in a process
The way to spot complexity in a service blueprint is to count the number of steps. Complex procedures have many steps. Alternatively, divergence is seen in the nature of the steps. When there are multiple ways of handling steps there is high divergence.
1. Think about your focal company....in general, would it's service blueprint exhibit complexity, divergence, both, neither. Talk a little bit about where we might see either complexity or divergence (types of activities, why these are complex/divergent).
IHC as a health care and insurance provider exhibits both complexity and divergence. A doctors office provides services through triage; this is based on several functions, and a patient file may be handled by many different individuals dependant on laboratory tests performed physicians background knowledge and area of expertise, or the network of how doctors at differing site refer patients. For instance Jeff is complaining of chest pain he could see any number of doctors a generalist may refer him to xray for a chest exam, or an MRI, or sonogram, or a bronchial levage could be preformed. The doctor may refer him to an internal medicine doctor or a cardiologist dependant on symptoms and physicians background experience with like situations. In short this is a very complex system in that many other systems may be touched nursing, radiology, cardiology, laboratory, billing both physician and hospital. It is also a very divergent practice in that no two cases are alike and may be treated differently in kind. There is standardizaton as much as can be but medical treatment is fluid and unpredictable. In contrast the insurance side of the business is based on set prices for all procedures all transactions are delt with through automated systems for the most part it is niether complex nor divergent dependant on program utilized.
2. If you had a choice between subsituting divergence for complexity or vice versa, which would you do? Why? Under what circumstances? I would choose complexity for areas where a great amount of choice is important such as a university education. I would chose divergence for experienced difficult situational services such as medical or law practices
Service Journal: Question 4 of 15
1) I use an American Express card. I use it primarily for the low interest rate; however, there are other perks including: rewards program, anti-theft protection, and 1 year warranty on all products goods and services I buy using the card. I also like the fact that I can use on-line services to look at my account. They also offer free of charge a yearly report of transactions cataloged by category
2) I have had no complaints, in fact though my account was late due to billing issue as I was out of town they waved the traditional late payment fees and gave me an extra week to pay on time. They are extremely accessible.
3) On a scale of 1-10 I would rate them a 10 I really like doing business with AMEX
4) I feel like more than any other card AMEX cares most about customer service and providing new and exciting rewards and programs across such a wide spectrum of customer wants and needs it seems like a no brain decision when doing business with them.
2) I have had no complaints, in fact though my account was late due to billing issue as I was out of town they waved the traditional late payment fees and gave me an extra week to pay on time. They are extremely accessible.
3) On a scale of 1-10 I would rate them a 10 I really like doing business with AMEX
4) I feel like more than any other card AMEX cares most about customer service and providing new and exciting rewards and programs across such a wide spectrum of customer wants and needs it seems like a no brain decision when doing business with them.
Tuesday, January 19, 2010
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