CONSUMER CONSUMER - ANY PARTY USING, OR POTENTIALLY USING, THE PRODUCT OR SERVICE OFFERED BASIC EQUATION IS THE PATIENT-PROVIDER EXCHANGE CONSUMERS PHYSICIANS (PATHOLOGY SERVICES) HOSPITALS (IT FROM VENDORS) MANAGED CARE ORGANIZATIONS (CONTRACTING CLINICIANS FOR CLIENTS) MEDICARE (CONTRACTING WITH INSURERS) HEALTH SERVICE CUSTOMERS CUSTOMER - ANYONE WHO HAS EXPECTATIONS REGARDING A PROCESS OPERATION OR OUTPUTS (e.g. PATIENT) INTERNAL CUSTOMERS - THOSE WITHIN THE ORGANIZATION; DEPARTMENTS OR CO-WORKERS ‘DOWNSTREAM’ FROM THE PROCESS (PATIENT CARE UNITS AS CUSTOMERS OF RADIOLOGY DEPARTMENTS) PAYERS - EXTERNAL CUSTOMERS (THOSE OUTSIDE THE PROVIDER ORGANIZATION) STAKEHOLDERS - INTERESTED GROUPS OR INDIVIDUALS AFFECTED BY THE WORK HEALTH SERVICES DO (REGULATORY BODIES AND PROFESSIONAL ASSOCIATIONS) SATISFACTION MEASURING CONSUMER SATISFACTION HELPS MONITOR AND IMPROVE HEALTH CARE QUALITY CONSUMER SATISFACTION DATA BEST SOURCE ON COMMUNICATION, EDUCATION, AND PAIN MANAGEMENT GROWING REQUIREMENT OF CLIENTS AND PAYERS IN HEALTH SYSTEMS KEY TO BOTH PERCEIVED AND ACTUAL CLINICAL CARE QUALITY CONSUMER SATISFACTION HEALTH CONSUMERS’ VIEWS MEASURES OF PREFERENCES USER EVALUATIONS REPORTS ON HEALTH CARE POST-PURCHASE SATISFACTION (HOW CLOSELY THE RESULT MATCHED THE EXPECTATION) MODEL IS COMPLICATED BY THE NATURE OF THE HEALTH MARKETPLACE (INSURER CONSTRAINTS ON PROVIDER CHOICE) MEASURE CONSUMER SATISFACTION HEALTH CONSUMER - INFORMED AND DEMANDING RE: QUALITY HOSPITALS – WANT TO MAINTAIN PUBLIC IMAGE OF QUALITY AND SERVICE IN COMPETITIVE ENVIRONMENT QUALITY, LOYALTY, AND SATISFACTION HAVE IMPLICATIONS AND ARE CORRELATED WITH THE USE OF HOSPITALS REGULATORY AUTHORITIES REQUIRE PATIENT SATISFACTION DATA PATIENTS USE >500 CRITERIA IN THEIR EVALUATIONS OF HOSPITAL QUALITY PATIENTS WHO CHOOSE THEIR DOCTOR ARE MORE SATISFIED THAN THOSE ALLOCATED BY THEIR HMO MAJOR MISMATCHES BETWEEN PATIENT AND PROVIDER PERCEPTIONS KEY STEPS IN THE PATIENT EXPERIENCE MEASURING PATIENT INVOLVEMENT PATIENT SATISFACTION SURVEYS HAVE BECOME WIDESPREAD IN HEALTHCARE SATISFACTION IS A PROBLEMATIC MEASURE FOR A RANGE OF REASONS INDIVIDUAL PATIENT AND PROVIDER REACTIONS TO ERROR VERSUS HEALTH CARE PROVIDER/SYSTEM RESPONSES DATA COLLECTION NEEDS TO MORE CLOSELY REFLECT THE KNOWLEDGE WE ARE TRYING TO PRODUCE IN PATIENT SAFETY CQI DATA CAPTURE PATIENT-ENROLLEE MEASURES MOST COMMONLY AVAILABLE ALTERNATIVE MODALITIES QUALITATIVE APPROACHES: MANAGEMENT OBSERVATION, EMPLOYEE FEEDBACK, QUALITY CIRCLES, FOCUS GROUPS AND MYSTERY SHOPPERS QUANTITATIVE APPROACHES: COMMENT CARDS, MAIL SURVEYS, INTERVIEWS AT POINT-OF-SERVICE AND TELEPHONE INTERVIEWS TIMING A MAJOR FACTOR IN WHEN AND HOW TO COLLECT DATA FROM PATIENTS IN OR RECENTLY DISCHARGED FROM HOSPITAL VALIDITY NEEDS TO BE CONSIDERED; INCLUDING PRE-TESTING AND PILOTING OF INSTRUMENTS FOR EASE OF USE AND COMPREHENSION BY PATIENTS RISK MANAGEMENT RISK - EXPOSURE TO .

1. CONSUMER
CONSUMER - ANY PARTY USING, OR POTENTIALLY
USING,
THE PRODUCT OR SERVICE OFFERED
BASIC EQUATION IS THE PATIENT-PROVIDER
EXCHANGE
CONSUMERS
PHYSICIANS (PATHOLOGY SERVICES)
HOSPITALS (IT FROM VENDORS)
MANAGED CARE ORGANIZATIONS (CONTRACTING
CLINICIANS FOR CLIENTS)
MEDICARE (CONTRACTING WITH INSURERS)
HEALTH SERVICE CUSTOMERS
CUSTOMER - ANYONE WHO HAS EXPECTATIONS
REGARDING
A PROCESS OPERATION OR OUTPUTS (e.g. PATIENT)
INTERNAL CUSTOMERS - THOSE WITHIN THE
ORGANIZATION;
DEPARTMENTS OR CO-WORKERS ‘DOWNSTREAM’ FROM
THE PROCESS
(PATIENT CARE UNITS AS CUSTOMERS OF RADIOLOGY
DEPARTMENTS)

2. PAYERS - EXTERNAL CUSTOMERS
(THOSE OUTSIDE THE PROVIDER ORGANIZATION)
STAKEHOLDERS - INTERESTED GROUPS OR
INDIVIDUALS AFFECTED BY THE WORK HEALTH
SERVICES DO
(REGULATORY BODIES AND PROFESSIONAL
ASSOCIATIONS)
SATISFACTION
MEASURING CONSUMER SATISFACTION HELPS
MONITOR AND IMPROVE HEALTH CARE QUALITY
CONSUMER SATISFACTION DATA
BEST SOURCE ON COMMUNICATION, EDUCATION, AND
PAIN MANAGEMENT
GROWING REQUIREMENT OF CLIENTS AND PAYERS IN
HEALTH SYSTEMS
KEY TO BOTH PERCEIVED AND ACTUAL CLINICAL CARE
QUALITY

3. CONSUMER SATISFACTION
HEALTH CONSUMERS’ VIEWS
MEASURES OF PREFERENCES
USER EVALUATIONS
REPORTS ON HEALTH CARE
POST-PURCHASE SATISFACTION
(HOW CLOSELY THE RESULT MATCHED THE
EXPECTATION)
MODEL IS COMPLICATED BY THE NATURE OF THE
HEALTH MARKETPLACE (INSURER CONSTRAINTS ON
PROVIDER CHOICE)
MEASURE CONSUMER SATISFACTION
HEALTH CONSUMER - INFORMED AND DEMANDING RE:
QUALITY
HOSPITALS – WANT TO MAINTAIN PUBLIC IMAGE OF
QUALITY AND SERVICE IN COMPETITIVE
ENVIRONMENT
QUALITY, LOYALTY, AND SATISFACTION HAVE
IMPLICATIONS
AND ARE CORRELATED WITH THE USE OF HOSPITALS
REGULATORY AUTHORITIES REQUIRE PATIENT
SATISFACTION DATA

4. PATIENTS USE >500 CRITERIA IN THEIR EVALUATIONS
OF HOSPITAL QUALITY
PATIENTS WHO CHOOSE THEIR DOCTOR ARE MORE
SATISFIED THAN THOSE ALLOCATED BY THEIR HMO
MAJOR MISMATCHES BETWEEN PATIENT AND
PROVIDER PERCEPTIONS
KEY STEPS IN THE PATIENT EXPERIENCE
MEASURING PATIENT INVOLVEMENT
PATIENT SATISFACTION SURVEYS HAVE BECOME
WIDESPREAD IN HEALTHCARE
SATISFACTION IS A PROBLEMATIC MEASURE FOR A
RANGE OF REASONS
INDIVIDUAL PATIENT AND PROVIDER REACTIONS TO
ERROR VERSUS HEALTH CARE PROVIDER/SYSTEM
RESPONSES
DATA COLLECTION NEEDS TO MORE CLOSELY REFLECT
THE KNOWLEDGE WE ARE TRYING TO PRODUCE IN
PATIENT SAFETY CQI

5. DATA CAPTURE
PATIENT-ENROLLEE MEASURES
MOST COMMONLY AVAILABLE
ALTERNATIVE MODALITIES
QUALITATIVE APPROACHES: MANAGEMENT
OBSERVATION, EMPLOYEE FEEDBACK, QUALITY
CIRCLES, FOCUS GROUPS AND MYSTERY SHOPPERS
QUANTITATIVE APPROACHES: COMMENT CARDS, MAIL
SURVEYS,
INTERVIEWS AT POINT-OF-SERVICE AND TELEPHONE
INTERVIEWS
TIMING
A MAJOR FACTOR IN WHEN AND HOW TO COLLECT
DATA FROM
PATIENTS IN OR RECENTLY DISCHARGED FROM
HOSPITAL
VALIDITY
NEEDS TO BE CONSIDERED; INCLUDING PRE-TESTING
AND PILOTING OF INSTRUMENTS FOR EASE OF USE AND
COMPREHENSION BY PATIENTS
RISK MANAGEMENT

6. RISK - EXPOSURE TO EVENTS THAT THREATEN
OR DAMAGE AN ORGANIZATION
MEASURED IN TERMS OF PROBABILITY AND
CONSEQUENCES
CLINICAL RISK MANAGEMENT - CULTURE, PROCESSES
AND STRUCTURES DIRECTED TO MANAGING
POTENTIAL AND ACTUAL EVENTS
VIS-À-VIS QUALITY - MEASURED IN TERMS OF SAFETY,
TIMELINESS, EFFECTIVENESS, EFFICIENCY,
EQUITABLENESS AND PATIENT-FOCUS
ACCIDENTS - HUMAN ERRORS, SYSTEM FAILURES,
OR INHERENT RISK IN HUMAN ACTIONS
ORGANIZATIONAL ACCIDENTS - PROCESSES THAT
PRODUCE LATENT ERRORS, SUPPORTING CONDITIONS
FOR ERROR, COMMISSION, BREACH OF SAFEGUARDS
AND OUTCOMES THAT FAIL TO LEARN
FROM OR FIX AN ERROR
NEAR MISSES
NEAR MISSES OFFER ORGANIZATIONAL LEARNING
BEFORE ACCIDENTS
THEY OCCUR FROM 3-300 TIMES MORE OFTEN THAN
ADVERSE EVENTS
FEWER BARRIERS TO DATA COLLECTION PERMITTING

7. ANALYSIS OF SMALL FAILURES
RECOVERY STRATEGIES CAN BE STUDIED TO PREVENT
POTENTIAL FUTURE ADVERSE EVENTS
HINDSIGHT BIAS IS REDUCED
CULTURE of SAFETY
ORGANIZATIONAL CULTURE - SHAPED BY SHARED
PRACTICES
AS OPPOSED TO NORMS AND VALUES
PRACTICES - FOUND IN AND SUPPORTED BY RULES
SAFETY CULTURE: OPPOSITE OF
LEADERSHIP COMMITMENT
TRUST IN COMMUNICATION
SHARED IMPORTANCE ON SAFETY
TEAMWORK AND SUPPORT/ENCOURAGEMENT
NON-PUNITIVE REPORTING AND ANALYSIS SYSTEMS

8. RISK MANAGEMENT and PATIENT DISCLOSURE
HEALTH CARE PROVIDERS - “FIDUCIARY
RESPONSIBILITY” TO ACT IN THE BEST INTERESTS OF
THE PATIENT
ASSESSING PATIENT RISK IS A KEY COMPONENT IN
MEETING THIS OBLIGATION
WHEN ERRORS DO OCCUR, PATIENTS AND FAMILIES
EXPECT TO KNOW THE CAUSE OF THE OUTCOME
KEY FACTOR IN MOST PATIENT SAFETY LAW SUITS IS
FAILED COMMUNICATION RATHER THAN NEGLIGENCE
DISCLOSURE BECOMES VERY IMPORTANT FOLLOWING
ERROR
MEDICAL ERRORS
MOST ERRORS OCCUR WHEN A STEP IS MISSED IN A
PLANNED SEQUENCE OF ACTIVITIES
ERRORS ARE NOT ALWAYS BAD, BUT IN HEALTH CARE
THE CONSEQUENCES
CAN BE CONSIDERABLE (INJURY AND DEATH)
ADVERSE EVENTS - SERIOUS, UNANTICIPATED EVENTS
(DEATH)
SENTINEL EVENTS - SIMILAR EVENTS THAT FLAG THE
NEED FOR INVESTIGATION AND RESPONSE

9. A ‘MISS’ - AN EVENT THAT DID NOT REACH THE
PATIENT (WHO)
Running head: TWITTER’S ORGANIZATION INNOVATIVE
AND COMPETITIVE ADVANTAGE
2
Twitter Organization’s Innovative Competitive Advantage
INTRODUCTION
Hisrich and Kearney (2014) have made a list of six competitive
advantages that every organization needs to adhere to, in order
to remain relevant and stay ahead, if it wants to be innovative
and lead in the competition. In this case we are looking into the
Twitter Organization’s Competitive Advantage and the need for

10. the organization to adhere to the following list of advantages if
it wants to stay ahead (Hisrich, & Kearney, 2013).
1. The Twitter Company should adapt to external environmental
challenges
2. It must be focused and driven to its customers.
3. Its strategies should be flexible and also the processes in
order to meet the wants of its customers.
4. It must be able to respond fast to the changes in the
environment.
5. The Twitter company must proactively meet and fulfill what
its customers need according to the available competition
6. Finally, it should be able to actively engage in the Research
and Development to always give priority to the development of
new products, services and technologies.
An organization using Twitter for its business and marketing
has its own advantages. There are many conversations that are
happening in the world around. There are also many different
trends, patterns, insights and many more of which could be used
to inform or add value to marketing, sales or improve the
experiences of customers. In order for Twitter to become a
serious advantage for businesses which use it, it recently
announced a partnership with IBM. This was to enable Twitter
offer solutions to more than 500 million tweets that are posted
daily on average thereby giving its users business ideas which
are meaningful and well understood.
This partnership is a good implication according to the
marketers who use twitter for marketing. They view it to be
significant, accurate, data-backed customer insights, improved
messaging in relation to the way customers communicate, easily
digestible and also easy to consumer trends. The organizational
leadership philosophy on innovation, the vice president of
twitter data strategy Chris Moody acknowledges that
organizations using twitter in marketing have had success with
the data from the manufacturers. The twitter data has made it
more effective for them to manage inventory to the customers
doing rapid product development.

11. Through the partnership with IBM, it will enable faster
innovation across a wider range of use cases at scale. In
particular, the marketing use cases have benefits when using
data from twitter for businesses. Below are the highlights of
competitive advantages which make the partnership between
IBM and Twitter more advantageous
1. Social listening without intruding
According to the research done by Customer experience, it notes
that organizations or companies which offer a listening hear to
the customers by the use of tools like engaging with the
customers, has seen an average increase of 14.6 percent per year
in the number of the positively social media on social channels
as compared to companies who don’t have such analytics. These
organizations also transact more across the globe and increase
the upsell revenue, the yearly revenue and also the return on
marketing investment. When Twitters data is leveraged well, the
companies and organizations can listen more effectively on
what their customers and those who intend to buy are telling the
world without intruding on the conversations as they happen.
2. Aligning content and messaging conversations.
The content marketing research shows that those marketers who
align their content to the particular stages of the buyer’s
journey get up to 73% higher rates of conversation averagely as
compared to those who don’t. When the Twitter data is clearly
distilled by the use of IBM’s analytical infrastructure, it helps
the potential marketers to know what their customers are talking
about, what they are exactly interested in and the challenges
they encounter each step of the buyer's journey. For marketers,
the improved relevancy can effectively translate to better results
as compared to the buyers who view this to be of no relevance,
unhelpful and off the mark marketing content which does not
answer the right questions.
3. More Accurate Signals of Buying Intent.
The mission for marketing automation is to measure what the
customers are doing across the marketing properties that are
trackable like the Websites, landing pages and the resources.

12. This is the part for Research and Development that the Twitter
company is taking is involved in for its long term competitive
advantage. But because of the robust data provided by Twitter,
the marketers can however get better insight across to the
buyer’s activities which are outside of the owned marketing
channels. According to Ginni Rometty, the President and CEO
and chairman of Twitter, he states that Twitter gives a strong
new lens through which one can look at the World as a platform
for millions of customers and business professionals and a
synthesize of trends. The CEO considers Twitter to be a
resource to analyze trends thus enabling marketers to find and
utilize behaviors of the consumers.
A research by Marketing Automation shows that 68% of the
Best-in class firms have already acknowledged their lead in
scoring to prioritize and flag sales-ready prospects, the
enhanced Twitter data could add a new level of accuracy in
knowing buying signals. The overall winner in this partnership
is the consumer. Twitter has been a place where people connect,
communicate, interact and engage freely in an environment that
is relatively unrestricted and the partnership with IBM is only
an extra added value and utility. On top of that, through the use
of Twitter’s data, marketers are able to understand their
customers because of their natural honest, online activities as
they use better buyer knowledge to provide better marketing
skills and better services (Hoffmann, Lutz, & Meckel, 2014).
References
Hisrich, R. D., & Kearney, C. (2013). Managing innovation and
entrepreneurship. Sage Publications.
Hisrich, D. R., & Ramadani, V. (2017). Effective

13. entrepreneurial management. Strategy, Planning, Risk.
Hoffmann, C., Lutz, C., & Meckel, M. (2014). Social media
readiness in public administration-developing a research
framework.