The Hidden Cost of Poor Enquiry Handling in Hospitals
Hospitals lose patients not to competitors but to poor enquiry handling. Quick, clear,...
If you open an airline website or app, you can:
Now compare this to many hospitals in India:
A patient asks, “Is the orthopaedic doctor available today?” The receptionist doesn’t know.
Someone needs to “check and call back.” Sometimes no one calls back. Sometimes the patient never gets an answer.
Hospitals lose patients before they even arrive, not because of clinical quality, but because the system wasn’t organised for them. Airlines don’t run on memory. They run on systems. Hospitals must too.
When an airline launches an offer, it does not target every Indian with internet access. It targets:
They know exactly who to talk to, when to speak, and how to communicate effectively.
Hospitals, on the other hand, often market without segmentation:
Healthcare is diverse. A single message cannot address everyone. Airlines succeed because they understand the concept of audience segmentation. Hospitals that segment patients, by age, speciality, geography, behaviour, or need will see far better conversions and loyalty.
Think about the last time you flew. You received:
All without asking.
Now imagine a hospital doing this:
This is not “marketing.” This is responsible care.
Most hospitals depend on patients remembering appointments themselves. Airlines don’t trust memory; they trust systems.
Hospitals should too.
Airlines track everything:
This helps them plan flights, pricing, offers, loyalty programmes, and communication.
Hospitals also have data, but most of it is
If hospitals used even simple CRM data, they would know:
Airlines grow by analysing data. Hospitals can too.
Airlines invest heavily in branding because branding builds trust.
Even the safety announcements sound consistent.
In healthcare, branding is not about glamour; it’s about trust and confidence. A hospital must feel:
But many hospitals treat branding like an occasional poster or festive greeting. Branding is strategy, not decoration.
When branding is consistent, patients feel secure.
When branding is neglected, patients feel uncertain.
After every flight, airlines request feedback. More importantly, they act on it.
In hospitals, feedback often goes uncollected or unread:
Some hospitals are even afraid to ask for feedback. But feedback is not a threat, it is a roadmap for improvement.
Airlines know feedback equals loyalty. Hospitals must treat it the same way.
Airlines reward loyalty with:
Healthcare rarely thinks of patient loyalty.
Imagine:
Loyalty reduces marketing costs. Airlines know this. Hospitals often miss it.
Airlines communicate everything:
Hospitals often leave patients confused:
When information is missing, fear grows. When communication is transparent, trust grows.
Airlines prioritise clarity. Hospitals should too, especially because anxiety in healthcare is far higher than anxiety in travel.
The aviation industry trains staff to:
Hospitals often underestimate the power of staff behaviour. A receptionist can either build trust or destroy it.
Doctors have clinical power. Staff have emotional power.
Airlines invest heavily in staff training. Hospitals must treat training as part of patient care, not as optional.
Hospitals don’t need bigger budgets to do this. They need better systems.
Because the hospital that communicates better, organises better, and follows up better, wins patient trust before any treatment begins.
Airlines mastered marketing by mastering systems, data, and communication.
Hospitals have something even bigger: purpose, compassion, and impact.
If hospitals combine medical excellence with structured marketing systems, the patient journey becomes smoother, safer, and more reassuring.
Patients may not expect luxuries from hospitals. But they do expect clarity, comfort, transparency, and respect.
If hospitals marketed like airlines, healthcare would feel simpler, not because of technology, but because of better strategy, better processes, and better communication.
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