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Film review: ‘Batman v Superman: Dawn of Justice’ plods from one smash-up to the next

Zack Snyder’s follow-up to ‘Man of Steel’ pits Batman against Superman with Lex Luthor as the meddler.

Gotham is another name for New York City, as is Metropolis. The fictitious homes of two of the most iconic American comic book characters merge into one playground for grown-ups in Zack Synder’s Batman v Superman: Dawn of Justice. This ponderous, humourless and overlong movie is in the vein of Synder’s Man of Steel, his immensely stylish and unfeeling reboot of the Superman franchise. Starring the blank-faced Henry Cavill as the Son of Krypton, the 2013 film ended with images of Metropolis’s skyscrapers being reduced to rubble as Superman battles the evil Zods.

Batman v Superman opens with a ground perspective of Superman’s rampage as seen by Batman’s alter ego Bruce Wayne, now grey-templed and heavier around the waist and looking less like a vigilante than a dried-out banker. As Wayne (Ben Affleck) watches his office building crumble and his employees die or be maimed, he is outraged at Superman’s sense of entitlement. At that moment, he is not too different from the cost-conscious residents of the fictional city in Brad Bird’s animated film The Incredibles, who force superheroes to go into retirement because they are tired of paying for their ruinous romps.

Batman’s simmering resentment and possible envy at Superman’s gifts are exploited by Lex Luthor (Jesse Eisenberg), the kooky and crooked billionaire businessman who has been played by Gene Hackman and Kevin Spacey in the past. Eisenberg, behaving as though he is in a Woody Allen tribute rather than a money-spinning franchise, is the one spot of levity in another rhetorical debate on the place of superheroes in post 9/11 America.

The beautifully designed artificial universe that has been created to squeeze the last drop of ink out of the DC Comics titles includes Amy Adams’s worrywart Lois Lane, who is Superman’s mortal love. The movie also introduces Wonder Woman (Gal Gadot), a mysterious seductress who swaps her deep-cut and backless gowns for the fitting armour and thigh-baring skirt that has fired the imagination of young boys over generations. Wonder Woman is both surprise package in a climactic battle with a monster that threatens to destroy Metropolis all over again as well test balloon for the spin-off movie featuring Gadot’s character that is scheduled for 2017.

Snyder’s movie is influenced by Nolan’s grown-up reboot of the Dark Knight phase of Batman’s comic book history (the British director is one of this film’s producers), but his heart isn’t in the ethics v entertainment debate. Snyder really wants to watch the world burn, and his ability to create a credible world that mirrors the layers and light-and-shadow play of the densely illustrated comic books is perhaps unmatched. Shot by Larry Fong, who also worked on Snyder’s 300 and Watchmen, Batman v Superman is an eye-popping visual experience in which the action moves from destruction porn to poetic abstraction.

The brow-furrowing over vigilante justice is as pointless as the back story of Batman that opens the movie, and the characters are as light as they would be on the page. The movie ends where it begins: with the annihilation of half of Metropolis, the suggestion of a sequel that will feature other characters from the inter-textual DC Universe, and the promise of further seductive mayhem.

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Putting the patient first - insights for hospitals to meet customer service expectations

These emerging solutions are a fine balance between technology and the human touch.

As customers become more vocal and assertive of their needs, their expectations are changing across industries. Consequently, customer service has gone from being a hygiene factor to actively influencing the customer’s choice of product or service. This trend is also being seen in the healthcare segment. Today good healthcare service is no longer defined by just qualified doctors and the quality of medical treatment offered. The overall ambience, convenience, hospitality and the warmth and friendliness of staff is becoming a crucial way for hospitals to differentiate themselves.

A study by the Deloitte Centre for Health Solutions in fact indicates that good patient experience is also excellent from a profitability point of view. The study, conducted in the US, analyzed the impact of hospital ratings by patients on overall margins and return on assets. It revealed that hospitals with high patient-reported experience scores have higher profitability. For instance, hospitals with ‘excellent’ consumer assessment scores between 2008 and 2014 had a net margin of 4.7 percent, on average, as compared to just 1.8 percent for hospitals with ‘low’ scores.

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The evolving patient

Healthcare service customers, who comprise both the patient and his or her family and friends, are more exposed today to high standards of service across industries. As a result, hospitals are putting patient care right on top of their priorities. An example of this in action can be seen in the Sir Ganga Ram Hospital. In July 2015, the hospital launched a ‘Smart OPD’ system — an integrated mobile health system under which the entire medical ecosystem of the hospital was brought together on a digital app. Patients could use the app to book/reschedule doctor’s appointments and doctors could use it to access a patient’s medical history, write prescriptions and schedule appointments. To further aid the process, IT assistants were provided to help those uncomfortable with technology.

The need for such initiatives and the evolving nature of patient care were among the central themes of the recently concluded Abbott Hospital Leadership Summit. The speakers included pundits from marketing and customer relations along with leaders in the healthcare space.

Among them was the illustrious speaker Larry Hochman, a globally recognised name in customer service. According to Mr. Hochman, who has worked with British Airways and Air Miles, patients are rapidly evolving from passive recipients of treatment to active consumers who are evaluating their overall experience with a hospital on social media and creating a ‘word-of-mouth’ economy. He talks about this in the video below.


As the video says, with social media and other public platforms being available today to share experiences, hospitals need to ensure that every customer walks away with a good experience.

The promise gap

In his address, Mr. Hochman also spoke at length about the ‘promise gap’ — the difference between what a company promises to deliver and what it actually delivers. In the video given below, he explains the concept in detail. As the gap grows wider, the potential for customer dissatisfaction increases.


So how do hospitals differentiate themselves with this evolved set of customers? How do they ensure that the promise gap remains small? “You can create a unique value only through relationships, because that is something that is not manufactured. It is about people, it’s a human thing,” says Mr. Hochman in the video below.


As Mr. Hochman and others in the discussion panel point out, the key to delivering a good customer experience is to instil a culture of empathy and hospitality across the organisation. Whether it is small things like smiling at patients, educating them at every step about their illness or listening to them to understand their fears, every action needs to be geared towards making the customer feel that they made the correct decision by getting treated at that hospital. This is also why, Dr. Nandkumar Jairam, Chairman and Group Medical Director, Columbia Asia, talked about the need for hospitals to train and hire people with soft skills and qualities such as empathy and the ability to listen.

Striking the balance

Bridging the promise gap also involves a balance between technology and the human touch. Dr. Robert Pearl, Executive Director and CEO of The Permanente Medical Group, who also spoke at the event, wrote about the example of Dr. Devi Shetty’s Narayana Health Hospitals. He writes that their team of surgeons typically performs about 900 procedures a month which is equivalent to what most U.S. university hospitals do in a year. The hospitals employ cutting edge technology and other simple innovations to improve efficiency and patient care.

The insights gained from Narayana’s model show that while technology increases efficiency of processes, what really makes a difference to customers are the human touch-points. As Mr. Hochman says, “Human touch points matter more because there are less and less of them today and are therefore crucial to the whole customer experience.”


By putting customers at the core of their thinking, many hospitals have been able to apply innovative solutions to solve age old problems. For example, Max Healthcare, introduced paramedics on motorcycles to circumvent heavy traffic and respond faster to critical emergencies. While ambulances reach 30 minutes after a call, the motorcycles reach in just 17 minutes. In the first three months, two lives were saved because of this customer-centric innovation.

Hospitals are also looking at data and consumer research to identify consumer pain points. Rajit Mehta, the MD and CEO of Max Healthcare Institute, who was a panelist at the summit, spoke of the importance of data to understand patient needs. His organisation used consumer research to identify three critical areas that needed work - discharge and admission processes for IPD patients and wait-time for OPD patients. To improve wait-time, they incentivised people to book appointments online. They also installed digital kiosks where customers could punch in their details to get an appointment quickly.

These were just some of the insights on healthcare management gleaned from the Hospital Leadership Summit hosted by Abbott. In over 150 countries, Abbott is working with hospitals and healthcare professionals to improve the quality of health services.

To read more content on best practices for hospital leaders, visit Abbott’s Bringing Health to Life portal here.

This article was produced on behalf of Abbott by the marketing team and not by the editorial staff.