Professional Documents
Culture Documents
STEVENS
FOR THE PRACTICE MANAGEMENT
Helping Clinics and Practitioners Build
HEALTH Brand and a Thriving Practice COLLECTION
LIBRARY Drew Stevens, PhD
Drew Stevens, Editor
of Healthcare
Marketing
oneif they want to build or maintain a thriving practice. This book
and Exercise
will provide the tools and t echniques to become a brand, manifest
Science
a community, and instantly attract others to you.
Health Education
Dr. Drew Stevens, PhD, works with struggling physicians and
THE TERMS
transforms them into wealthy professionals. He works with medical Helping Clinics and
practitioners and their practices to create e
fficiencies that build
Perpetual access for leaders, manifest brand, and orient the practice into a profitable and Practitioners Build
a one time fee sustainable entity. Dr. Stevens is an international keynote and plenary
No subscriptions or speaker whose most asked-for topics include but are not limited to: Brand and a Thriving
Practice
access fees 7 Challenges that Plague Medical Practices, Leadership Secrets
of Successful Medical
Practices, and Successful Strategies in
Unlimited
Patient Engagement and Experience. His focus includes practice
concurrent usage
management
revival,
practice management marketing, talent
Downloadable PDFs acquisition and retention to improve cash flow, and developing the
Free MARC records proper patient experience. His works have been featured in media
outlets such as CNN and NBC as well as industry journals such
For further information, as The Journal of Medical Practice Management and P
hysician
a free trial, or to order, Practice and Medical Economics. He is the founder and instructor
contact:
sales@momentumpress.net
in the healthcare management program at Maryville University. He Drew Stevens
is also the author of eight books that include P
ractice Acceleration
and The Handbook of Practice Management.
ISBN: 978-1-60650-939-5
Little Book of Healthcare
Marketing
Little Book of Healthcare
Marketing
Helping Clinics and Practitioners
Build Brand and a Thriving
Practice
10 9 8 7 6 5 4 3 2 1
Keywords
branding, how to run a medical practice, marketing, medical consulting,
practice management, practice management books, practice management
branding, practice management marketing, small business management,
what is a practice management program
Contents
Afterwordxi
Acknowledgmentsxiii
Index75
Afterword
Now that this book is concluded, it is a good time to offer some insight
into what made me write this piece of art. I find after so many years of
working with chiropractors that there was little information that really
assists them in running an efficient practice. Many times I am brought
in to some medical colleges to speak to their pregraduation classes about
what to expect upon taking the board. I am bewildered by the egos or
shall we say cockiness of many of those sitting in the seats thinking that
they will not graduate with the aspirations they dream of. I can see and
there arrives that almost 80 to 90 percent of the students sitting in the
audience are expecting to make an instant six- to seven-figure income
with medical care.
While admittedly we live in an aging population and one that is
booming with the need for health care, operating a practice requires sim-
ple business sense. Unfortunately I find that there is not only a lack of
information but education in this required area. Just a quick review of
some of the curriculum in medical colleges indicates that there is a lack of
sound proficient advice on operating the medical practice. While admit-
tedly some of the colleges offer business planning, there is more to run-
ning a practice than just planning for it. There is the care of staff, there is
the marketing for patient acquisition, and most of all there is the service
of attempting to retain those patients so that they continually return. No
one said that operating a medical practice was easy. You might consider
this book as an alternate to what they did not teach you in your medical
college. However, rather than look at the bad, it is best to look at the
future and what opportunities will come from a book such as this.
My hope in writing this book is that doctors will use this as a tool
to run their practices more effectively and efficiently. They will use it as
a learning tool for their office staff so that staff and principal can work
cohesively to build the best practice possible while also attracting the
patient choice. Alternatively, since many texts in the colleges do not exist
in this area, I am hopeful that some of the colleges will use this book as
xii Afterword
a building block for future courses, future ideas, and future remedies for
those students who require it. Individuals must realize that its not only
the patients they are treating but also the adherence to sound financial
practices, empathetic marketing principles, and consistent and relentless
communication to patients and chronic customer service to all alliances
staff and patients so that the practice they have builds a brand.
My hope in reading this book is that as a doctor you gain the foun-
dations necessary to build the practice of your dreams. I hope that the
information enables you to create a legacy for your practice.
May God bless you and your business in health and happiness always.
I remain your trusted advisor.
Drew Stevens, PhD
Acknowledgments
Developing a work like this is no easy task and not one for any single
man. There are so many people to thank along the way but unfortunately
I will somehow wind up missing someone near and dear to me and for
that I apologize. However this text would never have come about without
the expressed love and support from my dearest soulmate Christine and
that of my immediate family Andrew and Ashley. Many nights they sat
on the couch watching me keyboard away in trying to find solutions to
bridge the gap on the lack of knowledge and the intellectual property
chiropractors need. Yet this work would never have got into your hands
without the terrific enthusiasm and excitement of Momentum Health
Press and my wonderful editor Peggy Williams. I cannot begin to thank
Peggy and her team for the amount of hours in time and encouragement
in supporting this work.
During my many years in business, I have had mentors that have
come and gone. Most recently those that have really placed a positive
effect on my business include both Alan Weiss and Rob Nixon. Alan, you
have made me realize what value and articulation of value mean to clients.
And Rob, you helped me understand how to package and promote my
business so that others truly understand what I bring to the table. And
finally, the true inspiration to the stories, case studies, and examples in
this book could not have come from a better core group than 30 years of
clients whove allowed me to serve them unquestionably over the years
while allowing me to place a positive spin on their business and on their
business future.
And finally, no author or expert could ever use just those present in
his life. My principles, my core beliefs, and my on-dying methods for
achievement would never have been set if not for those in my adoles-
cent years. From Anthony Box James who taught me the value look-
ing forward and always looking at the finish line, to both Golda and
George Jeffrey who taught me the value of research and self-appreciation,
to finally Marni Ranani who lit a candle to my future and blew out the
xiv Acknowledgments
Marketing Foundations
Relationship
In 2012, according to the American Marketing Association (AMA)s new
Physician Practice Benchmark Survey, 53.2 percent of physicians were
self-employed, 41.8 percent were employed, and 5 percent were inde-
pendent contractors [1]. What this means if you are in private practice
is that you are responsible for the facilitation of a business. This requires
staffing, talent management, operations, and most importantly branding
and marketing your practice. Yes, you read that correctly, marketing your
practice (Figure 1.1).
Marketing is not a notion many physicians take heed to. There is
rationale to this: (1) referrals stem from primary care doctors, (2) referrals
come from carriers, (3) referrals come from other patients, and (4)refer-
rals are serendipitous. These are all wonderful methods for growing and
maintaining a practice but they are not sustainable. First, of the 878,000
plus physicians in the United States, there is tremendous competition
enabling patients to choose any physician they desire. The Internet
enables prospective patients to review an infinite number of web and
patient review sites allowing them to decide the best doctor.
Social Insurance
Website media referral
you and your patients; they must know you, believe you, and trust you
before you can help them.
In Figure 1.2, patients judge the use of a doctor much like you might
judge a real estate agent or automobile dealer. First, how much compe-
tence does the agent have? Is the vendor able to provide enough informa-
tion about the product or service, the industry, and the organization to
make him sound credible? Does the agent provide information different
from a website and brochure propaganda that encourages belief? Once
competence is recognized, then trust is built allowing the client or in your
case the patient to make a better decision because he is beginning to trust
you. As the trust is building, the next phase you or your patient migrates
to is need. In other words, does the vendor provide the proper informa-
tion, value, and differentiation to help satisfy the need? And, finally as the
conversation continues and trust is building, one of the items required to
help develop the relationship is testimony or case study. Patients want to
know as you would about a product or servicecan you defend what you
state or better stated; what do your patients say about your work? Patients
want to know from other patients what you have done to help. Patients
do not want you to hide behind claims; they want to understand what
others have to say based on similar situations. This is why the relationship
perspective is so vital to the marketing construct.
Trust
Case study
Understanding
Competence
Need
Value
Benefits
Offer Mission
superior and vision
value
Satisfy Patient
patient value
needs statements
Marketing
Patient
to atract
avatars
patients
Patient Hiring
experience patient-
policies centered
staff
Marketing Strategy
In providing a proper marketing concept, we must have a proper mar-
keting strategy. Marketing strategy for any medical practice requires
becoming less tactical and more strategic in approach to the rationale for
conducting the practices marketing efforts. To help you better under-
stand marketing strategy, lets first start with a succinct review of strategy.
One of the most used and often abused terms in corporate and finan-
cial lexicon is the word strategy. Many organizations believe they are
strategic and operating at maximum efficiency. The issue with these firms
is that they act tactically. There is much ado about nothing. Operating a
practice without a strategy is analogous to traveling to a new destination
without a map or global positioning system.
Strategy is the what of the business. Strategy allows organizations
to set course and direction. Centuries ago as Columbus set sail, he did so
without proper navigational maps and understanding of the aquatic envi-
ronment. Imagine operating a practice similarly. The rationale of these
actions is to produce results. The inherent issue is focus.
8 LITTLE BOOK OF HEALTHCARE MARKETING
products or services offered to the target group, the place, or the location
where the services are provided, the price for the target group to achieve
these services, and then the manner in which firms promote the services
to gain the interest of the target group (Figure 1.5).
To help explain the illustration and the point of marketing strategy, it
is helpful to always consider that the patient is at the center of everything.
Therefore, even as a doctor ventures to begin or grow his services then
all activities must be centered with the target patient in mind. There are
four variables to marketing strategy that create the attraction and benefit
to the patient.
Product relates to the products and services the doctor will offer to the
target group. This can include, but not limited to, examinations, prescrip-
tions, patient portal access, cardiology examinations, oncology or blood
tests, and so on. Along with products and services are the features and
benefits the patients might touch, taste, feel, hear, and see along with any
branding or images. Physicians should think of product as those physical
aspects most appealing to the patient.
Place is concerned with the decisions in getting the services and prod-
ucts to the right patient. This can include the physical location of the
office to the manner in which patients can actually travel to the office.
In our contemporary society, this might also denote telehealth whereby
patients can reach or communicate to doctors by computer. Additionally,
Product
Place
place is also attributed to the intermediaries the doctor uses for their
services such as laboratories, MRI, and CATSCAN facilities as well as
insurance and other care.
The third variable, promotion, is concerned with telling the target
market or others about the products and services of the physician. Some-
times promotion is concerned with acquiring new patients and other
times it is concerned with retention. Promotion uses several elements,
which we will explore in another chapter, including advertising, promo-
tion, public relations, publicity, speaking, interviews, patient experience,
and many other facets to help draw the target closer to the practice.
Finally, price relates to the overall fees the physician must charge for
his or her services. Price to a certain extent equates at least for our pur-
poses to the patient value.
When we discuss these marketing variables, they do not exist in a
vacuum; they work harmoniously to ensure the patient obtains what they
desire. And, in order to develop and finally implement a proper mar-
keting strategy, all variables must be considered simultaneously for the
final marketing plan to work. Finally, all variables must always ensure the
patient is the focus of all of these variables.
It cannot be stressed enough that the marketing mix and the target
market are inter-related. Both portions of your marketing strategy must
be chosen at the same time. The mission, the vision, the values, and the
people must then all support this strategy to ensure focus, direction, and
intention.
Marketing is not an easy task especially for physicians that are trained
clinically to think very tactically. Yet, marketing is vital to every prac-
tice, clinic, urgent care facility, and yes even a hospital. In order for these
practices to exist, all must work on creating the proper relationships that
develop and implement the marketing strategy. For any physician sim-
ilar to any business, they must think in these terms; if marketing staff
do not get paid, utilities will not function and phones will not ring.
Marketing therefore is as much a fundamental part of society as it is for
any physician-run practice. When physicians better understand market-
ing concepts and become more strategic about marketing intentions,
they will see enhanced patient volume, more satisfied patients, and more
Marketing FoundationsRelationship 11
Reference
[1] Not All Doctors Giving up Private Practice. January 6, 2016.
Modern Healthcare. www.modernhealthcare.com/article/20130917/
BLOG/309179996
CHAPTER 2
is to get people attracted to you so that you make more money and reduce
your labor.
that perhaps your patient isnt aware of. Becoming more consultative
will make you a better asset to the patient and allow you to become a
trusting colleague. As stated earlier, patients want to trust you and build
a relationship with you and moreover continually conduct business with
you. So you might be asking yourself how do I begin a relationship and
what do I need to do apart from what you mentioned to help develop
value?
Marketing Mindset
It is certain that if you are like most doctors you have three big fears:
death, taxes, and public speaking. However, I would like to add one more:
marketing. Most doctors do not think about it, do not like to do it, and
would rather have someone else take care of this crucial responsibility.
Yet, if doctors are not keen to building business then there is no person to
treat. Ah yes the Catch 22. This is like saying which is more important,
the chicken or the egg.
With this in mind, doctors must have a marketing mindset. Yes,
your mind must alter from where you are today and shift toward busi-
ness development. Admittedly this is no easy task but it is imperative to
make the shift so that your practice operates from merely surviving to
thriving.
Think of it this way. Marketing is around you each and every day.
From the moment you awake until the moment you fall asleep, you are
immersed in marketing. You watch the news, open a box of Granola,
brush your teeth, and get dressed. Just that minimal time introduces
you to products and services delivered to you or purchased because
of marketing and its related activities. Marketing is required to bring
valuable products and services to you. After all, marketing is required
to produce the acquisition and retention of patients like you. Further,
marketing helps to provide you the products and services you want as
well as need.
None of these can happen unless you have a marketing mindset. What
is a marketing mindset? Mentioned earlier in the chapter, marketing is an
information exchange meant to establish relationships so that patients
(patients) understand value. Value in the marketing world, especially
16 LITTLE BOOK OF HEALTHCARE MARKETING
for medical professionals, is the relationship and trust built around the
benefits of care and the sacrifice(s) necessary in order for the patient to
receive these benefits. Value is not about quality, priority, or anything
else other than a set of philosophical and psychological inferences that
create practice processes implementing patient satisfaction. And, in order
to establish the set of processes, marketing uses a series of activities to
institutionalize this philosophical attitude into the practice. Therefore,
marketing requires a new mindset or quality, setting expectations, value,
information, communication, feedback, idea exchange, and most impor-
tantly patient service.
A key aspect into the marketing mindset is to build relationships. Real-
istically we can say that you are in the medical profession but pragmati-
cally to grow a thriving practice, you are in the business of relationships.
To help nurture and grow your practice requires a daily involvement with
activities that bring you further into your local community so that your
practice grows. More important than advertising, the key to establishing
a practice based on value is relationship.
Better than average doctors will help to differentiate themselves by
creating relationships so as to build distinction with the prospective
patient. However there is a reason why prospect patients shop in certain
placesrelationship. We can argue that there are some services such as
laser, acupuncture, etc., that aid a practice because of their distinctive
products and services. Patients align products and services with a fee;
therefore, the value they associate is the exchange of the fee for the value
(benefit) received. Coincidentally this is the definition of selling, some-
thing discussed a bit later in this chapter. But suffice to say that the fee
is related to the tangible gain. Therefore these are commodities and they
pay a fee.
The doctor who is into relationships and creates a marketing mindset
is different. The best patients do not associate a relationship and trust with
a fee; it is incalculable. Relationships then are intrinsic and no amount of
money can be placed on the trust and respect, and prospective patients
would not dare place a fee on them. These relationships then become life-
long downplaying barriers of resistance while also creating more aware-
ness and brand for the doctor.
Creating Value and Differentiation 17
Circle those attributes that show up on at least two lists. What kind of
common traits do you see? Any surprises?
Dependable
Experienced
Mature
Innovative
Creative
High Integrity
Trustworthy
Family Oriented
Technically Adept
Politically Adept
Assertive
Team Oriented
Enthusiastic or Energetic
Nurturing
Freshness or Newness
Persuasive
Stable
Attention to Detail
Financially Astute
Environmentally Aware
Leading Edge
Creating Value and Differentiation 21
Strong Advocacy
Supportive
Reflection
What words can you develop or use when speaking to prospective clients
about your organization? How can these be used to help you develop your
brand?
As mentioned earlier, words drive emotion. Forget the thesaurus; search
the list to find the words that most vividly describe how your patients are
feeling before your service makes a difference in their lives. Next, check
out the second list to express the way your outcome will help them to feel.
(Continued)
22 LITTLE BOOK OF HEALTHCARE MARKETING
(Continued)
Rattled Restless Shocked Startled
Surprised Troubled Turbulent Turmoil
Uncomfortable Uneasy Unnerved Unsettled
Upset EMBARRASSED Ashamed
Chagrined Flustered Guilty Mortified
Self-conscious FATIGUE Beat
Burnt out Depleted Exhausted Lethargic
Listless Sleepy Tired Weary
Worn out PAIN Agony
Anguished Bereaved Devastated Grief
Heartbroken Hurt Lonely Miserable
Regretful Remorseful
CHAPTER 3
Personality characteristics
MotivesIn other words, patient attributes are divided
according to their reasons for visiting a physician. For
example, personal appearance, affiliation, status, safety,
and health are examples of motives affecting the types
of products purchased and the choice of stores in which
they are bought.
Lifestyle segmentationLifestyle segmentation groups
individuals according to how they spend their time,
importance of things in their surroundings, beliefs about
themselves and broad issues, and some demographic
characteristics.
And finally, one of the more popular programs that stud-
ies lifestyle is conducted by the Stanford Research Insti-
tutes Value and Lifestyle Program (VALS), which classifies
consumers into eight basic groups based on psychological
characteristics that are correlated with purchase behav-
ior and four key demographics: innovators, thinkers,
achievers, experiencers, believers, strivers, makers, and
survivors.
BenefitThis concept allows the doctor to hone in on the
benefits of the service offerings. There are different audiences
for different perceived benefits. For example, many like to use
26 LITTLE BOOK OF HEALTHCARE MARKETING
Patient Behavior
You have moved your business development to an entirely new level
with your focus on a target and on your audible messaging. However,
the work continues because it is critical to have a thorough knowledge
of patient behavior. This is the process of how your patients will make
decisions about choosing and using your services. Your knowledge in
this area will help you to understand what processes influence behavior
so that you can develop messages and tactics that are congruent with
those desires.
The Importance of Target Marketing 27
hypothesized that people are satisfied, based on the attainment of each level
of the lowest order. As the individuals reached another level, their needs are
met, thereby raising the individuals progress to higher-level motivators.
Maslow set up a hierarchical theory of needs. The animal or physical
needs were placed at the bottom, and the human needs at the top. This
hierarchic theory can be seen as a pyramid, with the base occupied by
people who are not focused on values, but just staying alive. A person
who is starving dreams about food, thinks about food, and nothing else.
Each level of the pyramid is somewhat dependent on the previous level
for most people.
aid their issue. Lay language is more helpful rather than using words,
mnemonics, and phrases prospective patients are unfamiliar with and
will not stop to understand. Therefore you must think very hard about
the benefits you offer to prospective patients and the way in which they
are offered. The essence of this exercise will enable you to create what
is known as an audible message or value proposition so as to accurately
articulate your message to future and current patients.
So what then is a value proposition or audible message and why is it
important? A value proposition is a pithy statement that promotes the
practice to patients using outcome and results. This brief statement helps
to define the benefit(s) that a patient receives from working with you.
It is outcome-based and focuses all attention on outcomes, not process,
method, or anything further. Most importantly, it removes the stereotype
and titles from introductions, conversations, and marketing messages.
Most practices and their doctors lack a useful value proposition.
Research illustrates that many firms (93 percent) focus on process and
not patient outcomes. In other words, ask any practice what they do and
they explain the prescriptive side and fail to discuss the benefits offered.
Examples include:
Think of this example: you attend a music concert and like most indi-
viduals you might shout in jubilation for the star. The same might be said
at any athletic competition. However, you and your peers are screaming
and you hope that your star notices you, but no such luck. That is market-
ing in todays competitive world: loud, obnoxiously inaudible, and non-
distinguishable. Value propositions and audible messages cut through all
this clutter and noise and make prospective patients listen to you.
Be mindful, this is not an elevator speech. The value proposition suc-
cinctly addresses the patients concern. And the value proposition helps to
articulate the brand. A perfect example is FedExabsolutely guaranteed
to be there overnight. It is not only one of the most powerful value prop-
ositions in the world but also one of the best brands.
There are other reasons for writing a value proposition:
1. What does your practice do that from a benefit and results perspec-
tive stands head and shoulders above any competitive pressure?
34 LITTLE BOOK OF HEALTHCARE MARKETING
These are only a few of the many questions that can be asked to begin
crafting a message. Do not expect to obtain a statement overnight yet do
not belabor it either. However, if you desire better results for your mar-
keting efforts, it is best to begin with asking questions focused on patient
value. If you cannot gain the answers, the best source is your patients!
Testimonials and case studies are great examples. Take their statements
and simply develop them into benefit-based sentences.
It is important to understand that no magic formula exists for the cre-
ation of a value proposition. You might include what you do differently
from your competition. Craft a new message, speak of value and results,
and watch the gap widen.
Consider the following to help craft your audible message.
Answer the following questions specifically but succinctly.
1. What is unique about the brand and your offering? Write this down.
In addition, write down the first thing that comes to mind when others
want to know what you do. However, return to the previous sections to
help develop statements based on patients needs and perceived value.
2. What do you do that is different from competitors? Write it down as
succinctly as possible. Use adjectives and adverbs when possible.
3. What is the best choice for your optimum patient? What is the output or
results to the patient? How is the patients repute improved? Look at the
master list of words in the appendix. What words can you incorporate
into your current value sentence?
Examples include:
Dramatic
Accelerate
Speed to market
Learning to Articulate Value with a Proper Message 35
Expediency
Proficiency
Compliant
Finally, assuming you have correctly identified the target market and then
you have articulated the issues and the possible solutions you provide, place
your best effort in the areas of the small box provided. This will allow you to
formulate a sentence that will create your audible message. I have provided
you the definitions first, another table with a sample, and then a blank table
for you to complete.
Descriptions
Place here your target market in a descriptive form such as I work with
Target audience
men and women aged 40 to 54 that XXX
Issues they face What is it that patients face?
Point of difference
What is the differentiation that you provide?
(Outcome)
Sample
I work with men and women aged 35 to 50 that are professional
Target audience
business individuals
Who suffer like crazy because they work long hours and in
Issues they face
environments that are very stressful.
Point of difference We offer an eight-step process that dramatically refocuses energy so that
(Outcome) they become more mobile and carry less stress in less than 21 days!
Target audience
Issues they face
Point of difference
(Outcome)
36 LITTLE BOOK OF HEALTHCARE MARKETING
Reference
Smith, J.W. n.d. The Myth of 5,000 Ads|Choice Behavior Insights at Hill
HollidayWe Study How People Make Choices, and How Advertising
Influences the Choices They Make. Hill Holliday, Web. 25 July, 2016.
http://cbi.hhcc.com/writing/the-myth-of-5000-ads/
CHAPTER 5
Integrated Marketing
Conveying the Message
Todays markets are very cluttered and very competitive. Advertising alone
in the United States makes up almost $300 billion in revenues for adver-
tising agencies and periodicals. That means while many physicians believe
that advertising is the de facto standard for promoting the business, it
actually is not available for your interests but to gain the most revenue
possible for magazines, newspapers, television stations, and so on. Fur-
ther, the more your practice advertises, the more your competitors adver-
tise too. This only floods the market and confuses prospective patients.
What is needed today is a multilayered approach to gaining the atten-
tion of those who might be interested in your services. With so many
things in their way such as billboards, placards, magazine ads, television
commercials, radio commercials, text messaging, cell phonesneed I
say morepatients are on overload. Advertising research tends to show
that the average (patient) consumer has an attention span of 7 seconds.
Can you imagine 7 seconds to capture the attention of your prospective
patient? That is not much time.
What all this means to you is that your practice approach must have
its hands in numerous activities so that no matter wherever, whatever,
and however a patient needs to see your servicesthey can! The c oncept
known as Integrated Marketing Communications is nothing more than a
multitier, multilayered approach to communicating your brand. In other
words, you need to ensure your multiple messages create attention-getting
attraction to you. The more you engage in this concept, the more atten-
tion you will capture, ensuring that patients connect with you and not
the other way around. What is more interesting is that the more activities
that are created, there is less labor for the practice, because the marketing
perpetuates the market creating exponential growth.
38 LITTLE BOOK OF HEALTHCARE MARKETING
The immediate fallback position for most doctors, in fact most indi-
viduals, is that marketing is simply advertising. This is far from the truth.
Take for example this phrase, What happens here Now complete the
sentence. You know that I am exemplifying Las Vegas. The reason being
that the Las Vegas Convention and Visitors Center (LVCVC) in 2002
took on a new venture to become competitive. In doing so, the LVCVC
used a variety of channels to get this message to you. The Center used
print advertising in major periodicals and journals such as airline maga-
zines. There were television advertisements during prime time and then
there was the development of a website and eventually multiple websites.
Currently with the infusion of social media and attraction of video, the
LVCVC is now engaged in multiple social media channels to help extend
its brand to ensure all 7 billion people in the world can complete the same
sentence.
Integrated marketing communications calls for a big picture
approach to planning, marketing, and promotion programs, and coordi-
nating various communication functions. With an integrated approach,
all the medical practices marketing must project a consistent and unified
image to the marketplace.
At this juncture, you are asking how does this affect a medical practice
and more importantly how can integrated marketing be used to in the
medical field? This is very easy. Simply create a message similar to what
we developed in Chapter 4 and use these words or a combination thereof
in any and all marketing. Think in terms of memorable promotions such
as the Las Vegas slogan What Happens Here Stays Here or similar to
CokeCoke is it! All marketing must be consistent. Once you have the
message, then it is a matter of developing some activities to assist you in
getting your practice known.
I am providing a quick graphic below to help you understand some
of the methods that you might use and then I describe a few of them
(Figure 5.1).
The following list of activities is not mutually exclusively. Sometimes
it is hard to use all instruments simultaneously. That said, choose those
that are congruent with your interests and those that can appeal instantly
to your patients. They are presented here in no chronological order.
Integrated MarketingConveying the Message 39
Sales
Advertise- promotions Videos
Presentations ments Podcasts
to Radio
Presentations prospects
shows
Television
at industry
conference interviews
Radio
Website
interviews
Blog Book
Alliances Booklet
Seminars Email
with the competition and patients expect you to have one. Patients
research you before they call or contact. In fact, research for this area
illustrates that Google searches top over 4.7 billion in any particular
week. The Internet today is yesterdays Yellow Pages.
4. Blogs. Similar to articles, having a blog serves two purposes:
(1) remaining in constant contact with current subscribers
(2)enabling you to reach new patients at relatively no cost. The dif-
ference from articles is immediacy of availability and frequency of
your content. Proctor and Gamble has a blog; its penetration helps
to reach over 1 million people daily, and the feedback has been suc-
cessful in creating new products and services. Blogs allow you to
provide your expertise in a particular area and get your knowledge
out in the market to those that seek it.
5. Lunch and learns. These concise information sessions last no lon-
ger than 30 minutes during a corporate luncheon and feature your
content. Benefits are a live audience, interested attendees, and low
cost of acquisition. The intent is not only delivery but also possible
business from attendees. Many fitness professionals, insurance, and
service practices use these successful ventures. Research companies
around your region that would be interested in gaining some insight
into health, wellness, and other areas of corrective health. Have them
bring a sack lunch and you speak for a short time on some health
topic of interest to them.
6. Booklets. Typically focused on one topic, these small content-rich
pieces feature your advice on one particular topic, that is, nutrition.
Booklets can be used for potential patients as handouts or products
to be sold at special events. Booklets are low-cost and can be pro-
duced at a local printer. These take just a few moments to develop
and provide tremendous free value.
7. Products. When patients become enamored with your content, your
style, and most importantly your results, they want you! Products
such as CDs, DVDs, books, booklets, hooded sweatshirts, and so on,
make great passive income.
8. Networking. Chambers and associations exist for a valid rea-
son. When others become aware of your service and if using your
value proposition, they desire more information. Recall individuals
Integrated MarketingConveying the Message 41
c onducting business with those they know and trust. Local commu-
nities are tremendous ways and build quick relationships.
9. Cause marketing. With the increased focus of ethics and social respon-
sibility, many practices give back to the community while teaming
with nonprofits. Teaming with a practice that seeks similar goals
as yours alleviates marketing costs. One of the best cause marketing
campaigns is the Susan G. Komen practice. Beginning in the early
1990s, this nonprofit collaborated with numerous corporate entities
and became the pre-eminent donor of breast cancer awareness.
10. Trade shows. Trade associations and exhibition are terrific methods
to express brand. Trade shows require effort, focus, and a myriad of
issues if not worked properly. However, these exhibitions are great
methods for meeting new patients, and maintaining contact with
existing ones. However, do not enter a trade show without a proper
game plan and key performance indicators.
11. Pro bono work. What committees can you work on or what asso-
ciations do you know of in need of your passions and talents? This
type of work gets you very involved in your community and creates
the visibility required of potential patients. Other than time, there is
minimal expense to you and much return on investment.
12. Referrals. The sweetest sound any doctor can hear are the encour-
aging words from existing patients who know and appreciate your
value. When requested in multiples, there is never a need to advertise
and promote again since your current base informs the world of your
great results!
13. Newsletters. Printed monthly or quarterly and sent to existing and
possibly prospective patients, this information-packed value must be
easy to read and full of great tactics patients can instantly use. Pro-
vide good intellectual property so that people become interested in
waiting for the next edition.
14. Teaching. Education is everywhere. From online to community cen-
ters association and universities, all are constantly seeking subject
matter experts to present data to students. Teaching allows you to
manifest your brand, to put you in front of an audience of poten-
tial patients, and the opportunity to research information for future
hourly presentations.
42 LITTLE BOOK OF HEALTHCARE MARKETING
15. Alliances. There are many people that honor and believe in medical
professionals but you may not have met them. This includes anyone
from medical practitioners to physical therapists, coaches, and beau-
ticians, even attorneys that handle personal injury. Take the time to
meet as many as possible to help grow your brand above and beyond
your own capabilities.
16. Sponsorships. Different from advertising and passive listings such as
directories and Yellow Pages, sponsorships get your brand in front
of very targeted audiences such as runners, bikers, cancer survivors,
and so on. Find organizations that can appreciate and help you get
your name in front of those who need it.
The market today requires you to be visible; that is how people know
of you and use your services. When you are invisible, you are ghostly and
hidden. When you use the power of integrated marketing communica-
tions, you create duplicity of channels to manifest your brand. Exploit as
many channels as possible to grow your brand, create noise, and attract
future markets to you.
Just like any athlete who wants to see the signs of their success, they
must get out of the stands and get into the field of play. Marketing requires
a consistent stream of activities that allows your practice to remain top of
mind. When your actions speak for themselves, your brand proliferates
and creates better opportunity for others to know about you.
What many doctors fail to do from time to time is organize the day
and set priorities to ensure that all work is monitored. What is important
is what gets measured gets repeated, so there needs to be assurance that
you are monitoring activities to ensure your success. What follows is a
quick table for you to fill in the areas for each activity you intend to con-
duct weekly and the day you intend on doing it. This will allow you to
understand where your leads are coming into the pipeline and where your
new patients are coming from.
CHAPTER 6
Case Study
Charlie had been in practice for five years and was concerned about mar-
keting and advertising costs. After reading a periodical article on refer-
rals, he decided to begin the process. Having followed the example of a
copier representative from years before, he was able to build a significant
income in just a few short months. Rather than solicit one referral from
a patient, Charlie thought it best to ask for multiples. He asked each of
his 120 patients for four referrals. He asked for 10 months and had well
over 3,200 referrals before year-end. Even if he had closed 2 percent of his
practice, he still had more opportunities than he would have had if he had
chosen traditional marketing routes.
Patients who feel so strongly about the relationship and value will be
more than happy to provide you with the names of others who can extend
the loyalty and admiration. Remember, you must be confident and articu-
late clearly yet succinctly what you seek. I also suggest not beating around
the bush. Make the statement, pause, and then listen intently. Allow your
patient time to process the request to consider how to assist you.
One final point. Do not end the conversation without having received
what you seek. Allowing too much time between the initial request and
its conclusion will create dissonance. And in todays busy world, you may
not get another opportunity to ask a similar request.
The 25 30 50 Rules
I often suggest the 25 30 50 method. This simple concept assures
that you remain in constant contact with your most important patients.
The increased communication with your top-tier patients generates more
frequent referral opportunities. The crux is to remain in constant com-
munication with your top patients once every 30 days. Available resources
Patient Loyalty for Referrals 49
include e-mails, newsletters, tip sheets, telephone calls, and even a direct
visit. The importance here is to communicate once every 30 days. As the
saying goes, Out of sight is out of mind. The world is too competitive
today to not communicate.
Depending on the communication mode, you might invest no more
than $50 per patient. When a patient provides you with referral opportu-
nities, you might provide gift cards, a meal, or even a nice bottle of wine.
The point here is to be grateful. Thankfulness is proper for receipt of a
new prospect.
local barber or pharmacist did something for you during each visit that
saves you time and money, you might be more tempted to tell all of your
friends about a fabulous experience. Or you might even bring some of
your friends with you on your next visit.
This clever form of patient acquisition is known as a referral pro-
gram. While many practices use a formal referral program, such as punch
cards or stamps, nothing is better for increased practice than a loyal
patient telling others. According to a study in the Journal of Marketing,
patient referral programs are indeed a financially attractive way for firms
to acquire new patients. These value-based programs illustrate that good
referrals from existing patients generate higher margins than any other
patient program. Patient referral programs stemming from a culture of
patient service have even higher gains than any other practice. Simply
put, loyal patients generate more revenue at a lower cost to the firm than
any traditional marketing approach. It is therefore imperative that prac-
tices become more proficient and embed patient service in their culture;
this lowers expenses and produces more profits while lowering acquisition
costs.
Summary
Referrals are linked to loyal patients; ensure they remain loyal
by remaining in contact.
Use the 25 30 50 method to remain in touch with
patients every month.
Always ask for more than one referral; it builds up your future
base quickly.
Ask for referrals at the peak of the sale, not at the end. Do not
leave time for dissonance.
Referrals nurture value. Ensure patients understand your
provided value.
Use traditional and nontraditional methods to remain in
contact with patients.
Build community or join one so that others understand and
can articulate your intended value.
Create a value proposition so that patients become marketing
avatars.
Never stop asking for referrals; it is an endless process.
CHAPTER 7
Prospective patients are now utilizing search engines to find new doctors
while conducting a tremendous amount of research to determine if that
doctors brand matches with the patients value. In addition to the myriad
of websites, there exists numerous places such as forums, Twitter, and
Facebook where comments about you reside. True, false, or indifferent,
these digital footprints will cast a blanket on your practice.
How Do I Begin?
So what are some methods to get started and how can you develop a sys-
tem to ensure that your patients speak well about your practice to ensure
you obtain a steady stream of new patients? Here are some simple tips to
aid you.
hear. Ensure that you and your staff create an experience from
the entry point to departure, be polite and inviting upon
entry, present a solution for the patient to take home today,
listen for and resolve any issues or concerns, and always end
with a fond farewell and an invitation to return.
What you and your staff say is alive on Facebook, websites,
blogs, YouTube, and so on. You will be surprised to learn that
anything you say today is documented electronically for the
world to see. When the patients have a wonderful experience,
they will tell the world about it. When the patients have a bad
experience, they will tell the world about it. Prospective and
existing patients continually document the good, the bad, and
the ugly on a daily basis on the Internet. What gets men-
tioned gets placed on the global Internet for over 4.5 billion
individuals to see. You need to begin to scrutinize what you
and your staff say to others. Similar to the manner in which
he might look for a restaurant, new patients are looking
foryou.
Proactively conduct an Internet search on your name and
your practice weekly. If you do not have the ability to do this,
then utilize your staff to do it for you. You want to ensure that
you are using the following methods to aid in understanding
your digital reputation. These include but are not limited to
the following:
Search engine results. Use a variety of keywords such as your
name or your practice name, or even your last name and the
city and state in which you live. Tools are available with a simple
Google word search by simply searching for free keyword tool.
This will help you to discover the sites that will help you to find
the proper keywords to use to uncover what is being said on
the Internet. And, since each search site is different, you need
to consider utilizing all search sites such as Google, Bing, AOL,
Yahoo, and so on.
Local directory listings. Using sites such as Google, you and
your staff can determine if your practice can be found by loca-
tion. Similar to the manner in which the Yellow Pages are used,
56 LITTLE BOOK OF HEALTHCARE MARKETING
are uncertain where and how to begin, there are numerous repu-
tation management companies that can assist you by providing
consultative services in monitoring your reputation. One of the
most widely known out there is called reputation.com.
Google alerts. If you or your staff happens to have a Google
account, one of the easiest ways to establish some mechanism
for controlling the reputation is to establish a Google alert. Sim-
ply utilize keywords that you are known for, such as your name
or your practice name. Google has a mechanism that will troll
the Internet helping to monitor when individuals write some-
thing about your organization or say something about you and
your practice. This will provide you with a proactive mechanism
of understanding what is said about you.
Correct and improve information on external sites. As you
continually monitor the web, ensure that your name, address
other pertinent data are correct. When not, request that
changes be made so that the correct information is listed.
Dont argue online. Never get into arguments with any
prospective, existing, or previous patients online. What you
Benefits of Reputation Management 57
say will live in perpetuity and you will live to regret it. Simply
take the heat and move on. It wont be easy but its the best
advice offered.
Become a content expert. Providing thought, leadership,
and expert advice related to medicine in health care will be
specifically appealing to prospective patients and it will also
benefit your existing patients. By becoming a thought expert
in content provider, these items will help your Internet search
and social media rankings.
Be cautious about your personal activities, both past and pres-
ent. Vacations and conferences are fun until the world knows
about. It is always best to err on the side of caution.
Immediately respond to unhappy customers on social media.
Be thoughtful about your responses and dont be antagonistic.
Simply resolve the problem and move on.
If someone mentions something positive about your practice,
provide some reward or recognition. Think in terms of how
to win friends and influence people. Reward those who have
been kind to you.
Focus. The most important thing about reputation manage-
ment is maintaining a focus. Reputation Management must
be constantly in your mind so that you can proactively moni-
tor both the good and the bad issues.
What many doctors fail to realize is that their name and their prac-
tice is a brand. Based upon services offered, patient service, and other
nuances, there is value placed in the patients mind. It is this positioning
that creates an emotional appeal whereby patients book appointments for
brand sake.
Reputation management, when handled appropriately, could poten-
tially increase pipeline flow, decrease obstacles to prospective patient
entry, and increase your revenue. Similar to planting a tree and ensuring
that it has tremendous root structure, reputation management is analo-
gous to that. It will aid your reputation and root your future revenue flow.
CHAPTER 8
Source: www.drew-stevens.com
Given the current state of technology and the Internet, it has become
increasingly important for any doctor to become more in tune with the
Internet today than ever. If this were written 10 to 15 years ago, it could
60 LITTLE BOOK OF HEALTHCARE MARKETING
be said that the Internet is nothing more than a static electronic brochure.
However today, it is a credible source for prospective patients to discover
more about you and actually engage with you. Periodically, Iobtain e-mails
and blog comments from people that are interested in the services that I pro-
vide and so can you. So what can you do to make your site more interactive?
In order to justify the purpose of creating a site, it is best to create a
strategy similar in design to your overall marketing strategy. There must
be a purpose for the website as well as creating the proper messages to
appeal to the demographics that you are attempting to create attention
for. With over 300 million websites, there are simply too many today
that are competing for similar space, audiences, and attention. Therefore,
you want to think as acutely as possible to appeal to those that would be
interested in your services.
The first operation for your site would be to choose the type of pages
that you want to have and the messages for each of the pages. For physi-
cians just beginning this process, I typically suggest the following: Home
Page, About Us, Services Offered, Case Studies, Products, and Contact
Us. Candidly, this is all you need. You should believe in the KISS method.
Keep it simple, keep it succinct, and keep it scintillating so that it creates
the actions you desire from prospects.
With this in mind, there are some rules to developing a purposeful
website so that you gain the levels of success you desire.
have a purpose and you must tell your reader what you want them
to do, to get them to do something. Unfortunately, most individuals
remain on a page for less than seven seconds, so you need enough
information to keep them there and get them to do something.
3. Create some type of free-marketing magnet so that individuals might
leave you a name and e-mail. This will allow you to create a lead gener-
ation system without having to pay for lists and use many of the other
marketing activities mentioned above. By the way, a marketing mag-
net is a free gift such as a white paper, audio, vitamin, analysis, mas-
sage, anything that you can provide that has value that someone wants.
4. Know what the issues are and why people come to see your page.
Can you identify the struggles they face? When you identify their
issues, you can speak more articulately to them so that your page
actually has a conversation with the person. It is as if you are speak-
ing with them electronically.
5. One idea to gain about building your website concerns the entire
essence of this book and that is building a customer-centered rela-
tionship. So when you design and develop this site, you must design
it so that it can be read, you must have professional tone and ver-
biage, and you need to be able to prove how you provide value to the
intended audience.
6. When building your Home Page, create something with the follow-
ing outlines so that it focuses on output and returns to the patient.
For example:
a.ProblemTell them what is not working. Provide a paragraph or
two and let them know what is at issue right now.
b.SolutionTell them how it could be. Provide a paragraph or two
to let them know what utopia might look like when the problem
is resolved.
c.How come?Provide a question as to why they have already
resolve this. You might provide a paragraph or two that provokes
a prospective patient or agitates them enough to question why
they havent taken care of the situation.
d.What you need to do?Provide an approach thats proven to
work. Now in a short paragraph, give them a general solution
thats proven to work without giving too much prescriptive
62 LITTLE BOOK OF HEALTHCARE MARKETING
Last but not least, a website is a work in progress and need not be
perfect. What you need to think of is that the website is the adjunct to the
practice not the purpose of it. Therefore, take your time to strategize well
but once you are ready, implement. Do not sit on the sidelines constantly
judging and ridiculing because you will create paralysis with the analysis.
Websites and Social Media for Doctors and Staff 63
Then as you begin to formulate analytics around your systems, you can
make any needed alterations.
Social Media
Source: http://p.motionelements.com/stock-video/business/me1716292-social-media-confetti-
explosion-hd-a0030.jpg
Last year, 68% of Americans using social networks said that none
of those networks had an influence on their buying decisions. This
year, only 36% said that there was no influence. Now, 47% say
Facebook has the greatest impact on purchase behavior (up from
24% in 2011). Incidentally, Twitter dramatically underperforms
in this category at 5%. (Qualman 2012)
Social media today has taken over many of the nuances of the Internet,
allowing others to communicate without barriers of any kind.
As social media develops, we see the growing fascination as well as
the preponderance of evidence of increased noise. While there is merit on
some use of social media, much of it is personal and seems to continually
clutter important information on the Internet. Yet, for physicians, the
influence and the reach of social media is not something to be ignored.
With over 900 million people on Facebook and over 150 million on
Linkedin and over one billion Tweets per day, there are too many indi-
viduals using social media to ignore its use. Yet like websites, there are
some things to recognize.
64 LITTLE BOOK OF HEALTHCARE MARKETING
Many years ago Albert Einstein stated, Insanity: doing the same
thing over and over again and expecting different results. If your practice
is not growing and you continually do the same thing and do not get
results, why bother? Physicians invest too much time into their craft and
deserve better rewards. Those seeking to gain maximum efforts for better
results simply need to convert from the medical professionals business to
the marketing and relationship business.
The only thing holding back your practice is the resources and the
implementation. Implementation is difficult, as it requires change from
the comfort zone. It is a whole new world with more limitations then
everthe worse being time. Take the time to discover new methods to
grow your practice. Take the time to implement something new. Take the
time to minimize your labor so that you might reduce your costs.
Reference
Qualman, E. 2012. 10 New 2012 Social Media Stats = WOW! In Socialnomics.
Web. 25 July, 2016. http://socialnomics.net/2012/06/06/10-new-2012-
social-media-stats-wow/
CHAPTER 9
Service
During my collegiate business studies, I discovered a quote that per-
sonifies the achievement of every business. Peter Drucker stated, Every
practice is in business for one reasonthe customer (patient). All activ-
ities and internal functions rely on acquiring and retaining patients. This
imperative concept is needed to ensure that health care practitioners focus
on the area of acquiring patients. Simply put, health care practitioners
require a laser-like focus on marketing and service. It also presupposes
that those hired will also focus on these business attributes.
66 LITTLE BOOK OF HEALTHCARE MARKETING
People
Patient service simply comes down to proper communication and impli-
cation to patients. When doctors and staff poorly communicate, service
fails. While conducting research for chiropractic practices, three func-
tional areas help and hinder doctors.
PeopleThere is nothing more prevalent to practice than internal
employees; they are the frontline to the organization. Failure to exem-
plify a patient culture only diminishes a firms ability to communicate
and collaborate with prospects. Working for a chiropractor many years
ago, Iwas greeted by a receptionist that could have passed for an under-
taker. Ido not suggest that receptionist require effervescence; however,
empathy works better for customer care. Service culture needs to run
throughout the practice and not just reception. Everyone from the
Nurse Practitioner to the Receptionist needs to be empathetic to patient
needs.
More importantly, people know people. Doctors need to take full
advantage of referrals and testimonials. Patients are always enamored on
hearing of other patients cures. Such stories become more beneficial than
any four-color brochure.
Finally, ensure you spend time and get to know your patients and
their families. Patients only conduct business with those they trust and
respect. When health care practitioners are rushing from one treatment
room to another, this illustrates inward focus.
ProcessesPatients and prospects are enamored by increased com-
munication. The more you tell them, the more comfortable they become
with information. Remember they are investing in your sage advice on
health. Communicate the rationale for paperwork, procedural issues, sig-
natures, and so on. Ensure the phones are answered promptly and with
Using Staff as Marketing Avatars 67
Service suggestions:
Patients are the most important people.
Patients are not dependent on us.
Patients are not an interruption of our practice.
Differentiation
The deterrent to practice growth is a lack of focus on simple things. While
working with health care practitioners, I typically ask them to identify
their value proposition. I also inquire if patients can repeat it. The ratio-
nale is if patients understand the value provided, they repeat it, thus
becoming marketing avatars. The largest compliment received by a doctor
is the referral and testimony of current patients informing others. How-
ever, patient service must be part of everyday living stemming from hold-
ing doors during shopping excursions, smiling when meeting others in
public, and general posture and attitude. Introversion is no excuse; health
care practitioners are part of communities. Empathy and excitement must
be in everything you do. I know of one chiropractic associate who is so
shy that some take him as being aloof. Hence, their portion of the practice
produces negative results. Ensure inclusion in everything you do.
68 LITTLE BOOK OF HEALTHCARE MARKETING
Marketing Extension
With the knowledge that service is important, staff is also an extension of
your practice. Your staff is active in communities they live. They attend
religious services, visit libraries and grocery stores, befriend neighbors,
and even associate with other parents because of children. If you see N
patients per day, so does your staff. If you have a circle of influence, so
does your staff. It is as simple as using the multiplier of three. What is
the multiplier of three? Simple, take all of your staff and then have them
write down three people they associate with and then connect those three
individuals with three others they know and continue.
In 2000, Malcolm Gladwell wrote a wonderful book titled the
Tipping Point. The books underlying premise is to introduce readers
to the notion that simple items help to make some terrific movements
in business and life. In Chapter 2, Gladwell introduces the reader to the
concept of connectors. Using the famous six-degrees of separation,
Gladwell suggests that we dont seek out friends we associate with the
people who occupy the same small physical spaces that we do (Gladwell
2000). Therefore, we want your staff to connect with as many individuals
as possible so that they can reach out and let others in their communities
understand the values and services you provide.
Additionally, in as much as Gladwell and I also believe in the p
rinciple
of connection, your staff is also required to sell. Salesmen are people
whose unusual charisma allows them to be extremely persuasive in induc-
ing others buying decisions and behaviors. Yes, your staff must be selling
you and your services each day. Any time and every time they meet some-
one who might be a potential prospect, they should be speaking (singing)
your praises and getting their name and telephone number for follow-up.
What is required of them are some simple yet crucial elements to aid in
this endeavor.
Recall what I mentioned earlier, the patient will see your staff from
the moment they enter until the moment they depart. You need staff that
extends value, exemplifies your brand, and is not afraid to sell you. When
your staff works in conjunction with your desires, your waiting room
will be full, your telephone will continually ring, your debts will be paid,
and you will have money and investments. Your practice will thrive and
most importantly you will be the talk of the town. When you develop
this strength, not only will your staff be your avatars but also will your
patients. Now that is the practice any doctor wants to have.
Reference
Gladwell, M. 2000. The Tipping Point: How Little Things Can Make a Big
Difference. Boston: Little, Brown.
CHAPTER 10
Thoughts on Portals
In the age of technology, everyone including patients is seeking faster
alternatives to communicate. With a wealth of social media, blogs, web-
site, and video, there is a barrage of information. To that end, patients seek
easier means to communicate with physicians and their staff. It appears
with doctors offices becoming busier and patient waiting gaps becoming
longer, patients desire easier ways to connect with doctors about their
healthenter the patient portal.
For those not aware, a patient portal is an internal website that enables
a patient and a physicians office to communicate more easily than using
e-mail or multiple forms of social media. With the use of a dedicated server
and a third party software, patient portals (depending on the options doc-
tors desire to make available) enable patients to schedule appointments
online, e-mail doctors about prescriptions or issues in health, gain valu-
able information in the form of a newsletter, make information available
on patients vitals, availability of prescription information on the portal,
and many other options. The notion behind a patient portal is simply the
patient engagement.
Many write about patient engagement without disclosing its impor-
tance and understanding to the physician practice. There are a variety of
definitions and suffice to say that it has become a buzz phrase, but patient
engagement is defined as the communication, collaboration, and coordi-
nation provided by health care providers to ensure a positive patient out-
come with limited obstacles. To a certain extent, one might align patient
engagement with customer service. To that end, all hospitals and health
care providers ensure a successful engagement from the time a phone is
answered or a patient visits a waiting room until the time a patient con-
cludes conversations with office staff.
Additionally, patient engagement is also aligned with providing the
patient a means of self-managed care. According to research from Athena
72 LITTLE BOOK OF HEALTHCARE MARKETING
Health, 35% of U.S. adults have gone online to figure out a medical
condition; of these, half followed up with a visit to a medical profes-
sional. The proliferation of the Internet has created a dearth of searches
in health care from disease and wound care to physician reviews. The
same report from Athena Health indicates,
With this type of usage, more patients will review if health statistics
such as vitals, weight, medication, exercise, or even symptoms are avail-
able. These searches will then lead to some form of communication with
a physicians office.
Coincidentally, not only are portals effective for the patient but
they are increasingly productive to physicians. For example, prior to
e-mail and the Internet, lab results, appointment scheduling, and even
prescription follow-up meant multiple calls due to failure attempt or
even voice jail. The patient portal would place much of this complex
data online. Call volumes might also decrease with the plethora of data
instantly available on the portal. To that end, many patients can have
meaningful, secure, and private conversations with doctors and their
staff about symptoms. Yet, it is the availability to communicate with
the doctor wherever and however. Further, these new electronic means
actually diminish workflow, paper, time lags, and patient communica-
tion, allowing both the doctor and staff to attend to other important
means.
As conducive as portals are, there can be some limitations such as
patients or doctors being non-participative or many patients not using
the portal due to technology issues. Change in an increasing technolog-
ical world is about adaptation and adoption; it is also about leadership
communication. If the doctor throws full support, explains the benefits,
Thoughts on Portals 73
and uses the technology as a means of better efficiency then all will
quickly adoptincluding staff. The use of a portal includes efficiency,
provides better communication, eases workflow, and enables doctors to
diagnose, diminish symptoms, and return the patient to health. Discover
today what a portal might do for your practice.
Index
Alliances, in integrated marketing, 42 Marketing
AMA. See American Marketing AMA definition, 2
Association patient value and, 47
American Marketing Association rationale for, 1
(AMA), 12 relationships, 34
resources, 11
Blogs, in integrated marketing, 40 Marketing Acceleration, 19
Booklets, in integrated marketing, 40 Marketing avatars
Brand attributes, 2021 differentiation, 67
Brand practice, 1920 people, 6667
service, 6566
Cause marketing, 41 Marketing extension, 6869
Marketing mindset
Differentiation description, 1516
brand and value practices, 1920 relationship building, 1719
brand attributes, 2021 Marketing strategy
as marketing avatar, 67 components, 8
marketing mindset, 1519 definitions and interpretations,
reflection, 2122 78
value of services, 5 mix for medical practices, 910
working process for, 1415 organizational virtues, 8
Maslows theory for patient behavior
Esteem needs, patient behavior, esteem needs, 2829
2829 love, affection, and belongingness
needs, 28
physiological needs, 28
Integrated marketing, 3742
safety needs, 28
self-actualization needs, 29
Launch and learns, in integrated
marketing, 40
Law of Availability, 19 Networking
Law of Community, 19 in integrated marketing, 4041
Law of Constant Contact, 18 for lead generation, 4647
Law of Recommended Resources, 19 Newsletters, in integrated marketing,
Law of Short-Term Transactions, 18 41
Law of Testimonials and Case Study,
18 Patient engagement, 7172
Law of Value, 17 Patient portals, 7173
Lay language, 32 Patient Relationship Management
Love, affection, and belongingness (PRM), 18
needs, 28 Patient satisfaction pathway, 67
76 Index
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EBOOKS Little Book of Healthcare Marketing
STEVENS
FOR THE PRACTICE MANAGEMENT
Helping Clinics and Practitioners Build
HEALTH Brand and a Thriving Practice COLLECTION
LIBRARY Drew Stevens, PhD
Drew Stevens, Editor
of Healthcare
Marketing
oneif they want to build or maintain a thriving practice. This book
and Exercise
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Science
a community, and instantly attract others to you.
Health Education
Dr. Drew Stevens, PhD, works with struggling physicians and
THE TERMS
transforms them into wealthy professionals. He works with medical Helping Clinics and
practitioners and their practices to create e
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For further information, as The Journal of Medical Practice Management and P
hysician
a free trial, or to order, Practice and Medical Economics. He is the founder and instructor
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in the healthcare management program at Maryville University. He Drew Stevens
is also the author of eight books that include P
ractice Acceleration
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ISBN: 978-1-60650-939-5