Healthcare is a competitive business today. Wherever you turn, there is a primary care provider, specialist, laboratory, imaging center, or hospital right in front of you. Often, there are several practices of the same modality. How do patients choose among the masses? As more practices continue to open, and the healthcare industry continues to change, you must set your practice apart to survive.
Getting Started
Whether you are self-employed or work for someone else, with a little creativity, you can establish your identity and enhance your practice. All you need are some basic marketing skills and a small budget.
The goals of your marketing efforts should focus on establishing your professional image. The clearer you define your role and decide how you wish to be viewed, the more successful your efforts will be. Consider the name of your practice carefully. Your name should tell people as much about you as possible. For example, I chose Laconia Women's Health Center. It tells you where I am, who I treat, and what I do.
Make a plan with measurable goals and decide on a budget. For instance, in 1988, when my practice was 3 years old, I wanted to increase my number of new patients. My goal was to add 25 new patients a month for 1 year. I developed a specific yet simple plan to achieve this. I measured my progress monthly, evaluated my efforts, and revised the plan as needed.
I focused on increasing my visibility in the community in addition to encouraging existing patients to refer new patients to my practice. To increase my visibility, I improved my signage inside and out, and enlarged my telephone book advertisement.
Tap into Local Resources
Your community is the heart of your business. By reaching out to local organizations, I was able to get face time with more people than I could have alone. I joined the local chamber of commerce, was listed in their business directory, and attended a monthly networking get-together for business owners. I wrote an article for the chamber's newsletter about incorporating preventative health initiatives in the workplace. From the chamber, I got a list of service clubs in town and sent letters introducing myself and offering to be a guest speaker at their events. That year I spoke at Rotary, Zonta, and Altrusa club meetings. I brought my brochures and business cards to all of these events. I also had a women's health table at a health fair, which was sponsored by our local home health agency.
To encourage my existing patients to refer new patients, I designed a 3.59 by 8.59 handout called "Tell A Friend," using my desktop publishing program. It asked patients to tell their friends about my practice. I printed these on card stock using my printer, gave one to each patient, and left extras in the waiting room. This was an inexpensive, yet very effective tool that I have used for many years.
It Really Works!!
My aim was to increase the number of new patients by 300 that year. By using these simple, yet effective marketing tools, I added over 700. The yellow pages advertisement and membership to the chamber were my largest expenses, but were well worth it. Every year since 1985, I have established goals for marketing my practice, and made plans to achieve them. I write all of my goals down, and have kept them all. I also started a notebook with clippings of my marketing efforts. From time to time, I review them. It stimulates my creativity and helps me to see how I have grown. My goals have changed over the years, but the process and commitment to marketing has not. Even though my resources have been somewhat limited, with just a small staff (my secretary and I), and small marketing budget, I have continuously reached my goals.