To view Figure 1 of this article please refer to the print version of our September issue, page 45.
Gordon Binder Vision Institute (Figure 1) has a reputation for excellence. Our mission is to improve our patients' quality of life with better vision by means of surgery and/or glasses and contact lenses. We strive to provide patients with the best possible eye care and to make visiting our practice the most pleasant experience. Our surgeons are industry leaders who are committed to improving the caliber of the procedures and outcomes delivered. The staff shares the surgeons' dedication and works to create an atmosphere of caring. Gordon Binder Vision Institute's success depends upon several key elements.
Building Word of Mouth
Our primary source of referrals is word-of-mouth. I attribute the practice's success on this score not only to the excellent results our physicians attain, but also to our efforts toward providing patients with an excellent experience within our practice. Regarding patient education, our practice brochure includes an overview of the practice and biographies of the doctors, and we encourage patients to visit our educational Web site. We also provide patients with an interactive CD-ROM that allows them to access information about the procedures and aspects of our practice that interest them.
Patient care should be the top priority of any medical practice. Patients have many choices for vision care and the prospect of refractive surgery may be frightening to many of them. Treating patients with kindness and understanding is key.
Work to make every part of your patients' experience positive, from telephone exchanges to surgery. This effort coupled with good visual outcomes will fuel a word-of-mouth program. Formalize the process by asking patients to tell their friends about your practice if they are pleased with their experience.
Six to 12 months after surgery, patients are often less vocal about their surgical experience. To create patient ambassadors, rekindle their enthusiasm with a reminder such as a newsletter. Also consider keeping a brag book containing patients' testimonials. We keep copies of our brag books in our lobby and surgery waiting area.
Hiring Quality Employees
In addition, we make a real effort to attract and hire a high-quality staff and then to support and educate those individuals, as well as to reward them for excellent service. As a result, our staff works hard to build relationships with patients. Because they meet with a doctor and a patient counselor during their initial consultation, patients can obtain answers to all their questions early in the treatment process. This approach has increased patient satisfaction and conversion rates. We also survey patients in order to identify areas where we need to improve.
Partnering With Vendors
Vendors are great resources and often provide excellent support upon request. For instance, Alcon Laboratories, Inc. (Fort Worth, TX), willingly sends a patient development representative to interested practices. These individuals use the company's Practice Wizard in order to help practices build action plans for developing their business. The VISX University (VISX, Inc., Santa Clara, CA) is another excellent option.
Planning Strategically
Every 6 months, our management team (including the doctors and administrators) gathers for a strategic planning meeting. During these sessions, the team analyzes ways by which we can enhance the practice. We place emphasis upon maintaining our position as an area leader in technology. Bimonthly meetings enable us to build upon and monitor policies and procedures within the framework of the practice's strategic plan.
EXTERNAL MARKETING
Advertising is our second biggest source of patient referrals. Our practice specializes in refractive surgery, and we stress to the public our use of cutting-edge technology. This consistent message has branded our practice and physicians.
By tracking the practice's daily activity and all our marketing efforts, we are able to assess our productivity on all fronts and to make adjustments or improvements as necessary. For us, radio has been the most effective advertising medium. The introduction of customized laser ablation, however, recently prompted us to begin buying half-hour televised programming. We feel we have a story to tell about the new technology we offer, and we have developed a documentary-style educational piece that shows patients the evolution of laser treatment and explains that our practice is now offering a safer laser procedure. Additionally, our early investment in and constant maintenance of our Web site has yielded excellent returns.
Media buying is not a facile process, and it is possible to make a costly mistake. Examples include buying airtime on stations that do not match your practice's target audience or using expensive Internet lead-generation programs to direct unqualified national inquiries to your Web site. Internet leads outside a practice's geographic area generally do not become appointments. Media buying best suited to your advertising efforts takes research. If your marketing budget is small, I advise focusing instead on your existing patient base and building a word-of-mouth program. n
Cindy Haskell is Marketing Director and Assistant Administrator for Gordon Binder Vision Institute in San Diego. She serves on the Marketing Advisory Committee for Alcon Laboratories, Inc. Ms. Haskell may be reached at (858) 455-6800; chaskell@gbvision.com.
