February 2009 - Capko & Morgan

Marketing on a dime in a turbulent economy

Medical practices are feeling the impact of the looming recession, as patients become more concerned about personal finances. They thiink twice before scheduling an appointment and put off treatment that doesn't seem urgent. Yep, with gaps in the schedule, revenue starts to slide and practice economics become uncertain. So how can you fill those gaps and pump iron into practice revenue without spending big bucks on marketing? Read on...1) Mine your data base. Find those patients that are overdue for an annual visit, follow-up care or screening tests the practice offers. E-mail or give these patients a jingle. Don't just remind patients to schedule appointments, offer each one a specific time slot to increase your odds for filling the schedule. Be sure to confirm appointments 48 hours in advance with verbiage that accentuates the importance of keeping appointments.2) Be visible. Participate in community social and fund-raising activities. The more you (and your staff) are in front of people, the more you remind them of who you are and what you do.3) Be a media darling. Get to know the writers focused on healthcare for local newspapers and regional magazines. Become the "go to" person when they are seeking physicians to quote. It's easier to do than you might think. Go on line to their websites and e-mail the writers that cover features on healthcare business and clinical issues. Invite each one to contact you when they need a source, and direct them to your website so they can check you out. When a medical topic becomes of interest to the community and you can offer solid advice, e-mail your media contacts. 4) Be active with the hospital and local medical association. Communicate your interest in being their media source for information and interviews.5) Be responsive. When someone needs something from you or makes a query, respond without delay, whether its the media, another medical practice or your patients. Be timely and dependable. Now watch your practice thrive!Contact Judy Capko, one of America's best known practice management and marketing consultants: www.capko.com

By Judy Capko|2022-01-01T22:52:59-08:00February 24th, 2009|

Hire a team that follows your practice dream

Here's some power tips for creating a staff that keeps your practice at the top of its game.Know who you are. If you haven't already done so, develop your mission statement. A mission statement should not be vague nor grandiose. It should describe what your practice is all about. What defines your practice? Is it serving the under served, service beyond expectations, partnering with patients on health style issues or if your a pediatrician could it be to make each patient's visit fun? Whatever it is you must define and establish methods to make it a reality. This includes getting the entire staff on board on how to live the mission.Second, create mission-driven job descriptions. Make sure each position has specific responsibilities that support the mission statement, including points of accountability.Third, make the mission statement part of your hiring process. Whenever you are recruiting for a position in your office your mission statement should be at the helm. Applicants need to understand that living the mission is a job requirement and that they will be held accountable to act in a manner that endorses and supports the mission.Finally, execute mission training. Have a formal orientation program for new employees that talks about the mission and each staff's role in achieving the mission. Have an annual "Mission Possible" employee training program each year that includes a review and discussion of the mission and a continuing education seminar on a topic that compliments what is needed to live the mission.If you do these things and your decisions and actions support the mission, you'll create a power team that serves the practice well. Contact Judy Capko, one of America's best known practice management consultants: www.capko.com

By Judy Capko|2022-01-01T22:52:59-08:00February 14th, 2009|

Dealing with conflict

Addressing and resolving conflicts is something most people avoid, including doctors! But in reality, conflicts will always emerge. But, conflicts left unattended will cause much anxiety and furor. Resolving conflict requires a specific set of actions and determination.Know where you are. Get a grip and examine the situation with the intent to reach a “realistic” solution. Recognize that this can’t be accomplished if either side is unwilling to budge. Help the opposition to understand your position and seek to understand theirs and how they arrived at such an outlook. A reasonable solution is likely to require compromise on both sides, so be willing to bend.Be impartial. This is not an easy task. You may have an inflated opinion of the value of what you bring to the table or possibly a misconception about the opposing party. Data is the best way to achieve objectivity. This can be accomplished by comparing data to national averages for your specialty. Such standards are available through professional associations such as the Medical Group Management Association,MGMA, and the National Society of Certified Healthcare Business consultants, NSCHBC. Be a good sleuth. Listen carefully to everyone’s viewpoint, most importantly those you are trying to sway. Understand where they are coming from and what is important to them. The more you know about the opposition, the better prepared you are to address the issues important to them.Clarify the desired outcome. What is essential to you and what are pracdtice leaders “really” want to achieve. It’s a matter of recognizing the ideal outcome and the “acceptable” outcome that prepares you for effective negotiations.Respect different viewpoints. It’s unlikely that everyone will see things from the same perspective, but without respecting others varying opinions we are unable to dig dipper to understand them and how to achieve an acceptable solution from their viewpoint.Just the facts. Bring facts to the table. It will diffuse subjective opinions and provide an opportunity to sway others and develop a consensus. Objective reasons will outweigh subjectivity, but you must stay on course and keep coming back to the facts. This is when you will begin to

By Judy Capko|2022-01-01T22:52:59-08:00February 6th, 2009|

Monthly Archives: February 2009

Marketing on a dime in a turbulent economy

Hire a team that follows your practice dream

Dealing with conflict