By Evan Leepson, MBA
The following is the second in a series of articles that examines quality improvement issues at two fictional, and distinctly different, radiology practices. Each installment examines a different clinical or socio-economic issue, and shows how each practice solved the problem.
"It was the best of times…it was the worst of times."
Charles Dickens, 1859
When we last left our fictional imaging practices, Proactive Imaging Associates (PIA) were planning the future of their practice, while Re-Active X-Ray Partners were reading films in the dark.
As a result of initial planning efforts, PIA decided to develop an aggressive marketing program for the practice. To head the program, PIA decided it would hire a professional marketer with experience in the delivery of healthcare services.
So what did the other practice, Re-Active X-Ray Partners, do?
They, too, felt the need to have someone go out and knock on the doors of referring physicians to drum up business. "But it's so expensive to hire a marketing consultant," complained the junior partner. The head radiologist's answer: hire the spouse of one of the partners. This was a good…no, a great idea.
One of Re-X's partners had a wife who was a registered nurse. Everyone agreed that she had the right disposition to act as Re-X's marketing coordinator. She could work part-time. That would save lots of money for the practice, and they wouldn't even have to pay her benefits.
Taking a different tack, PIA decided to first develop a job description for the marketing coordinator. Second, they divided the marketing coordinator's job into two areas: internal marketing and external marketing.
Meanwhile, back at Reactive X-Ray Partners, the following drama began to unfold. The spouse (we'll call her Ann) had her hands full from the moment she walked into the business manager's office on her first day. Things got off on the wrong foot because the radiologists had forgotten to tell the business manager that Ann was starting work that day.
They had also neglected to specify Ann's job description and title. The business manager didn't even have a spare desk and chair for the new employee. Where was she going to work? In a rented office where the business manager sits? From her home? From her car? Did she get a desktop computer or a laptop? What exactly was her job, anyway?
The business manager's vague answers to Ann's questions did not sit well with the new marketing employee. Ann's first day did not mark an auspicious beginning for Re-X's new venture -- and it didn't look like it was going to get any better.
Take marketing seriously
Meanwhile, PIA's business manager placed an ad in the local newspaper, contacted the local chapter of the American Marketing Association for suggestions, and talked to administrators at two local hospitals. They realized that finding their marketing coordinator would not be an easy task. The right person had to have the necessary combination of people skills, the ability to work in an unstructured environment, and the ability to organize effective events and campaigns.
PIA's business manager, along with one of the radiologists, put together a marketing budget. This budget would be presented to PIA's executive committee for approval. There would be no surprises about what the marketing coordinator would be doing and how much this person would be costing them. All the logistics would be arranged before the new person was hired.
Meanwhile, across town at Re-X, Ann asked the business manager who her immediate supervisor would be. She asked who would evaluate her performance, and how it would be measured. She was met with a blank stare, a shrugged shoulder and more vague answers.
One of the junior radiologists heard through the grapevine (the usual form of communication at Re-X) that the new marketing coordinator was the spouse of one of the partners. This radiologist was not a happy camper when he heard the news, so naturally he took his complaints to the other radiologists (the usual form of conflict resolution at Re-X). "Why wasn't I told about this?" he asked. "What about my wife? She has an MBA, why wasn't she considered for the position?"
Next time: All in the Family
Evan Leepson, MBA, has extensive consulting experience, focusing on the strategic planning aspects of radiology. He is a well-known author and speaker at national radiology meetings. He can be reached at [email protected], or you can visit his Web site at www.leepson.com.
March 17, 2000
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