By Evan Leepson, MBA
The following is the fourth in a series of articles that looks at quality improvement issues at two fictional, and distinctly different, radiology practices. Each installment will examine at a different clinical or socioeconomic issue, and will show how each practice solved the problem. Hopefully, their examples will provide lessons that real-world radiology practices can use to improve the way they deliver medical imaging services.
"It was the best of times…it was the worst of times."
Charles Dickens, 1859
We last left our two practices at opposite ends of the marketing spectrum. Proactive Imaging Associates (PIA) was ready to hire a marketing representative for its practice. Reactive X-Ray Partners (Re-X), on the other hand, had placed its marketing program under the guidance of one of the senior partner's spouses. Perhaps as a result, Re-X was starting to learn about the problems that can occur when a practice doesn't take a methodical, professional approach to marketing.
Re-X's marketing representative, Ann, was becoming increasingly frustrated with the practice's marketing efforts. Ann helped the practice develop a radio ad, but the ad didn't clearly describe the practice's services, or the benefits to patients. And the practice hadn't run the ad often enough for it to make a strong impression on potential customers.
Ann was also totally thwarted in her efforts to reach a consensus on the contents of a brochure she had developed to help market the practice. Re-X ended up with a brochure that described the practice in general terms. It failed to include information referring physicians need.
Ann’s insistence on producing a brochure demonstrated her lack of understanding of the nuances of radiology marketing. And unfortunately, she was spending most of her time inside the radiology practice rather than going to where the referrals were generated.
The partners began to wonder if hiring Ann had been a good idea. Worse, she seemed to have been relegated to the role of practice scapegoat. In the reading rooms, exam rooms and corridors of Re-X, radiologists were heard asking:
- How much business has she brought in?
- Do we really need her?
- She's already botched the radio spots, what does she have planned for her next disaster?
- How much are we paying her, anyway?
The Proactive approach
In contrast to Re-X's shotgun approach, PIA was methodical to its marketing program. PIA decided that the best way to begin was by structuring the reporting lines of the marketing representative. The new hire's name was Andy, and he would report directly to the business manager, PIA decided. Andy's main responsibility was to enhance relationships with referring physicians.
PIA wanted Andy to get out in the field and knock on the doors of referring physicians, while the practice's business manager and senior radiologists set the overall strategic marketing direction for the practice. While Andy worked on nuts-and-bolts marketing issues, any final decisions on marketing or other business matters would be left to the business manager and the senior partner.
To provide Andy with additional support, a PIA radiologist was assigned the task of overseeing all the clinical aspects of the practice's marketing activities. This radiologist admitted he knew nothing about marketing, but he was invaluable when it came to clinical issues.
Andy was greeted with smiles and warmth on his first day at work. His office cubicle next to the business manager's, his shiny new laptop, and his job description were all waiting for him. Right from the start, Andy felt he was ready to be the "eyes and ears of the world of referring physicians."
Andy's first job was to meet (again) with Proactive's radiologists to learn what each could contribute to the marketing effort. This tactic was designed to garner support from all the radiologists, and make it easy for them to "buy in" to the new marketing effort. It also positioned Andy as a resource for the practice's radiologists.
The business manager made sure to have Andy’s business cards ready for him on his first day. This made Andy feel like part of the practice. After meeting with all of the radiologists, Andy had a good feeling about which ones could help out in which situations. Perhaps more important, he felt his place in the organization was well-defined, and that the radiologists supported his efforts.
Meanwhile at Re-X, Ann’s future was not looking good....
Next time: Business manager, or concierge?
Evan Leepson, MBA, is a nationally known author, speaker, and strategic planning and marketing consultant. Check out his Web site at www.leepson.com.
May 12, 2000
(Click the headlines below to view previous episodes of the "Tale of Two Practices."
A Tale of Two Practices, Part III: All in the family
A Tale of Two Practices, Part II: When family ties are binding
A Tale of Two Practices, Part I: An ongoing saga
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