How to Handle Bad Press about Your Medical Practice

 

Seeing bad press about your medical practice, whether about the physician(s) or simply about your specialty, can be frightening. But if you know how to respond to it, you can keep it from causing harm to your practice or even turn it into a positive experience. There are two types of bad press you may encounter about your medical practice: Direct and indirect. Direct bad press refers to actual negative reviews about the physician(s) and/or your practice, and indirect encompasses any unfavorable media that can affect your practice, such as "exposé" television shows or even credible medical studies.

With direct bad press, a quick response is key, but the need to respond quickly can create panic in the minds of many practice managers. Be careful not to respond with anger or anything that can be read – or misread – as sarcasm. Whether the individual sent you an email, posted on your Facebook Wall, or submitted a review to a website, keep your temper in check. Begin your response with concern, i.e. "We're sorry you feel that your needs weren't met during your office visit." If you need time to investigate the complaint, say so, i.e. "We're researching your concern now and will respond to you fully as soon as possible." Then be sure to do so – otherwise, other current and potential patients will note your lack of follow-through. Take care to observe HIPAA regulations; you may have to be content with "We've achieved resolution on this issue; please call our office at X for more information. Other patients who have questions can also call this number." Call the patient as well; you'll want to do your best to ensure they don't slip through the cracks and continue to feel badly towards your practice, as well as spread that negative impression among other patients. Conduct a mini-training to ensure that staff responds to questions about the complaint with concern and with the information your physician(s) deem appropriate.

Indirect bad press can be just as hard to handle as direct bad press. One example is a widely-reported potential side effect or complication of an often-utilized medication or treatment. Address the concern quickly and intelligently via social media and patient newsletters to minimize panic. This gives you time to formulate a well-researched response that you can send out and provide to patients in your office using notices in examining rooms and in check-in and check-out areas. In your secondary response, be sure to use facts and figures, where appropriate and available, to support your efforts. Many patients are savvy enough to understand that the media occasionally exploits inconclusive study results and other questionable facts in an effort to gain ratings and readership. Once you objectively and coherently point out the flaws in the report(s), they are likely to once again feel comfortable with the treatment your practice recommends.

When there's no bad press to deal with, you can bank goodwill towards your practice by creating your own good press. Besides managing patients well in your day-to-day efforts and ensuring that your staff does the same, you should post positive press about your practice on the practice's blog, Facebook and Twitter pages, and anywhere else that's available and appropriate. This way bad press won't be the only information about your practice that is easily obtainable if and when it occurs. Patients are also less likely to believe bad press when it conflicts with positive information they've already received. Brand your practice as conscientious, responsible, and concerned with the health of your patients first and foremost, and you'll be handling bad press, whether direct or indirect, before it even starts.

To comment please visit: http://www.practicemanagernetwork.com/Blog/Auditing-Your-Practice/How-to-Handle-Bad-Press-about-Your-Medical-Practice.html

About the Author

Practice Manager Network is an online community of healthcare practice managers who have come together for purposes of sharing ideas, learning how to balance home and work life, and getting advice from experts on managing their personal and professional lives more effectively. To find out more please visit: http://www.practicemanagernetwork.com or call 877-315-3338 and a representative will be happy to assist you.

How to Write a Medical Practice Marketing Plan

 

 

"Nobody plans to fail. They just fail to plan." This slogan from a commercial on investments is an apt representation of what happens with marketing programs in most medical practices. Busy days slip by with little to no attention paid to marketing, until one day the days just aren't so busy anymore. Unfortunately, writing and implementing a marketing plan at that point will offer reduced or zero results because your practice will be playing catch-up to others at a time when revenues are lacking. The right time to write a medical practice marketing plan is now – here's how.

Begin at the end. Many practice managers have trouble getting started on a marketing plan because they don't know what the first step should be. But the truth is that you don't need to know the first step – you need to know where you want to end up. What demographic (gender, age, geographic area) do you want to attract, and what do you want them to do? Determine your goals before writing your marketing plan, and the rest will fall into place.

 

• Decide on a budget. Even if your budget is zero dollars, you need to know this ahead of time, because the truth is that there are lots of things you can do to get a marketing plan going on a zero budget. Just keep in mind that if your budget is zero, you'll be investing a lot of time. If you can set some actual dollars aside for marketing, so much the better. But knowing your budget will enable you to avoid spending time on marketing options that exceed it.

 

• Do your research. A surprising number of practice managers select advertising and marketing options that their competitors aren't using. Unfortunately, if your competitors are avoiding certain media and/or messages, it's probably for good reason. Stick with the tried-and-true, especially if you have a small budget; this isn't the time to reinvent the wheel.

 

• Write it down. Most people know that writing goals and objectives down increases their chances of achieving them, and that's true of marketing plans as well. Writing an outline for your marketing plan will also help you focus on areas where you can delegate to others. Perhaps someone in your office can proof advertising copy, has a connection in the printing business, or can write blogs. Distilled facts from the previous three bullet points should go on your written marketing plan so everyone involved understands why you're doing what you're doing.

 

• Get approval. Your written marketing plan needs buy-in from the physician(s) in your medical practice. The last thing you want to do is implement it only to have it curtailed by someone in power who doesn't like what you're doing. Your research and a well-formulated written plan will make all the difference in convincing others of the need for a marketing plan.

 

• Stick with it. You probably won't need to review your written marketing plan daily or even weekly, but be sure to pull it out once in a while, check off the items you've achieved, and review the areas that need attention. You'll also need to update your marketing plan as your business evolves.

To comment please visit: http://www.practicemanagernetwork.com/Blog/Auditing-Your-Practice/How-to-Write-a-Medical-Practice-Marketing-Plan.html

 

About the Author

Practice Manager Network is an online community of healthcare practice managers who have come together for purposes of sharing ideas, learning how to balance home and work life, and getting advice from experts on managing their personal and professional lives more effectively.To find out more please visit: http://www.practicemanagernetwork.com

 

Where is Your Medical Practice in a Vertically Integrated Organization?

In today's health care environment, it can be tempting to accept an offer to become part of a vertically integrated organization, primarily due to the financial support that comes with such a move.  However, there are some important considerations to take into account before doing so in order to ensure that your practice doesn't get lost in the parent company.

 

One factor to consider is the size of your medical practice relative to the size of the potential parent organization.  The larger in proportion the company you're considering joining is relative to the size of your existing practice, the greater the chance of your small office becoming lost.  Since smaller practices typically provide less income for the overarching organization compared to larger integrated groups, your practice's negotiating power may be severely restricted if you join a much larger company.  Research the other practices in the corporation as well as its overall size before proceeding with negotiations so you'll know how your practice will fit into the existing structure if a sale takes place.

 

Given that the parent organization will be footing the bill for your practice's expenses, your physician(s) can expect to lose significant power in terms of decision-making once you've been vertically integrated.  This stands to reason – the parent company is taking the risk, so it will have control.  But it's still a good idea to speak to physicians at length who've already been integrated so you're prepared for the new company culture.  It can be very jarring for doctors with an entrepreneurial mindset to work within a bureaucracy.

 

A vertically integrated organization should provide a stable income and offer new opportunities for your office, physician(s), and staff – but you'll need to get details on exactly what those opportunities will be.  Look at the company's existing promotional materials and employee benefits (including time off).  Find out exactly how expenses, such as rent, payroll, an EMR system, etc. will be paid.  Make sure that what the corporation has to offer is really better than what your practice can get on its own.  If the parent company uses an outdated EMR system, for example, your practice's existing efficiency could be severely compromised.

 

The sale of your practice to a parent company will mean the purchase of all of your assets by the company.  After the sale takes place, every piece of equipment in your office, from computers to exam tables to office chairs to telephones, will be owned by the corporation.  You'll no longer decide when additional or upgraded equipment is purchased.  Negotiate the best price you can for your assets, and be sure that your contract includes anticipated replacement dates for your current equipment.  Visit medical offices owned by the company to be sure they aren't suffering from outdated, inefficient or inadequate equipment.

 

Don't allow any changes, such as the installation of new equipment or the hiring of additional staff, to be made while you are in negotiations to become absorbed by a vertically integrated organization.  Be sure you have a complete understanding of all aspects of your purchase contract, including non-compete agreements and how your physical location will be maintained, before signing on the dotted line.  The decision to become part of a vertically integrated organization could be extremely positive for your practice, but it should be made with extreme care.

To comment please visit: http://www.practicemanagernetwork.com/Blog/HC-Trends/Where-is-Your-Medical-Practice-in-a-Vertically-Integrated-Organization.html

 

About the Author

Practice Manager Network is an online community of healthcare practice managers who have come together for purposes of sharing ideas, learning how to balance home and work life, and getting advice from experts on managing their personal and professional lives more effectively. To find out more please visit: http://www.practicemanagernetwork.com/ or call 877-315-3338 and we will be happy to assist you.

How to Promote Your Medical Practice as an Expert in Its Specialty

If you define your medical practice by specialty, as most practice managers do, you may think that patients see your physician(s), and thus your practice overall, as an "expert" in that specialty.  Certainly some patients, such as those who have received care at your practice for many years, do see it as an expert resource on their medical conditions.  But because patients today are generally more informed and think much more critically than in the past due to the extensive coverage relating to various medical conditions and procedures on the internet, in magazines, and on television shows, you need to actually brand your practice as an expert on the diagnoses and procedures on which you'd like to attract new patients.  Your medical practice's expert status will drive patient traffic and revenue, so promotional branding is a necessity in today's healthcare environment.

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First and foremost, use the word "expert" when you describe your medical practice and its specialty niche in marketing materials.  Make sure you refer to the practice's niche, i.e., "Cosmetic Dermatology Expert" or "Fraxel Expert" instead of a more general term like "Dermatology Expert."  This way, you offer information to the practice's potential patients about the benefits of selecting your practice in your descriptive phrase.  It's easy to overuse the word "expert," so pick one slogan that includes that word and use it repeatedly instead of using the word itself in a number of different descriptions.  A carefully targeted approach is more effective than trying to be all things to all patients – you can expand your branding messages as your practice grows and changes.

Next, support your categorization of your practice as an expert in all the practice's marketing materials.  "Marketing materials" includes anything that your current patients see, including appointment cards and billing statements, as well as materials you use to try to attract new revenue, such as directory listings and brochures.  A short phrase that illustrates the practice's/physician's expert status will fit almost anywhere and serves as very effective reinforcement with a very small investment of time and money.

It's a good idea to gather all your practice's marketing materials together and determine how you can use a concise message to consistently communicate that your practice is an expert in its specialty niche in all materials.  For example, the practice's website should incorporate well-written content about its specialty that is refreshed on a regular basis (this can include relevant articles from any reputable source that supports your practice's ideology, which is much easier and less time-consuming than trying to generate all the content yourself).  A blog is a great addition to your website because it helps you keep patients informed while creating top-of-mind awareness and encouraging them to return to your practice for additional services.  Make sure that blog articles are intelligently-written but not too advanced for your patients to understand.  Post links to your blog articles on the practice's Facebook page for more views and to help optimize your website for search engines.  Your Facebook page will also give you valuable patient and prospective patient feedback when those who Like your page comment on and ask questions about your posts.

Last, be sure your office staff understands why and how you are categorizing your medical practice as an expert in its specialty.  You'll need their support – if you don't provide regular updates and training, they could undo your efforts by communicating ineffectively with the practice's patients.  The staff can also provide you with valuable insight into how you can better communicate the practice's expert status, both internally and externally.  Ask them for their feedback and implement the best ideas; not only will this improve marketing strategy, your staff will feel valued and appreciated, which is great for office morale.

Promoting your medical practice as an expert in its specialty is actually quite an easy way to brand it once you recognize the need and take steps to implement it as a marketing strategy.  Creating consistent marketing messages that establish and support the practice as an expert will improve patient and potential patient perceptions and drive more revenue to the practice. 

To comment on this article please visit: http://www.practicemanagernetwork.com/Blog/HC-Trends/How-to-Promote-Your-Medical-Practice-as-an-Expert-in-Its-Specialty.html

About the Author

Welcome to Practice Manager Network, an online community of healthcare practice managers who have come together for purposes of sharing ideas, learning how to balance home and work life, and getting advice from experts on managing their personal and professional lives more effectively. To find out more please visit:
http://www.practicemanagernetwork.com/

Adding Products and Services to Your Practice

 

If you're a practice manager who's concerned about dwindling patient revenues, you've probably already considered adding products and services to your medical practice. But many practice managers stop there because they don't know how to decide which products and services are appropriate for their practices. There are myriad options for expanding your practice offerings, and sifting through them can become an overwhelming chore. Here are some criteria to consider when adding products and services to your practice.

First, let's consider products. It's best if your new product offerings relate to your specialty, of course, as well as any existing product offerings. Make a list of the products your practice already offers and build from there. For example, an ophthalmologist may already offer contact lenses and products related to their care. A podiatrist probably has a range of foot care products available. Options include: 

 

• Making existing products more easily available by allowing patients to reorder them via your website
• Carrying other products from the brand your practice carries, or introducing products from a competing brand so that patients have a choice
• Investigating an arrangement with a retail store, such as one that sells eyeglasses, for referral fees
• Introducing complementary products, such as vitamins for eye health or to enhance circulation in the above examples

If your practice offers products, it's critical that your physician, you, and your staff are well-versed in their application and effects and can converse about them easily with patients. If patients ask questions you or any representative of your practice can't answer, the credibility of your medical practice as well as the physician will be called into question.

Office staff will also need to be able to intelligently answer questions and assuage patient concerns about any ancillary services your medical practice offers. As with products, try to complement existing services with those patients have asked about or for which you have observed a need. Patients will take note of seemingly inconsistent offers and wonder if your primary concern is making money instead of providing the best care – not the impression you want to give.

Investigate the equipment and/or staff you will need when offering ancillary services carefully before committing to the idea. You'll need to determine whether or not there is a need for such services as well as whether or not your practice can recoup its investment in an acceptable amount of time. For example, suppose you are considering adding physical therapy services to your practice. Questions to find the answers to include:

• Do current patients want/need/ask for this service?
• Do other medical practices in your area offer this service, and has their experience with it been positive?
• Can you recruit new patients to your practice by offering this service?
• Are medical reimbursements positive for this service?
• Does your current location have space for this service?
• What equipment would you need to purchase/lease to offer this service? Are long-term contracts required?
• What staff would you need to hire to offer this service?
• Will your existing practice management software need to change to accommodate offering this new service? If so, what is the cost?
• Would your practice be better-served by entering into a referral agreement with another provider (consider the legalities of doing this as well)?

Adding products and services to your medical practice is an excellent way of increasing patient revenues after careful consideration of the costs and benefits. As with many other revenue-enhancing options, knowledge of your patient base and local market as well as conducting proper research are key factors in your decision-making process.

To comment on this article please visit: 

http://www.practicemanagernetwork.com/Blog/HC-Trends/Adding-Products-and-Services-to-Your-Practice.html

About the Author

Welcome to Practice Manager Network; an online community of healthcare practice managers who have come together for purposes of sharing ideas, learning how to balance home and work life, and getting advice from experts on managing their personal and professional lives more effectively. To join or find out more please visit: http://www.practicemanagernetwork.com/ or call 877-315-3338 and one of our representatives we will be happy to assist you and answer any questions you might have.