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Now is the time to plan your strategy for next year

Issue: December 1996

ByBarbara Schroer

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I have spent countless hours talking with optometrists over the years about the state of their businesses. I am always surprised and bewildered to hear many optometrists say that very little of their budget is dedicated to marketing their practices. In fact, I have had doctors tell me they spend no money on marketing except in the yellow pages. Of course, their practices are not growing, either.

With active patients being courted away from practices by third-party managed care plans, patients moving and relocating for various reasons and, finally, patients not returning because of dissatisfaction, my question is: "How can a practice not actively look for new patients?"

Depending on the nature of the business, most businesses spend about 10% of their revenue on marketing. Optometry has traditionally spent somewhere between 3% and 5% of gross sales on marketing. If a practice does not reach out to potential patients, it will surely not prosper. Leaders grow their practices by spending on marketing. I know of no practice that is growing without a good plan.

Write a marketing plan

The first step is to write a marketing plan. This is a very important step. You can't get there if you don't know where you're going. The marketing plan will help you and your staff focus on the goals for the practice and help you measure your results at the end of the year.

Also, the plan will help guide you when the various practice builder schemes come up throughout the year. If they are not in your plan, politely refuse them and set them aside for consideration next year. The plan should include these seven elements:

1. Benefit to your patients. Make a list of what you do that would benefit a new patient. For example: You specialize in bifocal contact lenses. Patients can benefit from your full range of presbyopic options, which includes contact lenses.

2. Position in the marketplace. Make a list of the services and products you offer and what makes you better or different from your competitors. Do you really compete with optical chains? If your niche in the marketplace is low fee, high volume and general optometry, then perhaps they compete with you. However, if you offer specialty areas — such as orthokeratology or bifocal contact lens fitting — and quality comprehensive eye examinations, you need to recognize your differences and build on them.

3. Target market. Who, specifically, needs your product or service? If you specialize in pediatric optometry, then your practice should not be aimed at low vision patients. Clearly identify who needs you and segment your patient base as much as possible. If you are computerized, you can run a demographic sort of existing patients that will show the age, sex and occupational breakdown of your patient base. This is a good place to start to determine if your existing patient base fits your plan. This step is vital in deciding how to spend your marketing resources.

4. Advertising strategy. Write down what your product or service is and who you are trying to reach. Next, list who your competition is, what your products and benefits are and how they are different from your competitors'. Decide one message patients should get when they look at your ad and one step of action they should take. The action step is also referred to as the offer, such as, "We invite you to call and schedule a complimentary contact lens consultation."

5. Budget. Decide how much money to allot to marketing your practice. Again, most optometrists will spend approximately 3% to 5% of their gross sales. Look at last year's revenue, add your projected growth margin and calculate what you will spend this year.

6. Tools to market your practice. These tools will center around who your target market is and what you have set aside to spend. They will range from traditional advertising — which includes print ads, yellow pages, television and radio — to office communication tools such as office brochures, business cards and quarterly newsletters. I strongly believe in using direct mail programs that feature a new product or service that can be used to attract new patients or targeted at existing patients.

   Another essential tool is a successful recall program by either phoning patients, sending reminder cards or pre-appointing patients. In some practices I have worked with, more than 50% of their scheduled appointments come from effective patient recall. Energy and training should be focused on recall to reach those kinds of results. The key is to look carefully at who you are trying to reach and to be consistent in your message.

7. Month-by-month plan. Decide what tools you will use for the year and determine the cost per run, the monthly frequency and monthly cost. Monitor your plan with your office manager, marketing consultant and staff. This is an important agenda item to discuss at each staff meeting. Get feedback from your staff regarding what's working and any suggestions to increase effectiveness.

Key steps every practice should take

After you have written a marketing plan and have communicated that plan to all of your staff, it's time for execution. These six items are critical to complementing your marketing plan:

1. Monitor your new patient referrals. Know the source and keep track of the revenue generated by each tool. If you know which tool is working for you, concentrate your dollars in that area and stop doing what doesn't work!

2. Install a customized "message on hold" system. in your practice with messages about your products and services, along with soothing messages. You know what services and products you offer, but do your patients know? It's an inexpensive way to educate your current and potential patients.

   Telephone shoppers are very important to your practice. They may be the best source of private pay patients available today. You could lose this valuable new patient by simply placing them on hold during a busy day. The on-hold messages will help keep their attention and stimulate interest in another vision care product or service your practice offers to patients.

3. Implement an effective and consistent recall system. The patient should be reminded at least four times of the importance of returning for the next visit and the reason for the next visit. Simply saying: "The doctor would like to see you in 1 year" is not good enough in these competitive times.

   The message of the next yearly examination begins with the doctor. The second reminder comes from the business staff during check-out time. The third and forth messages come from the postcard reminder and the phone call. One practice I consult with went a step further and customized a "new patient" folder. The front cover includes the date of the recent exam, the diagnosis and treatment plan and the recommended date of the next exam. The doctor requests that patients bring the Eye Health Record on the next visit. This doctor is educating patients effectively and giving them a useful tool.

4. Communicate with your patients consistently Patients are bombarded by advertising today, which means you have to keep your patients' attention on your practice. There are several methods you should use. One is to send practice newsletters. In these newsletters share any new products or services available and position yourself as a leader in your field. Make the newsletters simple: two pages, front and back. Use photos, pictures and short articles. Gain their attention and maintain their interest.

   Another good tool is to use postcards announcing new products and services in your practice. Both of these tools should be mailed third class and paid for with co-op funds provided by frame vendors when you exclusively feature their product line. The company will reimburse you for the costs of printing and postage.

5. Enjoy the marketing resources your vendors provide. If you are not using the marketing materials provided by your frame and lens vendors you are wasting a great opportunity to market your practice and save money. Review your expense reports and select the products you purchase the most. Contact the companies' marketing division and have their co-op materials mailed to your practice. Use their printed products and custom print your messages. At the end of the year, bill the vendor for reimbursement. It's that simple.

6. Recognize the hot times to market your practice. Some months naturally lend themselves to certain key messages. The accompanying tables indicate some of the best months to market certain themes and suggest various marketing tools to reach your patients.

Advance planning saves time

The most common reason why optometrists say they don't market their practices is lack of time. By setting aside a few hours at year's end and completing a marketing plan, you will focus your efforts tremendously and save countless wasted hours during the year.

Also, work closely with your vendors at the start of the year and let them do their job, which is to help grow your practice. Communicate to your vendors your goals and deadlines and they will help you accomplish your marketing projects.

Lastly, contact a marketing consultant who will support your efforts, write your press releases and newsletters, coordinate your photography and help meet your specific goals.

You become successful in your marketing efforts the moment you start moving towards a worthwhile goal. Get started with your marketing plan now and by Jan. 1 you and your staff can embark on your most successful year in practice.

Seasonal Marketing Ideas

Sample Marketing Plan/Costs

For Your Information:

• Barbara Schroer has 15 years experience in management and marketing for optometry practices. She can be reached at 11365 Affinity Court, #191, San Diego, CA 92131; (619) 530-0557; fax: (619) 536-8936.