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Marketing your practice to the consumer-driven patient
Orthopedics Today asks a customer-service specialist how HSAs are changing preferences.
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The rise of Health Savings Accounts is
creating a new breed of patient — the consumer-driven patient.
Unlike patients of the past, this rapidly growing new group will no longer passively select a surgeon’s name from a preferred provider list when they need treatment.
Instead, consumer-driven patients will actively, carefully select their physicians based on a host of factors that have typically garnered little attention from providers. That means orthopedic surgeons who want to be at the top of patients’ lists must understand what consumer-driven patients look for in a practice and build those values into their marketing efforts to set themselves apart from the pack.
Orthopedics Today asked Susan Childs, FACMPE, senior consultant with The Coker Group, to outline how orthopedic practices can provide services that can differentiate them from others and create the favorable impressions that influence patient choices.
Orthopedics Today: Is there a way to proactively seek consumer-driven patients?
Susan Childs, FACMPE: An orthopedist may consider contacting large employers in his or her area that may be offering HSA coverage and let them know that the practice’s staff is available to meet with and discuss this new plan. They may welcome the opportunity and, indeed, use the practice as part of their employee education program.
OT: In other industries, customer service is one of the most important parts of a business plan. Is it the same for orthopedic practices?
Childs: Customer service becomes more important every day and is vital in every industry. It is so significant that Nortel Networks CEO, Mike Zafirovski recently spent 2 months touring the country visiting large employers to show how important they are to his company.
With health care, customer service is already the central concern as each patient’s health is the very core of the physician’s work. The method of delivery and degree of assistance is what patients will become aware of and measure against other practices.
Patients need to know that they will be cared for and that their questions will be answered in a timely manner.
To address this issue, all employees on your staff should be fully equipped with the knowledge and resources necessary to assist patients with every want and request, both business and clinical. This includes Internet access, patient education materials, and smooth-running communication procedures when referring questions to providers and other staff.
Defining individual and departmentalized duties helps everyone work within the scope of their roles along with referring forward those requests they are not qualified to address.
OT: What changes can be made in the office to improve customer service?
Childs: It has been said that the first impression is made within the first moments of meeting, whether in person or over the phone. Indeed, physicians may never get a chance to make a first impression if the front desk greets patients with a less-than-friendly tone that patients will notice. These staff members are the beginning point for most patients, and often the central location for incoming and outgoing messages. They can make a patient feel welcome and cared for or put off, depending upon their responses and how they treat the patient.
“While we all agree that these are important positions, unfortunately they are usually the least trained, lowest paid associates in the practice,” related Coker’s managing partner, Max Reiboldt, CPA. Well-trained and informed employees feel more in charge and confident with decision making while addressing these varied inquiries.
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Practices should have policies and information readily available on items such as financial policies, contracted insurances, and emergent situations that should go directly to the nurse as well as which inquiries can be considered non-urgent. It doesn’t hurt to provide some financial incentives to help motivate these associates toward good customer service. “Even small tokens of appreciation like free movie passes help immensely,” Reiboldt noted.
As with the front desk, the patient may or may not remain with a practice depending upon how they are handled throughout the visit, treatment, or procedure. Good communication and standard protocols within the practice will assist with quick response to patient inquiries.
Triage is another duty where policies and procedures should be clearly documented and easy to follow for all involved. As stress often accompanies triage, the staff may want to take turns depending upon day of the week or weekly to remain up to the task. The doctor’s nurse is the closest thing to him or her in the mind of the patient.
Moreover, often they view the nurse as an extension of the physician. A pleasant patient experience is thus often almost as dependent upon their nursing/medical assistance care as that of the physician.
OT: How important is access in a patient’s decision making process?
Childs: Ease of access is essential. The easier it is to get to your practice, the simpler it is to access your services. If you are not as easy to locate, be sure to provide patients with uncomplicated directions that are also posted on your Web site and mailed out with new patient information. Also point out the positive aspects, such as clear signage, ample parking, and nearby bus stops.
OT: How about the physicians themselves, what changes can they make?
Childs: The physician-patient relationship is one of trust and loyalty as long as the patient feels truly cared for. As a physician’s staff supports and protects time dedicated to patient care, it is also necessary for the physician to handle certain situations.
Along with the patients who need a little extra TLC, certain diagnosis or follow up may need to be addressed directly by the physician. It is just as important to consistently communicate and support the staff as they address issues that need the physician’s approval. Working as a team will be apparent to the patient; moreover, the practice’s physicians can be much more productive if they work through their staff, delegating where appropriate. If done adroitly, the patients will not notice, but they will very much approve of such an experience.
OT: What can physicians do outside of the office environment to market the practice?
Childs: Physicians can use a Web site to augment their practice marketing to perspective patients. On it they can post the most frequently asked questions and issues raised during the evaluation of the practice’s offerings, such as: office hours, services offered, physician profiles, and insurance queries. Also, posting “decision trees” aids in providing a comprehensive site that patients will continually use as a resource. To facilitate access to the practice, they can include contact information on each page and also create patient portals to vendor sites.
OT: Because pricing is going to be an issue with the consumer-driven patient, should fees be included on a Web site?
Childs: Pricing is certainly one of the most important factors in the patient’s decision of where to seek care. Practices, especially self-pay and concierge, are now actually posting their fees. Another way to openly discuss cost is to meet with the patients with an HSA or high-deductible plan before the visit. This allows the practice to establish a workable rapport regarding payment plans and financial policies. It also may well place the practice as a continual resource for information whenever care is needed.
OT: Do you have a take-home message on this?
Childs: Active consumers with growing demands compel physicians to work vigilantly at internal and external marketing. They should assess their strengths and weaknesses, make necessary improvements, and keep their practice healthy by meeting the consumer’s needs.
For more information
- Susan Childs, FACMPE, senior consultant with The Coker Group, 1000 Mansell Exchange West, Suite 310, Alpharetta, GA. 30022; 800-345-5829; www.cokergroup.com.