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Physician Practice Revenue/Growth:  Strategies For Success
 

Physician Practice Revenue/Growth: Strategies For Success

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Workshop for physician group practices in building volume and revenues

Workshop for physician group practices in building volume and revenues

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    Physician Practice Revenue/Growth:  Strategies For Success Physician Practice Revenue/Growth: Strategies For Success Presentation Transcript

    • PHYSICIAN PRACTICE/REVENUE GROWTH: STRATEGIES FOR SUCCESS A Workshop Presented By Patrick T. Buckley, President and CEO, PB HealthCare Business Solutions LLC ©2009 PB Healthcare Business Solutions LLC The material contained herein is protected PB Healthcare Business Solutions LLC and intended for use by clients and associates of PB Healthcare Business Solutions LLC, and may not be reproduced Strategy, Marketing, Management for Health Care® or distributed without the expressed written consent and permission of PB Healthcare Business Solutions LLC.
    • 2 Topics For Today’s Workshop • The New World Of Physician Group Practice Management • Understanding Our Customers’ Universe • Using Marketing Information To Facilitate Revenue Generation • The Interdependence of Marketing and Operations • Marketing Communications • Managing Cash And The Revenue Cycle • Revenue-Generating Opportunities • Putting Strategies Into Action • Summing It All Up PB Healthcare Business Solutions LLC Strategy, Marketing, Management for Health Care®
    • The New World Of Physician Group Practice Management 3 Increasing Pressures on Physician Practice Income • Inadequate reimbursement • Higher malpractice premiums • Increasing administrative/overhead • Longer receivable cycles • Displacement of income-generating procedures through new technologies  Imaging advances have replaced need for some higher- reimbursed procedures and surgeries • Competition from retail clinics and “lifestyle enhancement” alternatives  Health clinics and quick care centers (e.g Walgreens’ Take Care™, Minute Clinics)  Patients are becoming more involved with programs that eliminate or reduce pain (pain centers, chiropractors,), improve well-being/quality of life (fitness centers, massage centers), and improve their appearance (vein centers, cosmetic surgery, weight management programs)  Employers are becoming more active in health promotion  Move toward new health management models (medical home, integrative medicine)  Consumers are engaging more pre-actively in their health care diagnosis, treatment, and health maintenance
    • The New World Of Physician Group Practice Management 4 The Equations They Probably Didn’t Teach You In Medical School Greater number of patients + Less Time To Interact With Patients + Impaired Cash Flow = Major Stress! Excellent Service + Efficient Operations + Customer Satisfaction = Opportunity For Profit PB Healthcare Business Solutions LLC Strategy, Marketing, Management for Health Care®
    • The New World Of Physician Group Practice Management 5 The Doctor of the Future: • The doctor is online • Half man, half machine • A diagnostic search engine • In two places at once Article location:http://www.fastcompany.com/magazine/135/the-doctor-of-the- future.html May 1, 2009 Tags: Innovation, Technology, Leadership, doctor PB Healthcare Business Solutions LLC Strategy, Marketing, Management for Health Care®
    • Understanding Our Customers’ Universe 6 The Marketplace Is Always Shopping “I need to control my out- of- pocket” “Will this fit my family’s schedule?” “I want to be treated with courtesy and respect” “Can my doctor diagnose quickly and prescribe the right treatment?” “Help me help myself” “Does my doctor relate to what it’s like to be a patient?” “Will I get enough time to go over all my issues?”
    • Understanding Our Customers’ Universe 7 How People Choose Physicians (primary care practices) 10% 30% SOURCES 20% Self Personal Endorsers 40% Caregivers Organizations PB Healthcare Business Solutions LLC Strategy, Marketing, Management for Health Care®
    • Understanding Our Customers’ Universe 8 MARKETING STAGE REPEAT CUSTOMER Switch Decision Stay ASSESSMENT OF RELATIONSHIP MANAGEMENT EXPERIENCE SERVICE “PERSONAL BRANDS” WILLINGNESS TO TRY AWARENESS OF PRACTICE BRAND EQUITY/REPUTATION Anywhere from 5 to 20% of Current Patients Are “In Play” PB Healthcare Business Solutions LLC Strategy, Marketing, Management for Health Care®
    • Understanding Our Customers’ Universe 9 Top 10 Reasons Patients Switch Physicians I. Poor Communication II. Practice Style (Rushed Or Slow) III.Insurance Plan Dictates Who I Can See IV. Inconvenience Factors E.G. Location, Parking V. Scheduling Issues VI. Long Waiting Times VII.Doesn’t Always See The Same Physician VIII.Lack Of Confidence In Ability To Treat IX. Doesn’t Seem To Listen Or Remember Key Details X. Insensitivity Or Paternalistic Attitude Source: PBHBS focus groups PB Healthcare Business Solutions LLC Strategy, Marketing, Management for Health Care®
    • Understanding Our Customers’ Universe 10 Top 10 Reasons Patients Keep Physicians I. Switching Costs Are High II. Helpfulness And Respect Of Office Staff III.Physician Communicates Well IV. Person Is Not Rushed V. Professional Competence VI. Convenience And Amenities VII.Scheduling Options VIII.Reasonable Waiting Times IX. Continuity In Care X. Understandable Bills And Payment Flexibility Source: PBHBS focus groups PB Healthcare Business Solutions LLC Strategy, Marketing, Management for Health Care®
    • Understanding Our Customers’ Universe Consumers Are Participating In Online Communities PB Healthcare Business Solutions LLC Strategy, Marketing, Management 11 for Health Care®
    • 12 SOCIAL MEDIA MESSAGING Medical Group Practice Multi-directional Immediate All demos Inexpensive PB Healthcare Business Solutions LLC Easy consumer Strategy, Marketing, Management for Health Care® interaction
    • 13 Using Marketing Information To Facilitate Revenue Generation • Auditing The Practice: What is the potential for further growth, and what areas do we want to grow in? Can we handle any incremental growth without compromising service standards? Who are our best performers and how do we leverage them? Are we doing everything possible to satisfy our customers, and to give our staff a supportive environment? PB Healthcare Business Solutions LLC Strategy, Marketing, Management for Health Care®
    • 14 Assessing Your Marketing Prowess: The 5 C’s Of Successful Medical Practice Marketing The 1st C: Clinical Knowledge and Experience ▫ Are patients able to get unbiased information on the performance of the physicians? ▫ Does the physician or group practice have a reputation for clinical excellence? ▫ Does the practice maintain data that demonstrate how it performs with respect to quality measures? ▫ Are data on the number of procedures performed and their outcomes made available to patients in an easy to understand format? ▫ Does the group foster a practice style that encourages patients to ask their physicians questions? PB Healthcare Business Solutions LLC Strategy, Marketing, Management for Health Care®
    • The 5 C’s Of Successful Medical Practice Marketing 15 The 2nd C: Customer Service and Convenience ▫ Are evening hours, weekends, or walk-in appointments available? ▫ Are physicians keeping to their appointment times with patients? ▫ Is the reception service courteous, helpful, and responsive? ▫ Does the office follow-up with patients after the office visit? ▫ If the practice uses electronic record management, are patients given the opportunity to review the accuracy of information prior to leaving the office? ▫ Is patient privacy maintained throughout the patient’s visit? PB Healthcare Business Solutions LLC Strategy, Marketing, Management for Health Care®
    • The 5 C’s Of Successful Medical Practice Marketing 16 The 3rd C: Cultivation Of Patient Trust And Practice Relationship --Does the practice maintain strong consultative and referral relationships with other specialists and subspecialists? --Does the practice provide amenities for seniors, such as facilitative chairs, reading materials, and assistance with transportation? --Does the practice schedule multiple consults if needed for patients during the patient’s visit? --Does the practice employ integrative health coaching? PB Healthcare Business Solutions LLC Strategy, Marketing, Management for Health Care®
    • The 5 C’s Of Successful Medical Practice Marketing 17 The 4th C: Communications ▫ Does the practice provide educations information for its patients in print, electronic, and internet-based media? ▫ Can patients access their personal physician via e-mail? ▫ Does the practice have a cogent brand message? ▫ Are communications consistent with respect to tone, look, and feel? ▫ Are communications materials, such as collateral and magazines, kept organized and up to date? ▫ Do the physicians speak at community health forums and events? ▫ Do the physicians participate in healthcare prevention screenings? PB Healthcare Business Solutions LLC Strategy, Marketing, Management for Health Care®
    • The 5 C’s Of Successful Medical Practice Marketing 18 The 5th C: Costs and collections ▫ Does the practice provide consumers with sufficient information prior to the visit regarding pricing and collection? ▫ Are billing practices comprehendible? ▫ Are the physicians in the group practice in most consumer health care plans? PB Healthcare Business Solutions LLC Strategy, Marketing, Management for Health Care®
    • Using Marketing Information To Facilitate Revenue Generation 19 CASE STUDY: “DOCS INC.” Service Area Description  Doctors Inc. is a family practice medical group located in a gentrifying neighborhood of Milwaukee (see map 3).  The area immediately surrounding the practice is re-vitalizing with residential and new small business developments.  In this area, residents are primarily white (86%), followed by African American (7%), and Hispanic (5.7%).  About 5% of housing units are vacant, a figure that compares favorably with the nation rate of 9%.  Approximately 2.5% of residents are foreign-born and 10% speak a language besides English. Map 1: Total Service Area Map 2: Core Area Map 3: Census Tract PB Healthcare Business Solutions LLC Strategy, Marketing, Management for Health Care®
    • Using Marketing Information To Facilitate Revenue Generation 20 Market Snapshot Customer Profile  Over 50% of the practice’s patients are between the ages of 18 and 44.  The top five reasons for patient visits are well woman visits, well child exams, well man exam, upper respiratory infection, and hypertension. Other diagnoses are distributed among several categories.  The practice has twice as many female patients as males. About half of the patients reside in the core area (zip code 53208). Approximately 20% live in the secondary service area (zip code 53213), and the last third live within nine zip code areas that contribute 5% or fewer of the practice’s volume.  Patients average approximately 2 visits per year, which is below the national average of 3.2 patient visits per patient per year. PB Healthcare Business Solutions LLC Strategy, Marketing, Management for Health Care®
    • Market Snapshot 21 TABLE 2: DOCS INC. CUSTOMER PROFILE Zip code Male Female Total <18 18-44 45-64 65+ <18 18-44 45-64 65+ 53206 1 1 1 3 53207 1 3 4 53208 3 13 4 2 8 19 9 3 61 53209 1 2 3 53210 1 1 1 4 4 11 53213 3 7 2 12 1 1 26 53214 1 2 3 53216 1 1 1 2 2 7 53217 1 1 1 1 4 53218 2 1 1 4 53223 1 1 1 3 53224 2 1 3 TOTALS 9 26 8 2 15 47 20 5 132 Age Percent <18 18.1% 18-44 55.3% 45-64 21.2% 65+ 5.3% PB Healthcare Business Solutions LLC Strategy, Marketing, Management for Health Care®
    • Using Marketing Information To Facilitate Revenue Generation 22 TABLE 1: KEY DEMOGRAPHICS OF SERVICE AREA (U.S. Census Bureau, American FactFinder, Census 2000) Population Core Area Secondary Wisconsin US Census Tract Total Service Characteristic (Zip Code Service Area 94—Vliet Area 53208: Approx. (Zip Code Street so. (approx. Lloyd St. no. 47% of patient 53210: approx. 25% of N. 60th St. origin) 28% of patient patient west origin) origin) N. 52nd St. east (1.1 miles w-e) Total Population 35,150 30,509 5,363,675 2,489 821,015 Median Age 27.7 26.6 36.0 35.3 34.4 33.1 Age 65+ 6.7% 6.1% 13.1% 12.4% 10.1% 12.9% Avg. Hshld Size 2.68 2.91 2.5 2.59 2.18 2.42 Owner-Occ. Units 33.5% 44.7% 68.4 66.2% 55.2% NA* College or Higher 18.8% 18.5% 22.4 24.4% 35.1% NA* Median Hshld 26,436 32,340 43,791 41,994 43,005 NA* Income Per Capita Income 13,018 13,908 21,271 21,587 22,419 NA* Families < Poverty 29.5% 22.3% 9.2 1.5% NA* *U.S. Census 3-digit zip code tabulation areas (ZCTA) do not track this information for 2000 census
    • Using Marketing Information To Facilitate Revenue Generation 23 TABLE 3: PRODUCTION CAPACITY AND GROWTH POTENTIAL FOR SOLO FAMILY PRACTICE* National average (NACS, advanced 317.3 visits per 100 persons per year = data # 365, 2003) 3.2 visits per person per year Practice rate 2.045 per person per year Population in total service area 821,015 Total estimated patient office visits from 262,723 service area Estimated current market share for practice .1% National rate applied to practice (with no 422 patient visits increase in patients) Incremental visits needed from current 152 clientele to achieve national visit rate Incremental customers needed to reach 74 national rate (assuming no increase in visit rate) Per day patient volume capacity 10 Total potential visits based on daily volume 2,400 capacity (240 days x 10 patients/day) Proposed Target Market Share .2% Additional visits beyond 270 to achieve 255 market share (.002 x 262,723) *Visit rates are assumed to stay constant at 3.2 per patient. Estimates for additional visits are based upon the most recent NACS national norms, which may not be reflective of actual utilization characteristics for the service area in 2008
    • Using Marketing Information To Facilitate Revenue Generation 24 VISIT RATES FOR SELECTED DIAGNOSES PB Healthcare Business Solutions LLC Strategy, Marketing, Management for Health Care®
    • Using Marketing Information To Facilitate Revenue Generation 25 ESTIMATING SPECIALTY CARE OFFICE-BASED MARKET SHARE Cardiovascular Specialists, SC Yearly patient office visits for cardiovascular services…………………………….30,500 National average (National Ambulatory Care Survey, Advance Data No. 374, June 23, 2006)…8.0 visits per 100 persons per year Population in service area………………………… 1,400,000 Total patient visits in the service area estimate….112,000 Market share estimate…………………………… 26.7% PB Healthcare Business Solutions LLC Strategy, Marketing, Management for Health Care®
    • 26 MEDICAL GROUP PRACTICE MARKETING/OPERATIONS ASSESSMENT CLINICAL PRACTICE PROFILE • Describe the group practice’s scope of services with respect to:  Diagnostic  Preventive  Therapeutic Care • Describe the special capabilities of individual physicians • Describe any newer methods of clinical care, e.g. minimally invasive procedures • What are the group practice’s strengths and areas for improvement? MARKET REVIEW • Describe the marketplace dynamics with respect to market position, competitive challenges, and growth opportunities for the practice. • Is your primary competitor’s business steady, increasing, or decreasing? Why? • How does your practice compare to your competitors’ ▫ In length of time in business? ▫ In patient volume? ▫ In size and number of employees, suppliers, and support staff? ▫ In similarities or dissimilarities? • On what basis will you compete for patient volume? ▫ Clinical uniqueness ▫ Patient Convenience ▫ Service delivery ▫ Price ▫ Technology/innovation ▫ Other
    • 27 MEDICAL GROUP PRACTICE MARKETING/OPERATIONS ASSESSMENT REFERRAL SOURCES • What are your principal referral sources? • Who among the group practice have “rainmaker” capability? GROUP PRACTICE GOALS • List three primary marketing goals for the group practice. Think in measurable terms; e.g., maintain current book of business, grow patient volume by 5 percent. PRACTICE OPERATIONS • Describe the opportunities for patient/provider interactions—how they happen and how well they are performed: Initial call by consumer to make an appointment  Can the caller “break through” voice mail protocols?  Is the call handled promptly and courteously?  Is the caller given a choice of physicians? Reception/Waiting  Is the signage easy to follow?  Is the patient greeted in a welcoming manner and are voices kept down to assure privacy?  Is the patient kept apprised of his or her status at least every 15 minutes?  Is the waiting room big enough to accommodate all patients during peak hours?  Can expectant mothers wait in an area away from pediatrics?  Are reading materials up to date and nicely organized?  Are there readily available waste receptacles for patients with coughs and respiratory problems? PB Healthcare Business Solutions LLC Strategy, Marketing, Management for Health Care®
    • 28 MEDICAL GROUP PRACTICE MARKETING/OPERATIONS ASSESSMENT In The Exam Room  Is the patient seen within five minutes of entering the exam room by the physician?  Is the exam room equipped with everything it should have? MARKETING COMMUNICATIONS • Does the group practice have a dynamic web site? • Can patients get information on the physicians—their training, experience, volumes of procedures and outcomes? • Does the group practice have a e-newsletter or hard-copy newsletter? PB Healthcare Business Solutions LLC Strategy, Marketing, Management for Health Care®
    • 29 Marketing Communications Enlivening Your Brand Traditional and Social Media Internal Marketing Guerilla Marketing PB Healthcare Business Solutions LLC Strategy, Marketing, Management for Health Care®
    • 30 BRANDING YOUR MEDICAL GROUP PRACTICE: ASSESSING YOUR EFFECTIVENESS SCORING KEY QUESTIONS IF NOT A “5”, WHY NOT? ACTION TO BE TAKEN: WHO, WHAT, WHEN Has the practice developed a positioning platform to guide its internal and external communications? Does the name of the practice provide sufficient information so that consumers immediately know the practice’s purpose? Does the positioning platform express a specific attribute or attributes for which the practice wants to be known? Is the brand identity (look, tone, feel of communications) creating a sense of cohesiveness for the group practice? Does the group know its brand image? Are consumers’ perceptions of the image consonant with internal perceptions? Do the operations of the group and fulfill the brand promise? Has consumer perceptions research been conducted on a systematic basis to determine awareness and preference gains? Is your brand message strong and does it reflect the brand image you want people to have about you? 0=Not at all 3=Yes, but not completely 5= Absolutely PB Healthcare Business Solutions LLC Strategy, Marketing, Management for Health Care®
    • Marketing Communications Matrix For Medical Group Practice 31 Communications Description Significant Relative ROI/Cost Primary Use Best For Target Recommendations Vehicle Competitor Presence Group Directories Yellow Pages Yes Low/High Ability to locate practice Seniors Consider advertising in Specialty Directories directories but Internet Directories streamline Website Basic web site Yes High/Med. Explain practice style All Consider enhancing the Provide description of web site services Blogs and other Social Personalized No Low/Low Communicate with patients Patients Not recommended Media communications on web site Internet sponsorships Google-type banner or box No Low/Med. Used mostly by non- All Not recommended ads on web sites medical businesses frequented by target demographic groups Traditional sponsorships Sponsorship of speaker No Low/Varies Mostly for brand image Consider as it can build programs, sports teams, development visibility but limit to etc. strategic support Collateral Written material such as NA Low/Varies Give to patients after they Patients, esp. seniors Consider as a leave brochure, display cards join practice behind piece Outdoor Transit, vinyl and No Low/High Reminder medium and All Not recommended electronic boards image Practice Newsletter Monthly, bi-monthly, or No Medium/High Keep practice visible Consider in six months (hardcopy or e-zine) quarterly. Strengthen affinity with community Direct Mail Post-card, letter,CD or No, but needs to be different Low/Low Attract new move-ins, All Consider—make sure the brochure. Use to get from others so it isn’t junked announce new services, call to action is a strong people to a free screening one or to an open house for practice Special Events Holding an open house, No High/Low To get people to experience All These are good “press the screenings, health fairs something about the flesh” type settings and practice provide opportunities for would-be customers to ask questions directly Advertising (print, Ads in newspapers, Some Low/High Control and place the Certain vehicles work best Consider as a supplement electronic) magazines, radio, tv message with different groups to other promotional options Publicity Coverage in local news, Varies High/Low Gives third party All Highly recommend medical journals, and “endorsement” which is newsletters. Eg: Metro- more believable than Parent, Milwaukee advertising Woman Personal Selling Housecalls, speaking High/Med
    • 32 Physicians Are Collaborating Online In Ways Never Before Possible • Learning in real time from peers across geographies and across specialties • Sharing ideas and discussing new practices • Accessing collective insights and experience from a broader group • Disseminating information more quickly and more efficiently “The New Social Media For Patients and Providers”, Jason Bhan, M.D. PB Healthcare Business Solutions LLC Strategy, Marketing, Management for Health Care®
    • 33 Physician Collaboration Through Social Media • Accessing the collective wisdom of your peers ▫ Asking Questions ▫ Social Bookmarking ▫ Case Presentations ▫ Wiki Collaboration • Networking ▫ Know who you are collaborating with ▫ Build a referral base or network “The New Social Media For Patients and Providers”, Jason Bhan, M.D. PB Healthcare Business Solutions LLC Strategy, Marketing, Management for Health Care®
    • Comparing The Major Social Networking Sites 34 Social Strengths of Weaknesses To Whom Relative Medium this Medium of this This Medium Value For Medium Most Appeals Physicians Lots of good press Message must be short Baby boomers and credibility with Gen X’ers big players Fastest-growing Can blast messages out to many Excellent for Not as viral as other Young and Mid-level professinal media Professionals networking and Primarily individual recruitment of career/ business people professionals. “Warmest” medium; Friending can be Gen X’ers and growing likes pictures and awkward with baby boomers non-commercial type info Fastest growing medium for women over 55 Good way to Still has a little of the All age groups showcase procedures, “jackass” image with present compelling some people stories through podcasts and video. Well-known among Not taken seriously by Millenials Not recommended younger generation the older adult and musicians population
    • 35 Physicians On Facebook “The New Social Media For Patients and Providers”, Jason Bhan, M.D. PB Healthcare Business Solutions LLC Strategy, Marketing, Management for Health Care®
    • 36 And On YouTube • http://www.youtube.com/watch?v=- MJP37xL0gY PB Healthcare Business Solutions LLC Strategy, Marketing, Management for Health Care®
    • 37 Five Basic Criteria For A Physician Practice Web Site Searchability Can the consumer quickly find the web site directly or via the major search engines? Navigation When on the site, can the consumer move easily within pages? Is there a consistent navigation structure? Is the navigation intuitive to users and user friendly? Content What information is provided? What information should be provided, and what should not? Is there a role for frequently asked questions (FAQ)? Are links related to site provided? Is the content being updated on a regular basis? Is the information informative? Design Does the home page draw the user in? Are the content and navigation buttons displayed on each page? Does the site layout enhance the user’s ability to gain information easily? Does each page fit coherently in the site? Do the design and look of the site convey the right feel or message? Are colors consistent across browsers? Is there design integrity within the page and from page to page? Interactivity Can the consumer take action on the site, such as sign up for lunch with the Doctor, send e-mailto a faculty member, ask questions about current research? Source: Physician Entrepreneurs: Marketing Toolkit, by Patrick T. Buckley MPA, ©2008 HCPro
    • 38 Medical Group Practice Marketing Plan The Marketing Plan Should Include These Elements: I. Market Situation II. Target Market Segments III. Strengths, Weaknesses, Opportunities IV. Positioning for the Medical Group V. Goals and Objectives VI. Strategies and Tactics VII.Assignment of Accountabilities VIII.Provision of Resources IX. Monitoring, Evaluation, and Control PB Healthcare Business Solutions LLC Strategy, Marketing, Management for Health Care®
    • 39 Generating Top Line Practice Revenue R C e o v s e t n s u e s More Effective Increase Volume Collections Practices Timely Billing Retention Strategies Appropriate Coding Internal Marketing Increased Throughput Optimize Payer Mix Scheduling Efficiencies Provide more or enhance services Evidence-Based Practices Recruitment of key providers PB Healthcare Business Solutions LLC Strategy, Marketing, Management for Health Care®
    • Assessing Revenue-Generating Opportunities 40 Increasing New Volume: Best Practices Increase New Volume • Build The “Customer First” Brand Retention Strategies • Eliminate The Information Silos Internal Marketing • Virtual Office Solutions • Smart Promotion Using Old and New Optimize Payer Mix Techniques • Referral Source Development Provide more or enhance services PB Healthcare Business Solutions LLC Strategy, Marketing, Management for Health Care®
    • Assessing Revenue-Generating Opportunities 41 Retention Strategies: Best Practices Increase Volume • Say “Thank You”—(Duh!) Retention Strategies • Manage Throughput Without Upsetting The Customer-First Orientation Internal Marketing • Retain Open Slots For Same Day Traffic • Cross-selling And Data Mining • Stop Leakage Out Of The Group Practice Optimize Payer Mix • Install An “Evergreen” Customer Service Program  Regular notification of patients waiting for Provide more or enhance services  physician  Attentiveness at reception desk  Fix problems on spot before escalation Note: 43% of customers who leave a business leave because of a service issue and 77% of the service issues are due to employees’ attitude or behavior (Maritz Market Research, 2008) PB Healthcare Business Solutions LLC Strategy, Marketing, Management for Health Care®
    • Assessing Revenue-Generating Opportunities 42 Internal Marketing: Best Practices • Create and foster a nutritive environment Increase Volume • Have a staff “meet and greet” with all physicians Retention Strategies • Cultivate a “servant leadership” management philosophy and work-style Internal Marketing • Develop internal customer workchart • Conduct self-image gap analysis Optimize Payer Mix • Reward staff initiatives meaningfully • Maintain weekly progress checklist Provide more or • Celebrate team accomplishments enhance services PB Healthcare Business Solutions LLC Strategy, Marketing, Management for Health Care®
    • Assessing Revenue-Generating Opportunities 43 Optimize Payer Mix: Best Practices • Analyze the Demographics Increase Volume • Target specific promotional vehicles Retention Strategies Internal Marketing Optimize Payer Mix Provide more or enhance services PB Healthcare Business Solutions LLC Strategy, Marketing, Management for Health Care®
    • Assessing Revenue-Generating Opportunities 44 Provide More Or Enhance Services: Best Practices Increase Volume • Connections with alternative providers Retention Strategies • Analyze utilization patterns by diagnosis Internal Marketing • Focus on one or two specialty areas and make them special Optimize Payer Mix Provide more or enhance services PB Healthcare Business Solutions LLC Strategy, Marketing, Management for Health Care®
    • CUSTOMER DEVELOPMENT GOALS: 1. To Build Unaided Awareness Putting Strategies Into Action: XYZ Multi-Specialty 45 2. To Create A “5 Star” Service Environment Physicians Group 3. To Increase Percentage Of Referring Physicians Who Positively Rate Our Growth Goals, Strategies, Targets Services External Customers Internal Customers 4. To Increase Overall Patient Volume Goal Physicians Patients/ Employees Support Consumers STRATEGIES TO GROW AND SUSTAIN REVENUE Practice Development 1. Assign “mentors” and role models for the 3 X newer physicians who do not have built- up practices. 2. Provide opportunities for newer 4 X physicians to be introduced within the physician community, as well as to the public. 3. Provide scripts for the front line staff to 2 X introduce new physicians to new patients seeking an initial appointment. 4. Institute program for newly-recruited 2 X X physicians to meet with office staff when they come on board. 1 X X Internal Marketing 1. Develop employees service awards program 3 X 2. Infuse operational enhancements with 1 X X customer service philosophy Community Outreach/Personal Selling 1. Implement physician relations program 4 X 2. Conduct visits to key referrers’ offices Communications 4 X 1. Conduct direct mail campaign to new move- ins Customer Service/Satisfaction 4 X 1. Implement retention strategies e.g. annual recognition letters to established patients, screening reminders, etc. ©Copyright 2007 PB Healthcare Business Solutions LLC
    • 46 PB Healthcare Business Solutions LLC Strategy, Marketing, Management for Health Care™ 773-458-8662 www.pbhealthbiz.com