But this is a haphazard approach that will accomplish little more for your practice than draining its marketing budget.
Whatever your motivation, make sure to get your staff involved right from the start. Share your reasons for marketing with them, and ask them for their ideas. If your staff is not involved early, it will be difficult to convince them to support the marketing plan and take on any additional work that comes with it.
Once youâve decided to market your practice, you need to set realistic and measurable goals to achieve over the next 1. This time span allows you to plan activities around community events that are in line with your marketing goals. For example, you might help sponsor an annual walkathon for breast cancer or speak at your communityâs annual health fair. Because of the rapid changes occurring in the health care environment, we donât recommend planning specific activities more than two years in advance.
It is important to document the outcomes and discussions of each. Course 10: Strategic Planning Prepared by: Matt H. Evans, CPA, CMA, CFM This course provides a concise overview of how to do a strategic plan. The entire strategic planning process is outlined within this course. Strategic communication can mean either communicating a concept, a process, or data that satisfies a long term strategic goal of an organization by allowing facilitation of advanced planning, or communicating over long. One way to define your goals is to separate them into the following three categories: immediate, one to six months; short- term, six to 1. Here are some examples of measurable goals:
Check with your county or state medical society and your local hospital to find out how many other family physicians, nurse practitioners and general internists are in your service area, how long theyâve practiced in that location and how many have moved into your area over the past five years. Once youâve determined who your competitors are, you need to assess them. This information may be a little harder to come by, but you can try to gather as much information as you can by simply asking other physicians, listening to your patients, friends and neighbors when they talk about their physicians and keeping your eye out for competitorsâ advertisements. To assess your competition, you need to ask the following questions:
With the help of your market research analysis, you should be able to identify your practiceâs âtarget audience,â which is the specific group of patients to which youâd like to direct your marketing efforts. Your target audience might include patients of a certain age, gender, location, payer type or language/ethnicity and patients with certain clinical needs. Keep in mind that your target audience should not only be the patients you want to attract but also the people who can influence and provide exposure to that segment of the population. For example, if you wish to treat patients with arthritis, you might want to get involved in the local and regional Arthritis Foundation and explore senior organizations in the community. If you want to treat young athletes, you might consider giving talks on sports safety and first- aid tips to coaches and athletes at the local high schools, colleges and YMCAs. The key to marketing lies in targeting the audience that your practice can serve better than your competition â and communicating this to that group.
Determine a budget. Before you can decide what specific marketing strategies you want to implement to achieve your goals, you need to examine your financial information and come up with a marketing budget. Marketing budgets vary by the type of market a practice is in, the age of a practice and whether the practice has marketed before. Thereâs no standard for how much a practice should spend. However, in our experience, practices in open markets have spent 3 percent to 5 percent of their annual gross incomes on marketing. If your practice is new, in a highly competitive market or has never been marketed before, or if you intend to roll out an ambitious new program or service, you can expect to spend 1. Some of the initial marketing activities can be expensive. For example, it can cost more than $5,0. On the other hand, some of the best marketing activities cost practically nothing. For example, to build your referral network, you might try meeting with new physicians in your community and sending follow- up/thankyou notes to referring physicians. Big or small, these are all worthwhile investments that will give the community a positive image of your practice.
Strategy and Technology Consulting Firm. January 0. 8, 2. 01. Military- grade planning, precision, and know- how guided MLBâs successful launch of Extended Replay, the gameâs biggest rule change in 4. Getting the call right.
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