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Jackpot: Aligning Marketing & Physician Relations

Jacqueline Fellows, for HealthLeaders Media, August 14, 2013

The metric McCluskey is referencing is new patient wait times, the amount of time it takes for a new patient to make get an appointment to see a physician. It's key to informing McCluskey if the targeted physician visits along with marketing are working to increase patient volume, which is another number they also measure, but it is markedly different from new patient wait times, explains McCluskey.

"Emphasis on measuring new patient wait times came up two years ago, as we more heavily marketed physicians. Then, it was more consumer-focused, but as we ramped up the number of referrals, it rose on our radar that having access was vital."

Patients don't want to wait a long time to see a physician, and McCluskey says if there is an emergency, the physician will work in a patient, but if there is an increase in how long it takes to make an appointment with a physician Memorial is heavily marketing, either through a traditional marketing campaign, or with physician liaison visits, or both, McCluskey knows two things: the demand exists for a particular service line and that the campaign is paying off.

It's a strategy she's used time and again since Memorial began tracking patient wait times. McCluskey gives a recent example of a campaign targeted for a specialist.

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1 comments on "Jackpot: Aligning Marketing & Physician Relations"


Eric Brody (8/14/2013 at 4:41 PM)
Jacqueline, Important topic to write about. Healthcare systems and hospitals are being squeezed. Budgets are being squeezed. And increased access to care means that patient growth and loyalty are by no means guaranteed. The silo'ed mentality has to change. It breeds inefficiency and impedes progress. Can you even think of another industry in which these artificial walls exist between internal departments (in this case, admin functions, service lines, marketing, business development...)? Patients, like customers across other industries, could care less about the structure of your business. What they do care about is a respectful, positive, seamless experience. And the only way for this to come about is through organization-wide alignment. Which begins with leaders who appreciate the train that's coming [INVALID] and who are willing to embrace data, learn from insights and take action. Eric Brody Trajectory