Jackpot: Aligning Marketing & Physician Relations
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.
- As Medicare Advantage Cuts Loom, Disagreement Over Program's Stability
- Doctors Feel Pressure to Accept Risk-based Reimbursement
- Surgical Checklists Unused in 10% of Hospitals, CMS Data Shows
- Centralizing the Revenue Cycle Protects the Bottom Line
- A Fresh Look at End-of-Life Care
- 3 in 4 Patients Want E-mail Consultations
- Heart Attack Patient Costs Skyrocket Beyond 30 Days
- CA Fines 8 Hospitals for Medical Errors
- ACGME Chief Sees 'Huge' Risk of Error in Proposed Assistant Physician Licensure
- 3 Insider Tips on Cutting Costs without Strangling Growth