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Jackpot: Aligning Marketing & Physician Relations

Jacqueline Fellows, for HealthLeaders Media, August 14, 2013

"At the start [of the campaign], the average new patient appointment wait time was four days," she says. "We conducted a series of targeted physician visits and combined that with consumer marketing. We then measured her new patient appointment wait time one month after the campaign concluded and it had increased to 4 weeks."

McCluskey says this data is more meaningful than simply reporting an increase in patient volume because it also informs customer service, highlights throughput issues, and reveals when it's time to recruit.

New patient wait times also tell the C-suite where growth opportunities exist. She says when she presented leadership with the information tied to strategic goals, a light bulb "most definitely" went off.

"It became more of a strategy conversation … such as, 'What are the barriers to growth?' " she says.

"It's that door-to-doc time; it prompts so many more conversations than just around, 'Well we're doing a marketing campaign'. That could be seen as soft, but instead you're tying [it to] metrics."


Jacqueline Fellows is an editor for HealthLeaders Media.
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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