Jackpot: Aligning Marketing & Physician Relations
"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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