Tools for Success in Private Practice

Abstract

When it comes to business, there is no one thing that ensures success. However, focusing on helping as many patients as possible and tracking those results, creating a program to gather referrals from your own patients, setting a goal each month, and having a key employee to guide operations at the front desk to ensure that every patient is treated well and has an awesome experience at your office will go a long way to steering a practice to success.

Learning Outcomes: As a result of this activity, the participant will be able to (1) list simple ways to convince more patients to say “yes” to amplification; (2) outline elements of a pricing strategy that has the potential to significantly increase the average selling price of hearing aids.

I recall reading an epic best seller several years ago called, The Secret by Rhonda Byrnes.¹ My friends were talking about it and I was sure that the acclaimed publication would reveal insights that were sure to change my life. After all, it was titled The Secret. I stayed up nights reading and waiting to discover the pearl of wisdom that would change the course of my future. The more I read, the more bewildered I became. By the time I reached the end I had indeed discovered The Secret—there are no real secrets to living a happy life. You have to work hard, surround yourself with good people, and then believe that good things will happen. This same philosophy is applicable to business. There are no real secrets to running a successful practice. Business is business no matter what business you are in. You have to work hard, focus on the key components that make your business profitable, set some goals on what you would like the business to accomplish, and then go for it and believe that the business will be successful. However, over my years in practice, I have discovered several processes and procedures that have shown to be very helpful when attempting to increase profitability and those ideas will be presented in this article.

With this being said, if I had to declare one element in private practice that I feel is the most important component of success, it would be convincing more patients with sensory hearing loss to purchase hearing aids. There really is not another good option for these patients if the loss is sensory and surgery or medical management is not an option. Because most private practices in audiology derive the majority of their revenue from the sale of hearing aids, revenue is significantly affected when patients walk out without getting help for their hearing problem.

I have read in several publications that audiologists and hearing instrument specialists convince less than half of the patients that need hearing aids to purchase them.² However, I do not recall this statistic being a topic of conversation at any recent meetings or seminars that I attended. I have to wonder why. If a surgeon had similar results, he or she would be faced with malpractice. If a professional basketball player missed 55% of his shots, he would probably be sitting on the bench or off the team. Some of the problem may lie in the fact that it is not common practice for professionals to track these statistics.³ The only way to know conclusively what is happening in a business is to track the numbers. Being influenced by inaccurate numbers, or a lack of numbers, is an easy way to be led into a false sense of security about how well a business is performing.

Becoming a Better Convincer

The concept of selling hearing technology to our patients is not always a comfortable one, which is not surprising seeing that sales training is not usually a part of typical university curriculum. I would contend that convincing patients to commit to better hearing is actually not about selling something. It is about getting acquainted with a patient; learning their hearing wants; understanding their communicative weaknesses and then agreeing on a solution that best suits their individual hearing needs. The consequences of doing a poor job convincing a patient to obtain help for their hearing problem can result in social isolation and deterioration of their quality of life, not to mention the possible cognitive decline that recent research suggests. From this perspective, it seems it is not only our professional responsibility to sell our solutions, but also to do everything we can to be very good at it.

The secret to convincing more patients to obtain help in the form of hearing aids may well lie in the commitment to track the number of patients who would benefit from hearing aids versus the number that actually purchase them. Professionals have an opportunity to improve their performance by simply taking the time to record their numbers, which should forge a higher level of accountability. Most practice management software tracks appointment outcomes.⁴ If you do not use this feature, start your own Excel spreadsheet and keep track of how many patients you see who are candidates for amplification and then record how many patients you actually convince to purchase hearing aids. The tracking should include new patients and also current patients who have aids over 3 or 4 years old or those patients who are not hearing well with their present hearing aids who could benefit from new technology.

The ability to sell a patient on the idea of obtaining help in the form of hearing aids directly relates to the ability to convince a patient that now is the time to take the step to do something about their problem. Discovering a patient's motivation for making an appointment today may be a key element in convincing them to take the step of investing in better hearing. Many times a salient event has occurred and forced the patient to acknowledge that they have a problem. I have found that it is possible to actually gain a patient's commitment to better hearing even before beginning their evaluation. For instance, after spending time discussing a patient's hearing problems and exploring the ways it may be affecting their life, you might say, “Mrs. Jones, you indicated that you are having difficulty hearing your grandchildren and no longer enjoy going out socially because you cannot understand conversations. If I can help you hear better in those situations, is that the help you are looking for today?” There is a specific reason that the patient finally made an appointment. They have no doubt seen many, many advertisements for hearing aids and have friends or relatives who wear hearing aids but something affected the tipping point and made a hearing evaluation inevitable.

It is easy to become discouraged or alarmed if a patient objects before, during, or after you recommend hearing aids but actually we as professionals should expect objections as part of our everyday experiences with patients. Objections are common in every aspect of the sales process. They are simply statements, comments, requests for information, or inaccurate assumptions by the patient that need clarification. An objection does not necessarily mean the patient does not agree with the diagnosis or is not interested in learning more about the available options. Stating an objection may just be a patient's way of gathering a little more time to digest the information. Most importantly, do not be intimidated by objections, rather step back and let the patient express their concerns and then address them one at a time. A “No” or “I want to think about it” may mean that you have not gotten to the real heart of the problem and the real reason the patient made the appointment.

Regardless of the stated objection, in the majority of cases, it is been my experience that money is the issue. However, patients will not always state that it is the issue. The real question when a patient presents the price objection is whether the patient does not have the money, does not want to spend the money, or does not feel the hearing aids are worth the money. The only way to uncover the answer is to ask questions. When someone voices that price is an issue, the first thing I do is take a deep breath, make eye contact, and silently count to three. It is amazing how many patients will answer their own objections, or at least give you some much-needed information when you give them the opportunity. Never answer or attempt to explain away an objection, but rather simply inquire more about the reason for the opposition. For instance, if a patient says, “Hearing aids are expensive,” do not respond with every reason why you charge what you do, rather respond with, “What were you expecting the cost to be?”

Do not be afraid of silence. Whenever a patient tells you your price is too high, just breathe and be quiet. You will find that almost half of the patients will fill that silence with information you can use to move forward. The key is to acknowledge what the patient is saying and assure them that better hearing is worth the investment and that you will be there to help them through the process. Consider offering financing, which can make the cost easier to manage. A simple Google search will reveal many helpful articles and videos to help you overcome the common price objection. Most importantly, do not let an objection be the end of the conversation.

Most professionals I have observed talk way too much and present way too many options to the patient. Patients want a strong recommendation from their professional. Not “You could get receiver-in-the-canal (RIC) aids, or if you are concerned about cosmetics, you could get invisible-in-the-canal (IICs) and then there are hearing aids that connect with iPhones (Apple, Cupertino, CA) or perhaps you would like a loop or wireless system for your TV, blah, blah, blah.” Patients want a strong recommendation and then a good reason why they should pursue that recommendation and spend a significant amount of money to get it. For instance, “Based upon your test results and the problems you have shared with me, I believe _______ would be the best solution for you.” Then put your price sheet in front of them and be quiet until the patient responds. Those few moments of silence will seem like a lifetime, but they are crucial.

Another common objection expressed by many patients is that they want to think about the recommendation and return at a later date. The fact is that most of the patients that express this objection will never return but many will visit another provider within a short period of time. Some people toss out this classic objection because they are uncomfortable and do not want to delve into the situation any further. Perhaps learning they have a hearing loss is too much to handle, or maybe they have not been able to connect with the provider and want to find someone else to work with. When hearing this objection, it is important to dig a little deeper to determine the appropriate follow up. Some people really do need time to digest the information and explore their options. Type A personalities can make snap decisions, but other personality types need more time to feel comfortable making a decision. When a patient expresses that they want to think about the recommended treatment plan, simply say nothing and wait for the rest of the story.

Another approach to this objection may be to pause and slowly say, “I am not sure I understand,” and then once again let the silence do the work. Usually the patient will elaborate further on their hesitation to proceed. Always try to have some form of planned follow-up. For example you begin with, “I completely understand that this is a big decision. However, I also know what a difference better hearing will make in the quality of your life. I would like to give you a call next week after you have had some time to consider our conversation. Would next Wednesday at 9 am be convenient?” If the patient commits to the call, then the objection is probably legitimate. If they will not agree to another meeting of some kind, then you can be pretty sure that your chances of seeing that patient again are slim.

Once a person has been diagnosed with a sensory hearing loss, it is a sure bet that they will always be a candidate for audiological services so it is a prudent business move to stay in touch. Mark their files accordingly and keep them informed of new technologies as they are introduced. You also may want to send a survey and ask questions as to the level of satisfaction with the outcome and ask if they would like you to stay in touch.

I am sure we have all heard a patient say, “I do not think my hearing is bad enough to get hearing aids.” When it happens, the thought runs through my head, “Really? So that is the reason you finally made an appointment; took time away from your daily activities; asked someone to come with you; and wasted gas to get to here today?” This objection just does not seem realistic. However, hearing loss occurs very gradually and there are people who truly do not believe they have a hearing loss and made the appointment just to appease a spouse or loved one. In other cases, the patient may be well aware that their hearing is not what it used to be but really believe that the loss is not enough of a problem to do something about. The individual with the deficit may not see that the hearing loss is, in fact, contributing to other problems, whether health or work related, and that dealing with the hearing loss may actually help other health or occupational concerns. I will contend that most people who make an appointment for a hearing evaluation know or suspect they have a problem but are secretly hoping we will determine it is just a big plug of wax or we will tell them to suffer through until things get worse and they cannot hear at all. Regardless of the reason, we, as professionals, have some ineffective ways of convincing patients that they have a problem. We place them in a soundproof room and present individual words into their ears at loudness levels that would blast anyone out of a room and then attempt to explain that despite the patient's excellent performance in the booth they really have a significant hearing problem. This may be an effective clinical process but it is not the best way to show patients what they are not hearing.

There may be a better way to convince the doubters. It is true that hearing loss occurs gradually over time and people may not know what they miss, but it is our responsibility as professionals to show them. The approach that works quite successfully in my practice is to explain to the patient during the interview that the initial phase of the evaluation will assess their ability to hear sounds and the speech portion of the test will investigate their ability to understand words when presented at a loudness level that is easy to hear, although the level may be much louder than an average person speaks. I stress that the speech tests are designed to reveal their potential to understand when speech is loud enough and then I go on to explain that once I have completed those initial tests, I will do further testing to discover how well they are actually able to understand a typical voice. Following completion of the word recognition testing performed in the sound booth at optimal listening levels, word recognition lists are presented through sound field speakers at normal listening levels (40 to 45 dB hearing threshold level (HTL)) and these results are compared and explained to patients. If a gap in performance is noted, demo hearing aids are placed on the patient to show them what they may be missing in daily conversations.

Developing an Effective Pricing Strategy

Many business owners struggle with developing an effective pricing structure for their practices. Establishing the most appropriate price can determine whether a business survives. Although there are many ways to formulate a pricing structure, the one that is most appropriate is the one that produces sufficient profit and at the same time, is not so high as to turn patients off.

Regardless of the pricing strategy, it is imperative to be able to justify what you charge for patients. When a patient looks you in the eye and asks you why your recommendation is worth their hard-earned money, your answer better be convincing. You cannot convince others unless you wholeheartedly believe it yourself. Unfortunately, some professionals are uncomfortable with the prices they charge. If patients sense that insecurity, they will typically be unconvinced that the solution is worth the investment.

There is no magic formula to determine the right price. The business owner or manager should know the cost of doing business and what expenses are included in those costs. The goal should be to find the price at which profit is maximized and demand is not affected. Some business owners make the mistake of setting prices based on what their competition is charging, which can be a dangerous approach. The optimum price should maximize the profit margin of the product and still remain attractive to a patient.⁵ It is been my experience that patients certainly are concerned about the cost of hearing aids and want to feel like they are getting good value for their money, but cheaper prices have never translated into more hearing aids being sold. What we charge is not about price unless we make it about price. The prices we charge are about value—the value of hearing better and the benefits of working with a professional who has the education, expertise, and the persistence to make certain a successful outcome is achieved.

Regardless of the pricing structure, a patient can always find cheaper hearing aids. Competition is everywhere (i.e., the Internet, Walgreens, eBay, Sam's Club, sporting goods stores, and Costco just to name a few). The way we win in a battle against this barrage of competition is to focus on best practices and the patient experience and not on price. Benefits have always outweighed price in this industry so instead of lowering prices, I would recommend adhering to a best practices protocol consisting of a comprehensive test battery including measures of loudness discomfort and speech-in-noise testing and real-ear measurements to ensure that patients are deriving optimal benefit from their hearing aids. If patients understand the value of what we do, achieve adequate hearing benefit, and feel they are treated fairly and courteously, they will not mind paying the prices we charge.

In a successful business, prices should be set to cover total costs plus some margin of profit.

Pricing should take the following factors into account:

1. Fixed and variable costs

2. Competition

3. Company objectives

4. Proposed positioning strategies

5. Target group and willingness to pay⁶

Some business owners establish their cost of goods sold (COGS) for a particular time period and then use a multiplier such as two or three times the COGS to set their prices. Practitioners may also look at the annual surveys in hearing health care journals to discover the average price that a patient in the United States pays for a hearing aid. Most business owners know what their competition charges and some are afraid that it will be detrimental for their business to price themselves out of the market. Setting prices slightly higher or lower than the competition creates a price structure that has no real figures to back it up. Although this might be a simple strategy, it does not establish a consistent pricing policy or ensure that all costs are covered and that the business is generating the profit you need to operate a successful practice. The most effective way to implement a pricing strategy for a practice is to contact a certified public accountant, give them a spreadsheet of your income and expenses, and let them use their expertise to help you set your prices.

As a result of reading Dan Ariely's book Predictably Irrational,⁷ we have implemented a new pricing strategy in my practice. Ariely challenges readers' assumptions about making decisions based on rational thought. A behavioral psychologist at Duke University, Ariely contends after much research that although people do not always react in a rational manner, they are very predictable. This pricing strategy that we have employed in my practice for over 2 years has resulted in a higher percentage of patients choosing the best technology. This shift in our product mix toward the best technology has resulted in an increase in patient satisfaction (98% of patients indicate they would recommend us and hearing aids to others), a surge in the number of patient referrals (70% of new patients are a result of patient referrals), and fewer aids (<2%) being returned for credit.

Ariely's research has shown that one way to make an option look appealing is to contrast it with another less appealing option. According to Wikipedia, the asymmetric dominance effect is the phenomenon whereby consumers change their preference between two options when also presented with a third option that is asymmetrically dominated. It is not uncommon to see a store offer a product that exists only for the purpose of making another product look better.⁸

In both of these cases, the set of product choices can have a meaningful impact on what a customer chooses.

Ariely calls this decoy pricing, a method of strategically pricing products so that consumers will choose the one that you most want them to choose. Ariely first stumbled across decoy pricing in an ad presented by The Economist. They made the following offer:

1. A Web-only subscription for $59

2. A print-only subscription for $125

3. A Web and print subscription for $125⁷

Ariely notes that this offer does not make sense as option 2 seems “useless.” Why would anyone purchase a print-only subscription when they could get “more” for “less” in option 3? When this scenario was tested on 100 students 84% went for option 3 and 16% went for option 1. Option 3 seems to offer such great value when contrasted with option 2 at the same price. Naturally very few people chose the decoy, which was option 2. When option 2 was removed and only options 1 and 2 were offered a surprising 68% went for option 1 and 32% went for option 2.⁷

The price in the middle, although seemingly useless in that it did not provide any value (because the print and Web was the same price), was actually useful in that it helped get costumers to turn from bargain hunters to value seekers.⁹ Without the middle option, we can see that the price points set by the economist had too much contrast: when the middle option was taken away, people looked at the two prices and tried to convince themselves that they did not need the upgrade.

Decision-making for humans is difficult so why not make it easier for patients? Sometimes we give too many choices to our patients and they are so confused they do not know which one to pursue. By providing a method of comparison, we are more likely to increase the number of patients who will make a decision on the spot, rather than having to go home and think about it.

I have employed a “good, better, best” type of technology presentation with prices equally spaced apart for over 20 years (Fig. 1).

Figure 1.

Example of good, better, best pricing structure.

Although ∼30% of our patients chose the best technology, it was most typical for patients to choose the middle option. They did not want the cheapest but did not think they needed the best. Consequently, our average selling price (ASP) per aid had not changed much in 15 years.

I decided to give Ariely's pricing method a try. I kept my best technology at the same price but moved the middle (better) technology to the same price as the best and I included an additional year warranty at no charge in the price of the best technology. As Ariely points out in his book, the power of free can have an amazing effect on people.⁷ To make this pricing strategy work, there must be three options, the middle level of technology must be the same price at the best, and there must be an element of free with the best technology. It is important that the price of the best technology is not lowered and the price of the mid level technology is increased to be the same price as best technology (Fig. 2). We have been using this type of pricing strategy in my practice for 2-plus years and our ASP has increased by $400 per unit. In addition, we have also seen an increase in patient satisfaction, a growth in patient referrals, and a decrease in returns for credit.

Figure 2.

Example of pricing structure based upon Dan Ariely's book Predictably Irrational.

Having a Key Employee

I am often asked, “What is the key to success?” Being a top notch professional always comes first, but the professional is not the only one who interacts with patients, so having a key employee who is friendly, efficient, and capable of performing a multitude of duties in the practice is also a valuable tool for success. A typical audiology practice employs at least one person in addition to the owner.² His or her duties may include everything from scheduling to billing to making minor hearing aid repairs, and even calming a patient's nerves before their hearing evaluation. A key employee can be an essential component in the growth of a practice.

This employee may hold the title of receptionist but regardless of the title, the role remains the same: to develop good patient relationships, generate leads from current patients, and to ensure that the office runs smoothly on a daily basis. Having a key employee should allow an owner or manager to spend more time doing what he or she does best, which is providing exceptional patient care and generating sufficient revenue to make the practice profitable.

One very important task for a key employee is to squeeze every productive moment out of the schedule. It is essential to provide a job description for this individual with very specific expectations as to the number of appointments you would like each day and then make the employee accountable and responsible to keep the schedule full when cancellations occur. Every open appointment is a loss of potential revenue. An employee who can skillfully juggle the busy schedule of a productive office is a valuable asset. However, some employees fail to hustle to fill vacancies because they do not see it as a priority and may think the professional actually enjoys the free time. Although most practice owners and managers can easily fill open time, too many open appointments can ultimately lead to the death of a practice. A scheduler who is informed can help avoid unnecessary last minute drop-ins, without denying legitimate appointments.

So what can we do to win over patients and make them raving fans of the practice? A place to start may be in a patient's first point of contact, which would mean making certain the phone is answered by a friendly, upbeat voice. The right person can make all the difference in the world, whereas the wrong person can drive potential patients away forever. Remember, it is not what you say but how you say it. The person answering the phone should be able to answer the most common questions callers ask about price and what makes you and your practice special without having to consult you. I find it extremely irritating to be placed on hold for an extended period of time while the receptionist goes to search for answers to my questions. If a patient has to be put on hold, offer to call them back at a designated time and then make certain to honor the promise. Many of us have had the experience that a patient sits by the phone for hours waiting for a callback because they were unsure of when the call would occur.

Although we live in an automated world, it is important to have a real person answering the phone. Imagine how frustrating it is for someone with a hearing loss to have to listen to a long list of instructions before they can access a real person. Ever been caught in the seemingly endless loop of an automated system? Press 1 for this and 2 for this and 12 for . . . Imagine using such a system when you have difficulty hearing! Good and repeatable telephone etiquette is not automatic but rather something you should discuss and even practice with a key employee. I recently observed a unique approach to making certain the phone is answered in a pleasant and friendly manner. The receptionist placed a small mirror near the phone and looked in it and smiled before answering a call. She had read that a person is perceived as much friendlier if they were smiling when they answered the phone.

A key employee can assist with marketing, handling the schedule, calling manufacturers to order supplies, checking on orders, staying in touch with patients, and many other functions that will allow the professional to spend more quality time with patients. If you are wondering what an average wage is for a key employee, check the latest Occupational Outlook Handbook to learn what a typical pay scale is for a receptionist in your particular state.¹⁰ Talented key employees can more than pay for themselves through their contribution to the growth and success of a practice. The key employee also can serve as a patient recall specialist by going through the records and recalling patients who have not had an appointment in over 6 months and reconnecting with patients wearing hearing aids over 3 or 4 years old that may be interested in new technology. Compensation for this key employee may include bonuses for getting patients you have lost touch with back into the practice. A key employee truly represents the most important components of a successful practice and should be well compensated if their performance is benefitting and enhancing the organization.

Living in a world of instant gratification, it is not easy to wow a patient, but it is important for business. No one goes looking for an average restaurant or an average surgeon or an average experience. If you want patients to rave about you, you have to wow them with a service experience that is outrageous. They will not remember average. Service has to be extraordinary to be remembered. A few years ago, I visited a large department store chain in Chicago where the clerks paid little attention to my request for assistance. Not one to accept being ignored, I left and went to a much smaller and much more expensive store. To my surprise, the salesperson greeted me by name, which was amazing because I had not shopped in the store for over 6 months. The salesman, Michael, not only remembered my name, he also recalled my husband's preference of styles and was prepared to show me items that would complement previous purchases. I continue to be inspired by Michael's commitment to over-the-top service and I rarely visit Chicago without stopping to see what hot new items he may have in mind for my husband. When faced with increasing competition, customer service can be the competitive advantage that keeps patients coming back to the practice for a lifetime.

Another way to deliver extraordinary service to your patients is to respect their time. Unfortunately, it has become typical to wait when you visit a doctor's office. In an era where online reviews are readily accessible, excessive wait times can make or break a practice. Most people will be patient if they observe that you are busy helping another patient, but they may not be so understanding if they see an empty waiting room and feel ignored. It is been my experience that patients do not mind waiting for a professional they like and trust but they do not like the unexpected. When you are forced to make a patient wait, let them know the reason and give them an idea of how long you will be delayed. If the patient chooses not to wait, offer to make another appointment at a time that is convenient for them.

Another Valuable Tool—Patient Referral Program

Word-of-mouth marketing can be one of the most effective ways to attract new patients. We recently collected data within our practice in St. Joseph, Michigan, and discovered that referrals from existing patients now account for almost two thirds of all new business. These data are especially significant when compared with the cost of attracting new patients through external marketing. This investigation also revealed that the cost of gaining a new patient from patient referrals was only 10% of that compared with the cost of bringing in a new patient from other marketing efforts (i.e., direct mail, print, television, radio, and social media). Most of my friends and colleagues say they have referral programs, but I have found that the program has to be very specific and intentional to be successful. It is not enough to simply tell your staff to “ask for referrals.” That is like commenting to a friend that you should get together for lunch but unless you set a specific time for that meeting, lunch never happens.

A successful referral program should include specific goals and outcomes that are regularly measured and monitored. For instance, the entire staff should be aware of the number of appointments needed each month to reach the goal for the number of aids sold as a result of the patient referral program. This number was determined by reviewing past tracking data. In my practice, we discovered that 80% of patient referrals that made appointments had a hearing loss and 75% of those patients purchased hearing aids.

To be successful, it is essential that everyone in your office is onboard with the program and that each of them is accountable for handing out a specific number of referral cards each day. Asking for a referral can be uncomfortable for some people so it is helpful to actually practice what to say to increase that comfort level for employees. Take time to dig into the data to investigate what type of patients are your best sources of referrals and then evaluate how you can use that information to get more patients to refer.

The first step in developing a successful patient referral program is to have cards printed that can be distributed to patients. We have learned that it is helpful to use cards that are an odd size or feature an interesting photo so patients are less likely to just stick them away in their wallet only to be found months or even years later. The next step is to have an organized way of handing out the cards. For instance, each member of my staff is charged to place five referral cards in their pockets every morning with an expiration date 1 month out and then we encourage them to hand those cards out every day. We also include two referral cards in each of the coffee mugs that we give to patients who purchase new hearing aids and ask them to share the gift of better hearing with someone they know.

Promotion for our patient referral program is placed in all patient correspondence and we include testimonials of happy patients who came to our office because of the gentle nudging of a fellow patient. We have discovered that the testimonials do not have to be lengthy to be effective—150 to 200 words is plenty. To take this a step further, we videotape some joyful musings of patients and feature them on our Web site and mobile app. The best time to ask a patient for a referral is when they are delighted with new technology or when you repair or make adjustments to help them hear better. When patients express their thanks, you can say something like, “I am always happy to help. Now I would like to ask you to do something for me. I am sure you know someone who can benefit from our services. Please hand them this card this week and encourage them to come for a hearing evaluation.” It is important to give specifics and to suggest urgency for your request or the patient will put the card in the pocket and forget about it. Finally, do not forget to follow up and let patients know how much you truly appreciate their referrals and how much they mean to you and to the success of the practice. We have found the greatest success in my practice when the professional personally calls the patient to thank them for the referral and let them know how much their confidence is appreciated.

Another unique marketing approach is to include a patient testimonial video in an e-mail marketing blast. It is also helpful to promote the referral program by placing a few small signs around the office that say, “Ask how you can pay it forward.” We have also added a patient referral button to our Web site. Patient referral programs can be instrumental at increasing revenue in a practice, especially because they do not cost as much to execute as traditional outreach marketing.

When it comes to business, there is no one thing that ensures success. However, focusing on helping as many patients as possible by tracking help rates, creating a program to gather referrals from your own patients and having a key employee to guide operations at the front desk can go a long way toward steering a practice to success.