A recent Google search for “eye care” returned no less than 34 million results…”eyeglasses” came back with a paltry 7 million. Such easy access to the marketplace makes operating an optometric practice no less of a challenge, particularly in today’s economic environment. So let me ask you a couple of questions ...

Have you taken the time to ponder why your customer/patient base visits your practice? And if they do make an appointment to see you, was the experience good enough to get them back? Or was it merely adequate?

In last month’s article we identified that the two objectives ECPs most want patients to do is come back and refer others. We also recognized the cycle of service or cycle of production and how it breaks down into various points of engagement with each patient encounter. It also establishes a plan for developing thoughts and ideas to improve the practice using internal team communication to discuss the progress of the business. As we continue with part 2 of our 3 part series, we will look at building and maintaining value by developing a teacher’s mentality to patient education. If we can get the patient educated, they will value our products and services more than other eye care providers. This means better productivity and more profitability for your practice - which sounds like a nice way to ring in the New Year.

Patient Education is a process of maintaining in most, creating in others a perception of value.

Patient/Relationship Management is a Process

It goes without saying that one of the most valuable business assets is your relationship with your patients. But are you managing the patient relationship successfully? Have you and your team adopted a “teacher’s mentality” when engaged with patients and their care? Does your service strategy get patients to say, “Wow - that was a great experience?”

If you can find the “wow factor” and make it happen more consistently you will see your entire practice environment start to prosper. Having said all this, I’d like for you to consider the fact that the other MVP’s (most valuable people) of the business are your eye care team. In the process of patient care and relationship management, your team will determine how quickly you reach the next level of success.

As I visit and work with ECPs across our fruited plain, I find that the most productive and profitable offices seem to use their professional team more effectively than others. They have worked to establish a system of training and education that goes beyond providing better care - it provides greater patient buy-in or what many now call patient management. Today more than ever, owners of optometric practices are taking the lead by ensuring their team understands not only their role as receptionists, opticians or technicians but also getting them to comprehend the concepts of business marketing and management.

Earlier I mentioned that value is a perception. Creating this perception in the mind of patients can be accomplished by working on fundamentals. It’s about executing simple things like treating patients with respect, offering a warm welcome at the front office and genuinely letting them know you appreciate their patronage. We cannot take for granted a smile, nor can we underestimate the importance of actively listening to patient’s concerns. These little things make big impressions on people. Patient management is developing relationships and it involves everyone in the practice. It is a process that evolves over time and the rewards can be great ... better patient retention, more new patients and improved revenues. Best of all training and educating your staff leads to more fun owning and operating your business.

It is not enough to do your best; you must know what to do, and then do your best.
W. Edwards Deming

Executing a patient education plan is an internal and external (outside the four walls) endeavor for your business. I highly recommend charting a course of action by using an “eye health and vision” observance calendar*. Each month the calendar outlines an event that is germane to eyecare or eyewear. This event calendar serves two purposes:

1. It gets the eye care team focused on a specific subject and provides an excellent platform for staff training.

2. It guides your patient marketing and communication strategy on a monthly basis.

*You can view an events calendar by visiting: www.aoa.org/x5940.xml

As we discussed in the December issue, it is important to set aside time each month for business care meetings. As part of the process of developing training or education topics, I have the doctor/owner establish a “position statement” that demonstrates how they envision the practice providing the best care or service for a particular subject. Next, I have them share it with the team. For example, January is Glaucoma Awareness Month. Without question this is an eye health issue, however, it features business care attributes that require management and marketing as well. Consider the following discussion points during a team meeting:

• Does telephone technique need re-visiting?

• How do medical patients affect the schedule and time allotments?

• How will reception/front office greet & prepare patients?

• What type of data or patient information needs to be collected?

• Can the practice market to patients using recall or reactivation letters or postcards?

• Will a medical patient need assistance with a third party provider?

• Do I embrace a teacher’s mentality in the exam room with patients?

• How will the optical handle the frame and lens dispensing?

• Does the website need to be updated with fresh information regarding eye health?

Are you busy being busy ... or busy being productive?

The bullet points demonstrate a few of the important business and patient care components that can sometimes be overlooked. It is a matter of taking the time to evaluate your patient care process or production by understanding and seeing things through your patients’ eyes. I recommend to my clients to take a moment and sit in the reception area, and observe how your front office/reception team interacts with patients. On another occasion you might consider setting up role playing exercises for the dispensary team and evaluate how they are positioning frames and lenses to patients.

As you become more involve with your staff, find out what their thoughts are and how they might improve a particular process or two. I’ve always been a strong believer that people help support what they help create. You will be surprised at how involved your team will be if you just ask them, “What do you recommend we do to improve our business practice?”

I believe patient education is not just a doctor/owner issue; it’s a practice team issue. There is no question that when we educate or teach something, we create a perception and hopefully create more value along the way.

Thomas Breen
Principal, Breen & Associates