Medical Practice Marketing: Case Study - Analysis and General Marketing
This Case Study is based on a practice of 10 orthopaedic surgeons in the southeast U.S. with several locations within the same demographic area.
4. External Analysis (Demographic, Specialty and Competitive Analysis’)
Demographic analysis - In creating the Strategic Marketing Plan, the
practice looked at their area demographics. Since workers’ compensation was
going to be their target market and research was done on the employers in
the area, employment/unemployment rates, what businesses were moving into
town, which businesses were closing and/or leaving town. A complete understanding
of the population, the median income per household and cost of living were
Specialty analysis - Upon completion of the specialty analysis, the
practice gained a better understanding of how orthopaedics fit into their
community. It was determined that orthopaedics was in demand in the area due
to the extracurricular activities (softball leagues, soccer teams, rugby,
etc.), minor league sporting teams, as well as local college and high school
sports programs. Also, because they were located in a port city, workers’
compensation was in high demand. It was decided that they would not promote
onto TV, radio or billboards. They would only use newspaper as a means of
news releases of new physicians, new office locations or new procedures. Ads
were run in the local newspapers to for “announcing” new physicians only.
The practice would utilize education of workers’ compensation, referring physicians
and the community as the means of their marketing plan.
Competitive analysis - The practice evaluated their competition. They
defined the services that their competition had to offer the community as
well as the other specialties offered within their practices (i.e. pain management,
physiatry, etc.). As stated previously, a threat of the practice was a larger
orthopaedic practice in the area that was considered as the “good old boys”.
This particular practice provided treatment for workers’ compensation, but
did not provide the level of service to workers’ compensation representatives.
A second competitor of a smaller size made it known that they did not particularly
care to treat workers’ compensation patients. Upon review of the competitive
analysis, the practice was confident that workers’ compensation was an opportunity
they could capitalize on.
5. Where do you want to go?
Now that the practice had defined where they wanted to go, it was time to put it in writing. The mission, goals and objectives were documented and specific people were held accountable for each action within the plan. This gave the entire practice, from the physicians to the staff a complete understanding of not only what their goals were, but why.
6. General Marketing
The Marketing Department first addressed General Marketing General marketing issues. As stated above, a full-time Director of Marketing was hired for the practice. The Strategic Marketing Plan was virtually a “work in progress” for the first year. It took approximately eight months to complete. A Physicians Marketing Committee was implemented. The Committee was composed of the Director, the practice Administrator and five physicians. One physician was appointed to be the liaison between the Committee and all other physicians to update them issues/events of the marketing department. A practice image brochure was designed and distributed. Phone book advertising was completed and specialty items with the practice logo were ordered. These specialty items would be used for workers’ compensation events, health fairs, general community sponsorships, etc. A database of referring physicians, workers’ compensation representatives and media contacts were developed and maintained. The budget was a “work in progress” for the first year and spending was closely monitored by the Physicians Marketing Committee.