What is a successful medical practice

The successful medical practice

1. Practice Marketing

Many doctors believe that marketing is the same as advertising. Nothing for us, they say, so put it in the drawer! Not even close! Marketing influences practically everything that happens on the revenue side. Marketing includes personal, telephone and written communication with patients and employees, the practice strategy, the working atmosphere and the location of your practice. Yes, even the practice sign is marketing. That is why the doctor does more marketing than he may initially think - and could optimize a lot further. This book contains instructions and tips to make a practice more economically successful.
Monika Dumont, Anne M. Schüller

2. It starts with an analysis

How does marketing work - step by step? We'll give the answer in this chapter: It's like going to a doctor. He makes an analysis (= anamnesis), which gives him a good information base. On this basis, he makes the diagnosis, decides on the treatment goal and treatment strategy (= therapy). He discusses these with the patient. Both create the treatment plan, which they implement with the help of the practice staff. Then they check the result, correct and optimize it. We use practical examples to show how important it is to take the changed patient behavior into account and how you can achieve employee loyalty as the basis for an optimal result. Understand future medical trends as an opportunity and create a tailor-made strengths and weaknesses analysis for your practice. This lays the foundation for your successful practice.
Monika Dumont, Anne M. Schüller

3. How a marketing strategy is created

"If you don't know where you want to go, you shouldn't be surprised when you end up somewhere else," said Mark Twain. That's why it's better to set specific goals. Clear goals lead to understandable changes. They allow concrete planning, effective control and give employees clarity and security. In this chapter we offer you the exact procedure in a practically clear manner. Because a meaningful and controllable goal says exactly what (goal content), how much of it (target value) and by when (time factor) is to be achieved. You will learn the advantages of concentrating on promising target groups for your practice. With a strategic positioning, you define specific goals and suitable target groups. How to get your USP: unique for patients and employees. The "promise of a unique and unmistakable satisfaction of desires and needs": the Unique Satisfaction Proposition.
Monika Dumont, Anne M. Schüller

4. Priority to patient orientation is to employee orientation

In competition you achieve a primacy not only about what you do, but above all how you do it. And how you decide as a doctor - and your employees. Any marketing, any action plan is only as good as the people who implement it. Capable, committed and loyal employees are the easiest way to inspire your patients and thus to make them loyal. Female employees also want to be loyal. As in any good relationship, the relationship between employer and employee is a give and take. Modern working relationships are based on partnership, cooperation takes place in teams and on an equal footing. You will receive the basis for this in this chapter as instructions on how a practical model is created and in which you get to know the loyalty staircase of employees. This creates a greenhouse climate for top performance and a “poisoned” practice becomes a competent “laughing” practice.
Monika Dumont, Anne M. Schüller

5. How a doctor's office can advertise

Means and ways to advertise are bigger than expected for the doctor's practice or the (outpatient) clinic. All communication files offer possibilities: from the telephone call to the doctor's letter, the practice sign and the website to talking to the patient. Even the written practice employee information has to do with advertising. Networks, the Internet, cooperations and the editorial press are to be understood as opportunities. In order to satisfy your patients, you need emotional competence and an understanding of how people “tick”. We'll show you how to get patients emotionally excited about your practice. You have to develop this enthusiasm: (significantly) exceed the expectations of the patients and convey the feeling that “I am being treated excellently both medically and personally”. Learn how to deal with complaints correctly. If you want to be recommended, you have to achieve top performance! We'll show you how to do this in this chapter.
Monika Dumont, Anne M. Schüller

6. How to communicate in a patient-oriented manner

“Bad communication is one of the most common reasons for changing doctors,” concludes a study by Harvard Medical School. Patients tend to get annoyed quietly - and never come back. To prevent this from happening, in this chapter we will show you how to communicate successfully in a patient-oriented manner. Because it doesn't just matter what you say, but above all how you say it. Check: if my patient has a visual, auditory or haptic disposition, I communicate on the appropriate communication level so that the patient can understand my information. Learn how to tell if you are choosing the right level of communication and what your patient's body language is giving away. Appropriate price discussions about individual services are described in detail here. Finally, you will learn how you can use the Olé technique to master difficult communication situations and achieve top performance in your practice.
Monika Dumont, Anne M. Schüller

7. The patient's path through the practice

“I carry money to my doctor,” says a private patient. “I expect service!” How do patients perceive the mood in your practice? What every patient appreciates is the feeling that you are cared for, that you understand him and that you think for him. How does he know that the selected doctor's practice is meeting his expectations? Here we give practical instructions on how trust-building works with patients and how early this begins in contact with your practice. Important criteria for telephone and personal reception, the effect of the patient's first impression and the further confidence-building path through the stations in the practice are highlighted. You will receive information on how active health management works and how you will be perceived as a personable, successful doctor and service provider. Successful communication with the Burnout generation and the advantages of lively quality management in your practice round off the chapter.
Monika Dumont, Anne M. Schüller

8. At the goal

The most important and at the same time most difficult part is described in this chapter. The continuous implementation in practice. In summary, the milestones of a successful medical practice are described. It is about the recognition of your work, appropriate remuneration, joy and satisfaction from your work as a doctor as well as the development of a sustainably flourishing practice. This way you win back (again) what makes your work worth living.
Monika Dumont, Anne M. Schüller

9. Additional knowledge for beginners and new founders

What is decisive for getting off to a good start in practice? What should you know beforehand and how do you communicate with potential practice partners? Valuable tips and descriptions from practice support you in avoiding possible wrong decisions. What information should you give the practice team once it is certain that you will be joining them or taking over them. You will learn the milestones for a positive climate for change and how to deal with criticism in the event of necessary changes in the practice process. In this way you can successfully master the first 100 days in your practice, know what you can rely on with your employees and get to know the expectations of your future practice team. Optimal preparation for dealing with the history of the previous practice, a precise overview of the practice and the instructions for the best practice team motivation form the further basis for your successful practice in this chapter.

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