It's true: Your competition is constantly changing in today's dynamic healthcare arena. Nevertheless, you need to be conscious of who your current competitors are and what they're up to. If you're not careful, other doctors in your market will make inroads into your territory faster than you can say, "Hey, that's my patient!"

Basically, you need to know as much about your competitors as possible. That way, you'll know how to position yourself so prospective patients will choose your practice when they "shop around" -- and your current patients won't be switching to another doctor.

This calls for a competitive analysis.

What are your patients' other choices?

A competitive analysis is a thought- provoking (and yes, time consuming) way to check the "climate" of your particular marketplace and evaluate your position relative to the other doctors who are available to your patients.

To do a competitive analysis of your current situation, you'll need to answer the following questions:

�        Who are my major competitors and where are they located? (Plot this information on a map.)

�        How are they perceived in the marketplace? (Are they known for stellar customer service? Poor follow-up?)

�        How does our practice rank in terms of size and practice strengths relative to our competitors?

�        What major services do our competitors offer right now, and what might they offer in the near future?

�        What methods do they use to promote themselves? Education? Advertising? Public relations?

�        Who are their patients?

�        What are their pricing strategies? Are we competing with them on a price or nonprice basis?

�        Does our practice have any features that differentiate it or give it an advantage over our competition?

�        What services of my competitors are superior or distinct from mine?

�        What services of my competitors have distinct weaknesses?

Conducting observational research

While many of these questions can be answered relatively easily by you, your administrator or members of your staff, some "observational research" will probably be in order.

Observational research is the politically correct term for spying. For example, if you want to learn about the patient mix of a competitor, one of your staff members (who is not highly visible) or a close, competent friend with a penchant for espionage could pay a discreet, brief visit to the competitor's office.

If you use this strategy (and many successful practices do), everything your researcher sees should be noted, including the patient mix. Was it a geriatric, middle-aged, youthful or mixed crowd?

Also, consider this: How do you know that you're better than the competition if you've never actually tried them out?

Knowledge-based marketing

When a company (or ophthalmic practice) determines that its product is superior, either in terms of features, performance, supporting services or image, emphasizing that competitive advantage is a good way to attract customers/patients.

However, proceed with caution. Using your competitive edge can be effective, but naming competitors in your ads is a bad idea. This will not only create enemies, it will also trivialize your advertising effort. If possible, stick to claims that can be made without specifying another practice, such as announcing that you're the only practice in the area offering a particular service or procedure.

Meanwhile, back at the ranch . . .

While you're checking out your competition, remember this: Emphasizing your strong points in the marketplace can do a lot to draw patients to your door, but it won't compensate for problems within your own practice. As you probably know, satisfied patients tell three people. Unhappy patients rush out and tell 11 people -- and all the marketing efforts in the world won't change their mind.

So while you're evaluating the other practices in your market, take time to make sure your own practice is in order. That way you won't lose all those new patients your competitive analysis will help you bring in.

Stanley R. Joseph has been a marketing consultant to the healthcare industry for more than 20 years. He's president of C & S Marketing Group, a leading healthcare marketing firm in Atlanta, Ga., serving a national clientele. He can be reached at (800) 493-4490.