As I See It
If Alice Were a LASIK Surgeon

Guest Editorial
Walter Sears	Cindy C. Hearn

Lewis Carroll's Alice found herself in an unfamiliar, unpredictable world. Many ophthalmologists have, too. Theirs is the world of LASIK.

Tempted by increased volume and the latest technology, and oddly mesmerized by the potential, they thought they were going to a pleasant place:

• "easy" procedures with high success rates
• an abundance of patients and revenue
• sexy, hi-tech equipment
• a perfect complement to existing services
• a private-pay procedure.

But, in reality, they entered an environment for which they were ill prepared:

• surviving and thriving in the retail world
• becoming a marketer and "self-promoter"
• developing a powerful, sustainable brand
• having to cater to patients who expect superb service
• being forced to "sell" and "close" patients
• providing flexible hours, payment terms and perks to accommodate these patients
• being forced to buy technology just to say you have it
• (ugh) asking for referrals.

WAKE UP FROM THE DREAM

It's time for practices to wake up and realize the nature of this LASIK world and what it takes to succeed in it: marketing beyond lowering price and bait-and-switch advertising. In this world, branding is key for distinguishing your practice from competitors. You must create an identifiable niche and brand that you can own. Those who understand the principles of retail marketing rule. You must remember:

• You're competing against big-screen TVs, European vacations and down payments on new cars.
• Market research is your key to understanding consumer demand and the competitive environment.
• Your patient is a consumer who shops for services.

And you also must:

• know the market segment you're going after
• maximize the power of your internal marketing.

You can choose from several ways to differentiate your practice, ways that are meaningful to your community and your potential patients. You could focus on:

• community: e.g., support for children's vision care
• technology: precise correction through expert patient analysis
• your experience and skill: you are the expert and you train others
• heritage: generations of treating vision needs
• value: providing the best vision care for the price
• service: no one treats patients better at any price
• affinity: we treat those who can afford the best (celebrities/athletes).

Communicate and leverage the services you provide that your competitors don't, services that are meaningful to patients, such as taxi service, longer hours, financing plans, post-op services. And then you and your entire practice must understand and consistently sell your brand. Your strategic practice branding must be integrated into every aspect of the patient experience, including:

• practice signage
• collateral material and welcome package
• advertising and public relations
• telephone greeting and new patient calls
• technician-to-sales handoff
• cost discussion and payment arrangements
• sales close
• on-hold message
• referral and thank-you communication.

ADAPT AND THRIVE

So, you've found yourself in this topsy-turvy world, where everything seems so strange and unfamiliar. You are now in the world of 21st century laser vision correction. It's time to wake up, adapt and thrive!

Walt Sears is the Senior Manager of Practice Development Marketing for VISX.

Cindy C. Hearn, a 20-year marketing veteran, is most recognized for the Taco Bell Chihuahua campaign that debuted while she was Vice President, Brand Communications for Taco Bell. A national speaker and author on branding, strategy development and marketing communications, she's currently Vice President, Marketing at CareCredit, a patient-financing program in Anaheim, Calif. You can reach her at (800) 300-3046 ext. 242 or chearn@carecredit.com.