Service Creates "Success Stories"
Raising the level of the service you provide will give you a marketing edge.
BY BRAD RUDEN, M.B.A.

When dealing with a product, a customer can fairly easily assign value. However, valuing a service is a much more difficult process for both the provider and consumer. In this article, I'll explain how quality service can be the marketing tool that makes your practice a success story.

Understanding Service

Let's start with the four most basic elements in service marketing:

Intangibility. Because patients can't make judgments based on the senses (taste, touch, sight, smell or hearing), they must rely on other criteria, such as appearance of the office, attitude of staff and convenience of hours.

Inseparability. It's impossible to separate production of the service from consumption of the service. Services are sold first, then simultaneously produced and consumed.

Perishability. Services can't exist before or after they're performed. They exist in real time only. Services can't be stored.

Heterogeneity. Variations in service quality are caused by inconsistencies of performance. Services are most often performed by people, and people don't always offer consistent performances.

How do these service principles apply to an ophthalmology practice? Let's say you have a LASIK-oriented practice. How would you satisfy patients' wants while addressing the four categories above?

Intangibility. Focus on providing patients with individual attention. Make sure patients don't feel rushed, or pushed into making a decision. Encourage a second visit if a decision can't be made that day.

Inseparability. You want to establish a type of exclusivity, closely tying your practice and physician(s) to the service offered, so that no other will do for the patient. You want to be known as the place to go for LASIK . You can do this through pricing, convenience, an appealing office environment, or most often by your skill and experience.

Perishability. Every part of the service chain must be in place and working properly for the service to be rendered flawlessly, from patient counselors to preoperative screenings, to the actual surgery.

Conduct a "dry run" through your practice, assuming the role of a new patient and walking with your staff through the entire process up to surgery. Is the process in place as efficient as possible? Is each patient receiving the same level of consistent service? Any flaw could result in lost volume and revenue.

Heterogeneity. Several primary factors contribute to consistent service, including:

► For patients: Do they have realistic expectations as to the possible outcomes? Have post-op care instructions been clearly stated and acknowledged as understood? If a patient isn't a candidate for LASIK, have the reasons been explained and other options identified?

► For staff: Employees will consistently deliver superior service if they feel that their efforts are appreciated and their opinion valued. Reward excellent performance. Involve employees in practice planning and decision-making.

► Managing workload: Make sure equipment is in good working order. Give employees regular breaks so that they don't feel overwhelmed. Find ways to celebrate staff successes, particularly if employees perform well during an especially busy period.

Patients First

Above all, learn what your patients value, and act to satisfy those wants. Then market your practice accordingly.

Brad Ruden, owner of MedPro Consulting & Marketing Services in Phoenix, Ariz., is a frequent author and lecturer on ophthalmology practice management topics. You can reach him at (602) 274-1668, by e-mail at medpro@uswest.net, or via his Web site at www.medprocms.com.