Internal Marketing: Your Staff is Your Secret Asset
Employee involvement in decision-making leads to more satisfied patients.
BY BRAD RUDEN, M.B.A.

It has become a catchword in business today that a key to success is to get employees to take "ownership" of their jobs. Simply stated, taking ownership means that staff members do not view themselves as only wage earners and clock-watchers. Instead, they take personal responsibility for each task they are assigned by making sure each task is carried out correctly and efficiently, and by seeking ways to improve their performance.

In addition to doing their own jobs well, staff members can also be of great help in the internal marketing of a practice. They can draw upon their everyday experiences to provide ideas to improve and streamline practice procedures in ways that will create greater patient satisfaction. More satisfied patients translate to a patient base that is loyal and that will refer the practice to friends and family. Through this inexpensive form of internal marketing, a practice can retain existing patients and attract new ones by consistently delivering efficient and excellent services.

For many practices, a well-designed internal marketing effort can be a greater profit-generator than the typical external marketing program consisting of newspaper, radio and other media ads directed at the general public.

What drives successful internal marketing? The answer is an involved staff whose insights and suggestions for improving services are sought out, welcomed and acted upon.

In this article, I'll explain how to develop a successful internal marketing program by getting employees involved in the decision-making process.

What is Internal Marketing?

Internal marketing can encompass how a patient is greeted and serviced during his or her entire appointment, the layout of the waiting room, the general floor plan of the office (and how the patient flows through) and additional services provided (i.e., refreshments, ride to/from the office), basically all of the elements that impact a patient's perception of their experience at the practice. This view of internal marketing dictates that a practice focuses inward and analyzes its processes and procedures to ensure a patient's visit is successful from both a medical and a customer service standpoint.

I believe that most practices spend more time and effort on planning for external marketing than planning for internal marketing. A typical internal marketing planning session will involve the partners of the practice, as well as the practice's administrator. Some groups will go so far as to include nonpartner ophthalmology or optometry employees as well because these line employees not only have a stake in the practice's success, but also because their input can be very valuable. Most internal marketing sessions touch on what services are being provided, how those services are being promoted in the office (i.e., brochures, wall posters, staff presentation) and whether or not those information-delivery systems are generating the appropriate responses.

This is fine if one takes a narrow view of internal marketing. However, if a practice takes a more progressive and proactive view of internal marketing, then these sessions should involve a review of the entire system for delivering services to the patients. As such, I suggest taking things a step further and involving the practice's entire staff in the process - both the frontline employees who interact with the patients, as well as the support personnel in the back offices.

Why? My experience indicates that often these employees are a terrific source of information – both in where a practice has been and where it is heading. If the right questions are asked of the employees, you will often get valuable information as feedback, and you will typically receive the information in a way that will fit your needs and be immediately applicable.

Ask Staff the Right Questions

Each practice is different; however, there are some questions that you can ask employees that are common to most situations. Specific questions that I believe are relevant are:

• What do you believe is the cause of most of our patient complaints?

• How do you believe we can correct the situation to avoid those complaints in the future?

• Are there any processes or procedures in the office that are cumbersome or complicated?

• How do you believe we can edit or shorten those processes or procedures?

• Are there any areas or processes that you feel do not contribute to your job?

• Are there any areas that you feel we need to address by redefining office roles or by hiring additional help?

• Are there any aspects of the practice in which we could better manage our office supply or medical supply inventory?

• Is there a more efficient or better way to do your job?

• Are there any office procedures or protocols that don't make sense to you?

The answers to these simple questions are designed to address patient satisfaction, patient flow, budget waste and staff efficiency. Additionally, the questions are designed to elicit more than a simple yes or no response. Each staff member is encouraged to offer true feedback, and typically the answers are immediately applicable.

For example, the cause of most patient complaints is usually something that can be immediately acted upon and then tracked to see if the same complaints arise again or if the solution has worked. When the question, "Are there any areas or processes that you feel do not contribute to your job" is asked, the answers can be used to define employees' roles in two ways: 1) the answers may alert management to a potential waste of employees' time or skills by occupying their efforts in tasks for which they weren't hired or for which they aren't suited and 2) the answers may reveal employees' attitudes about their perceived job function and lead to redefining their job responsibilities. Either way, the answers are valid and applicable to a short-term strategic plan.

Everyone Benefits

A practice staff often has valuable information and insights into potential improvements for the practice. Involving the staff in a practice review can often unearth hidden gems of information that can be immediately applicable to improve patient services. Moreover, using these insights can create a feeling of responsibility and "ownership" among the staff, reinforcing their commitment to the practice, the patients and each other, as well as lead to changes that can create a more pleasurable experience for the patient, which is the ultimate referral source for any practice.

Brad Ruden, M.B.A., is president of MedPro Consulting & Marketing Services in Phoenix, Ariz. Mr. Ruden has no financial interest in the information in this article. He can be reached at (602) 274-1668 or by e-mail at bruden@medprocms.com.