Radiologists are the backbone of diagnosis, treatment planning, and continuing advancements in medicine; yet, they are largely unknown outside the medical community. But times are changing. It can be argued that the traditional low profile that radiologists have enjoyed has put them in an untenable position due to two ongoing trends: competition in providing imaging services, and consumer-directed healthcare. What can each of us do to better position our radiologists?and, thus, grow our imaging practices?in an evolving marketplace? Although continued demographic shifts and advancements in technology are resulting in growth of imaging overall, competition is most certainly on the rise as well?among outpatient providers, hospitals, and physicians. The struggle for any imaging provider is in sustained differentiation and growth for the practice.
Radiologists are trained to communicate with referring clinicians via consultations and diagnostic interpretations, and they can be prolific researchers and publishers. A radiologist’s particular style of interpretation can be a differentiation point in the community?especially to specific referring specialties. Research performed by radiologists can be published and offered as a physician-to-physician relationship-building tool. Case studies can be parlayed into educational seminars. Clinical expertise in a particular area can lead to efficacious new service offerings.
If your organization is like many others, you’re probably not employing these strategies consistently, which may be caused by radiologists resistant to participate in “the stuff those marketing people do.”
Before we blame our radiologists for hiding in the reading room, we need to address a few questions. First, is our organization taking marketing and communications seriously? Are they considered crucial to maintaining a referral base and growing the practice, and, in turn, given appropriate attention (in both resources and funds)? Good marketing takes skilled practitioners who work collaboratively with radiologists and team members to develop and deliver effective strategies.
Second, do we give radiologists compelling reasons to get involved in marketing? Do they understand exactly what is expected, and the projected outcome?in referrals, differentiation, and reputation? Do we give them ongoing information on the community and our competitors, and how our referrals are being impacted? And following specific initiatives, are we sharing results and showing appreciation?
Last, but most crucial: Do our radiologists feel comfortable being involved in marketing initiatives? Anyone who has worked to launch a new imaging modality or clinical service knows the importance of a radiologist championing that initiative both internally and externally; without his or her active participation, our chances of succeeding are slim. Still, forcing a radiologist into this position can be disastrous. Like any of us, some radiologists are more inclined than others to take the reins in communicating clinically. These are the key team members to provide tools, information, and training to strengthen marketing competencies.
In addition to helping to grow the practice in competitive markets, radiologist participation in marketing will become more critical as consumer-directed healthcare grows. Already, according to a survey1 by Mercer Human Resources Consulting (New York), nearly half (49%) of US companies with more than 500 employees say they are promoting consumerism as part of their healthcare strategy, and 26% plan to offer a consumer-directed plan by 2006.
As consumers continue to be more active in?and more responsible for?how their healthcare dollars are spent, they will be more inclined to search for data that helps them choose a provider. Certainly, service and cost will be factors, but early indications show that quality metrics will be critical. Practices that communicate effectively to consumers why they are the best choice may very well capture market share. This cannot be done without radiologists front and center.
Communicating to consumers about medical imaging is still in its infancy; thus, it demands both effort and evaluation in other, more foundational methods of communication. This should start with our patients and their families?and with good, old-fashioned day-to-day interactions within our facilities.
Next, we should make an effort to understand our patients in a different way. Many healthcare providers conduct patient-satisfaction surveys, but are we using them to their fullest potential? Surveys should serve multiple purposes?to help identify service issues, communicate satisfaction data to payors and referrers, and help develop (and celebrate) continuous improvements in patient service. Surveys also should be used to understand how our patients came to us, what they wish they knew, if and why they would recommend us to others, and how they feel about our staff and our radiologists.
This information can serve as the foundation for a consumer-marketing plan, including some simple communications as well as more complex initiatives. For example, an interactive kiosk in the waiting room could provide more in-depth information to patients, or a new process whereby each patient is given the opportunity to meet a radiologist.
What? Meet the radiologist? If this idea seems crazy, consider this: As patients shift from relatively passive receivers of care to active decision-makers, how will they choose between you and another provider if they don’t know what makes your “product” (that is, your radiologists) different? Start by thinking of ways that patients and their families can get to know your team and your radiologists virtually. This could be as simple as having information readily available about radiologists and their area(s) of specialty. Or, by providing the opportunity for patients to have direct interaction with radiologists after an exam.
It is only after we’ve begun communicating well and clearly with our patients that we can widen the scope of initiatives to the community. These initiatives could include public relations activities, online communications, and consumer seminars.
Finally, a note about branding: What we and our radiologists communicate to referring physicians, referring office staff, patients, family members, and the community must be tied foundationally to what makes our organization unique and successful. Branding is much more than a logo or a look; it is the commitment to establishing and communicating your organization’s culture and personality consistently, inside and out. Though branding and brand management are relatively new concepts in radiology, we must look outside our industry to see how important they will become. And, of course, central to defining our organizations are those who represent and are responsible for our core “product”: our radiologists.
Tracy Wiese is VP of marketing and product management at Center for Diagnostic Imaging (CDI of Minneapolis) and a member of the Medical Imaging Editorial Advisory Board.
References
- Mercer Human Resources Consulting. 2004 US national employer-sponsored health plans survey. November 2004.
