WHAT IS THE KEY TO SETTING
USEFUL OBJECTIVES?

WHAT IS THE KEY TO SETTING USEFUL OBJECTIVES?

WHAT IS THE KEY TO SETTING USEFUL OBJECTIVES?

Generally speaking, those who run and operate ASCs speak the complex language of healthcare: anatomy, medical technology, billing practices, payor prerequisites, and the ever-evolving maze of federal and state legislation. It’s a multi-layered system that is almost constantly changing. New procedures and devices are being introduced into the market. New tools are developed to help perform surgeries. And new boundaries are being crossed in science that are changing the dynamics of operating rooms.

Most marketing practitioners speak a very different language: they’re concerned with strategic considerations, consumer trends, evolving media channels, and the near-constant evolution of tools and tactics to optimize and monitor their e orts in any given market. There’s also the creative aesthetic to keep in mind that helps the outbound communications get noticed and create lasting impressions, and even form powerful bonds in the hearts and minds of consumers.

So how, then, can these disparate sets of expertise find understanding to align for success? It helps to find common ground on which both parties can meet and formulate some basic strategic frameworks.

Bridging the Marketing Language Barrier

Generally speaking, those who run and operate ASCs speak the complex language of healthcare: anatomy, medical technology, billing practices, payor prerequisites, and the ever-evolving maze of federal and state legislation. It’s a multi-layered system that is almost constantly changing. New procedures and devices are being introduced into the market. New tools are developed to help perform surgeries. And new boundaries are being crossed in science that are changing the dynamics of operating rooms.

Most marketing practitioners speak a very different language: they’re concerned with strategic considerations, consumer trends, evolving media channels, and the near-constant evolution of tools and tactics to optimize and monitor their e orts in any given market. There’s also the creative aesthetic to keep in mind that helps the outbound communications get noticed and create lasting impressions, and even form powerful bonds in the hearts and minds of consumers.

So how, then, can these disparate sets of expertise find understanding to align for success? It helps to find common ground on which both parties can meet and formulate some basic strategic frameworks.

Bridging the Marketing Language Barrier

Generally speaking, those who run and operate ASCs speak the complex language of healthcare: anatomy, medical technology, billing practices, payor prerequisites, and the ever-evolving maze of federal and state legislation. It’s a multi-layered system that is almost constantly changing. New procedures and devices are being introduced into the market. New tools are developed to help perform surgeries. And new boundaries are being crossed in science that are changing the dynamics of operating rooms.

Most marketing practitioners speak a very different language: they’re concerned with strategic considerations, consumer trends, evolving media channels, and the near-constant evolution of tools and tactics to optimize and monitor their e orts in any given market. There’s also the creative aesthetic to keep in mind that helps the outbound communications get noticed and create lasting impressions, and even form powerful bonds in the hearts and minds of consumers.

So how, then, can these disparate sets of expertise find understanding to align for success? It helps to find common ground on which both parties can meet and formulate some basic strategic frameworks.

Bridging the Marketing Language Barrier
Setting clear objectives

In order to communicate most effectively with prospective patients, get clear on what you want the ASC to accomplish. Setting sound objectives is an ideal starting ground, and those must be rooted in practical reality. It’s simply unfeasible to declare that you want 100% of all outpatient surgeries in your specialty. However, it is possible to increase market share by nominal points, to increase procedural volume by incremental stages, and to attract more physicians with a particular expertise into the practice.

The key to setting useful objectives lies in being very clear and honest about what the capabilities and limitations are. If the ASC is a one-surgeon center, then there’s a clear case load ceiling. If your ASC specializes in otolaryngology, then it’s possible that only so many cases per your market population may be achievable in a given time frame.

Speaking in patient language

It’s also an important time to evaluate what patients are really looking for. Don’t be afraid to conduct an exit survey with every patient and ask what each one liked and didn’t like.

Your ASC may be stifled from growing due to some overlooked and easily fixable aspect, like the waiting room furniture, or the language on the ASC brochures. Or they may be attracted to a competitor offering free MRI screenings as a lure into their facilities. Ask your marketing team or agency to help you find out what you don’t currently know, and continue to look for avenues to improve the overall patient experience.

Remember also that patients don’t speak the insider language of healthcare. They are often taken back with complicated medical terminology, and in many cases, hearing it can create unnecessary fear and apprehension around proceeding with what may be a very necessary surgical procedure.

When you can “translate” the language of ASC procedures and benefits through the interpretive and persuasive power of marketing, you can begin the business of inducing more inquiries and ultimately breaking fear-based barriers or even unnecessary financial concerns.

Setting clear objectives

In order to communicate most effectively with prospective patients, get clear on what you want the ASC to accomplish. Setting sound objectives is an ideal starting ground, and those must be rooted in practical reality. It’s simply unfeasible to declare that you want 100% of all outpatient surgeries in your specialty. However, it is possible to increase market share by nominal points, to increase procedural volume by incremental stages, and to attract more physicians with a particular expertise into the practice.

The key to setting useful objectives lies in being very clear and honest about what the capabilities and limitations are. If the ASC is a one-surgeon center, then there’s a clear case load ceiling. If your ASC specializes in otolaryngology, then it’s possible that only so many cases per your market population may be achievable in a given time frame.

Speaking in patient language

It’s also an important time to evaluate what patients are really looking for. Don’t be afraid to conduct an exit survey with every patient and ask what each one liked and didn’t like.

Your ASC may be stifled from growing due to some overlooked and easily fixable aspect, like the waiting room furniture, or the language on the ASC brochures. Or they may be attracted to a competitor offering free MRI screenings as a lure into their facilities. Ask your marketing team or agency to help you find out what you don’t currently know, and continue to look for avenues to improve the overall patient experience.

Remember also that patients don’t speak the insider language of healthcare. They are often taken back with complicated medical terminology, and in many cases, hearing it can create unnecessary fear and apprehension around proceeding with what may be a very necessary surgical procedure.

When you can “translate” the language of ASC procedures and benefits through the interpretive and persuasive power of marketing, you can begin the business of inducing more inquiries and ultimately breaking fear-based barriers or even unnecessary financial concerns.

Have questions about ASC marketing?

Have questions about ASC marketing?

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