You train your teams on how best to interact with your patients. You train your staff on the details of your every discipline. You even send out a survey to attain valuable feedback from time to time. Is it working? Do these efforts really provide the results you strive for?
Better yet, what are you actively doing to create the best patient experience?
I have outlined a few best practices that will help you in your quest for best patient experience. Working these concepts every day, along with other best practice business systems, you really can get that valued repeat/referral patient coming back time and again.
In the end, you want to keep your patients coming back when there is a need to return. It takes consistent, intentional effort and a lot of hard work to get and keep patients. We know it is far less expensive to market to an established, satisfied and happy patient than to a new patient. Patient acquisition costs are very expensive in the market today. To retain, re-sell, cross-sell and up-sell to existing satisfied patients makes sense.
Make no mistake, I am not confusing quality medical diagnosis and medical care with patient experience. These are two very different topics. In patient experience, I am referring to the overall feeling or sense of value a patient receives from his or her experience with your office.
To implement the proper systems in patient experience it is critical to measure, monitor, adjust and control the outcome you desire.
Once you have identified that perfect patient, now what? Certainly, you expect to provide your services at the highest level, but what is next? The patient service after the office interaction is every bit as valuable as the office visit itself. In fact, it is every bit more important as it sets up your relationship for the future.
To offer the best sustainable service to your patients, medical offices must understand and predict patient flow and overall economic value to maintain service: What is the lifetime value of a patient in your practice? Are you maximizing that value to remain sustainable? And, are you aware of the patient lifetime value potential? In this ever-changing climate of medical practice management, understanding these key economic metrics are of the highest value.
Here are a few test statements to review in your practice and patient experience. Please rate your efforts from 1 being very poor to 10 being excellent.
Upon review of your patient experience systems, where do you line up? Do you implement similar concepts as stated above? Do you think of these concepts but have no idea where to start?
Best practice policies when properly implemented, will provide you and your leadership team much more clarity. Your teams will always know and understand how to behave and conduct themselves. And, your valued patients will know what to expect. After all, most conflict arises due to inefficient communication and misaligned expectation in any interaction.
How do you think your practice measure up to your patients’ expectations? And, what are you doing to improve upon those expectations?
For more information on guidance and assistance implementing a more robust patient experience you may reach out to Jeff Rogers at 315-430-0657, email JeffRogersCoach@gmail.com or online at JeffRogersCoach.com.