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PRACTICE STRATEGIES
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op Practices Make Service a Priority
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Service is not just a good idea but crit-ically important to the success of apractice. Although there is obviouslya basic difference between the “pa-tients” seen in a health care practice
nd the “customers” that are served in otherypes of businesses, optometrists and otherealth care providers have come to realize overecent years that their patients are coming toxpect the same level of attentive service fromheir health care providers that they receive asustomers of other types of businesses. Healthare practices must now strive for “patient sat-sfaction” in the same way that other types ofnterprises must attempt to achieve “customer
atisfaction.” Too few practitioners, unfortu-ately, give this realization more than just lipervice. In fact, in this author’s experience, vir-ually all poorly performing practices score lesshan a C� in this area. This is one area inhich just attaining a passing grade does not
uffice.Providing adequate patient satisfaction may
e even more important in an optometric prac-ice than in other types of health practices. Un-ike an internist, a dentist, or a chiropractor,he optometrist offers both a health care ser-ice and a product. As a result, when peoplealk into an optometrist’s office, they may be
Gary Gerber, O.D., is the president and founder of TheowerPractice®, a practice management consulting company. Hean be reached at drgerberpowerpractice.com or (800) 867-9303.pinions expressed are those of the author and not necessarily
Providing patients the service theyexpect is an art in itself for anoptometric practice.
hose of AOA.)
82
PTOMETRY
ore likely to have the same type of expecta-ions they would have when entering a retailstablishment. They expect to be treated fairlynd reasonably and, in the best of worlds,ant an experience commensurate with being
t Nordstrom’s or The Disney Store.Practices often can take relatively simpleeasures to ensure patient satisfaction. For
xample, a practitioner promises the patienthat her new eyewear will be ready a weekater, on the following Thursday. However, onuesday, the lab calls to say that there is aacklog, and the lenses cannot be shipped untilhe end of the week. Rather than tell the pa-ient that she will have to wait several days foryewear she eagerly awaits, the practitionernforms the lab that he will pay whatever itosts to expedite the eyewear and, if necessary,ave it shipped overnight. As a result, whenhe patient walks in on Thursday, she has herew eyeglasses.A practitioner should consider the following
n a discussion of service in an optometricractice:
❖ The person who makes the buying deci-sion will be thinking like a “customer”not like a “patient.” Individuals expectthe optometrist to be competent enough tofix or diagnose his or her vision problems.What separates one practice from anotheris the experience itself. How consideratewas the staff? How prompt and organizedwas the doctor? How pleasant was theoverall experience?
❖ Very often it is the little things thatcount. This means having convenientparking available, keeping the office openfor a patient who is unable to arrive be-fore closing time, taking their coats whenthey walk through the door or offeringthem coffee, or apologizing if the doctor isrunning behind schedule (rather thanwaiting for them to complain). It meanseveryone putting on a smile, even on abad day, and doing whatever it takes toshow that “here, the customer always
comes first.”VOLUME 76 / NUMBER 8 / AUGUST 2005
tcat
PRACTICE STRATEGIES
V
❖ Followup is important. Regardless of theexperience, people like to know thatsomeone cares. This means making surethat after patients purchase new eye-glasses or contact lenses or undergo diag-nostic testing, a staff member calls to seehow they are doing.
❖ Service begins with the doctor. Althoughthe doctor may spend less time with pa-tients than staff, the stress on patient ser-vice must come from the top and flowdownward to everyone who works in thepractice. As such, the doctor is responsi-ble for running a patient-oriented practiceand demanding that every member of thestaff adhere to this philosophy.
❖ Yet, the first entry point is the staff. Thisis why a practice needs to place an em-phasis on finding people who understandthe importance of “customer” service. Em-ployees can be taught how to press but-tons and operate most automated equip-ment, but instructing them to be friendlyand considerate is far more difficult. Onebad apple—a staff member who is rude,inconsiderate, unfriendly—can ruin theexperience for any patient.
❖ The customer (patient) is always right.This is the first rule in most businesses,yet it is a concept that many health carepractices fail to acknowledge. Considerthis common example: a pair of glasses
comes in from the lab and when the pa- sOLUME 76 / NUMBER 8 / AUGUST 2005
tient tries them on, it becomes evidentthat the prescription is wrong. Think ofthe difference in the following two scenar-ios: the doctor says, “Regardless of whythis happened, the mistake will be cor-rected immediately,” and “This happenedbecause when I examined you, your re-sponses about how you saw the chartwere not clear.” Arrogance or attitudeshould never get in the way of leaving thepatient feeling positive about the experi-ence.
❖ The long-term rather than short-termcost of doing business should be consid-ered. Paying a few extra dollars to ensureexcellent service pays dividends in thelong run. For example, the doctor paysretail at a competitor’s office to get theframes a patient wants. Think how farthat gesture goes in not only keeping aloyal patient, but having that patient passthe word on to others.
❖ Improving service can be done inexpen-sively. Although it can be expensive toimprove a location or purchase new tech-nology, putting in the processes that willimprove patient service is very affordable.After all, how much does it cost to teachstaff to answer the phones promptly, askpatients how they feel, and greet themwith a smile?
❖ A staff member should be designated asthe practice’s “customer service man-ager.” Similar to designating an officemanager or a business manager, a staffmember should be given the responsibilityfor making sure the practice has a strongservice orientation. This individual canalso be responsible for training staff toadopt the “customer comes first” philoso-phy by role playing or viewing tapes.
Look at any prosperous practice and, yes,here is a good chance that the doctor is soundlinically. But, it is often very likely the doctornd staff understand the importance of “cus-omer” service. Optometry, when everything is
aid and done, is very much a people business.483
OPTOMETRY