C A S E STU DY C A Breast Care Center Marketing Plan By Andrea Eliscu The following case illustrates an approach that might be taken in marketing specialized women's healtb service. This presentation is based on material originally published in Ready- Set-Marhet!: A Comprehensive Guide to Marketing your Physician Practice in the New Millennium. * BACKGROUND The Breast Care Center is a new, subspecialty medical practice formed by two female physicians one a surgeon and the other a radiologist. The Center was established to meet the breast care needs of women residing in a metropoutan city in Florida, serving a large surrounding population. It is the only female two-specialty partnership in the area offering both diagnostic testing and breast surgery in one practice. This team approach was designed to offer patients tbe convenience of comprehensive on-site evaluation of breast problems including stateof-the-art diagnostic imaging equipment, surgical consultative services, and sophisticated follow-up m a caring, compassionate atmosphere. Breast care is the consuming passion of this practice and all effort is dedicated to the evaluation, diagnosis, and treatment of breast disease. Center physicians have made a commitment to provide higb-quality clinical breast care, as welt as to provide the sensitivity and emotional support that many women need. The staff is convinced tbat only through tbis approach can patients achieve the best possible outcomes. In addition to efficient, effective, nurturing care, the goal of The Breast Care Center is to provide "one-stop shopping" for women, offering comprehensive services under one roof. This practice believes women should not have to wail up to three weeks to get answers after finding a lump in a breast or having an abnormal mammogram. Therefore, tbey bave designed a system where women don't bave to wait test results are provided in two to three days if not sooner. OVERVIEW Medical Marketing Inc. (MMI), based in Orlando, was engaged by The Breast Care Center to assist in the development of a strategic marketing plan. The marketing plan outlines the recommendations believed to be necessary for positioning The Breast Care Center to achieve its goals. Input from Center staff and MM] knowledge, experience, and expertise provided the basis for analyzing the threats and opportunities in the current en\nronment as well as the Center's specific strengths and weaknesses. Tbe following recommendations were made by MMI to help the practice maximize the advantages that The Breast Care Center has to offer, based on today's health care situation as it exists m its market area. It should be noted that no in-depth market research has been conducted to determine specific demographics and market potential. Also, this plan includes only those strategies that would be considered for Pbase I of the marketing plan. Planning is an on-gomg process that must be viewed as an investment in the practice. Thus, the plan will be reviewed in si.x to nine months to determine direction from tbere. SITUATION ANALYSIS The Breast Care Center is a relatively new practice and limited research has been conducted to date, tbus, the situation analysis will of necessity be brief, A list of perceived strengths, weaknesses, threats, and opportunities as well as other pertinent information has already been compiled from questionnaire responses obtained from practice personnel. A list of potential Breast Care Center competitors including general surgeons, OB/GYNs, and imaging centers has been compiled. Tbe referring physician situation also bas been reviewed witb suggestions for pursuing referrals incorporated into tbe plan. Because managed care is an extremely vital part of any health care practice today, special attention is paid in the plan to the methods that the Center might use to position itself to attract and retain managed care contracts. The following sections summarize the strategic marketing plan as outlined by MMI. THE MARKETING GOAL The goal established by The Breast Care Center was: To achieve #1 "brand equity" in breast care imaging and sutgery in central Florida. 38 FALL 2000
MARKET POSITIONING The following factors should be considered in market positioning for the Center: The Center's convenient location. The Center's emphasis on patientfocused care, quality care, and sensitivity. The uniqueness of a full service breast center staffed by a female surgeon and a lemale radiologist. The special attention given to each and ever)' patient, The Center's positive outcomes as a result of surgical excellence and high volumes oi procedures. The Center's respect tor privacy. MARKETING CHALLENGES The following challenges lo be faced in the development of the marketing plan were identihed: Development of a strong brand name identity internally. Development of a strong brand name identity externally, Development of a program for maintaining and protecting managed care relationships. Development and maintenance of a strong referral physician program. Each of these challenges and the planning response are diseussed in tum. Challenge #1 Develop a slrong brand name identity: internal strategies. Slralcgy #1: Create print materials to help develop a consistent image, Work with physicians to design the Breasl Care Center logo. Create letterhead package. Edit patient information sheets on vanous topics. Strategy #2: Create a mission statement. Work with physicians and staff to formulate a mission statement. Incorporate mission statement into practice brochure, presentation kit, reception area, and patient rooms. Strategy #3: Develop and distribute a practice handbook. Work with physicians and staff to design a practice handbook. Distribute handbook to all new and returning patients. Distribute handbook throughout community. Strategy #4." Develop a coordinated direct mail system for potential patients covering the following topies: Information on the Center, its mission, and its services, Announcement of new facility. Education programs. New products and services. Strategy #5: Select a promotional item for giveaway purposes. Decide among giveaway options. Distribute item lo patients as they exit praetice. Challenge #2 Develop a strong brand identity: external strategies. #]: Develop a program (or integrating the Breast Care Center into the community. Join appropriate busmess organizations. Join the Central Florida Health Care Coalition.,., Develop a corporate sponsorship initiative. Jom/underwrite programs of the Women's Resource Center. Join/provide sponsorship for the Sexual Assault Resource Center. Underwrite programs of special interest to women. Utilize appropriate communication tools. Strategy #2: Plan and implement a multimedia ad campaign. Produce and place print ads. Produce and place radio spots. Produce and distribute a direct mail announcement. Strategy #3: Reviev/ and standardize Yellow Page ad design. Strategy #4: Take advantage of speaking opportunities, targeting: Women's groups. Teen programs. American Cancer Society. Strategy #5: Sponsor and participate in an appropriate community project- Strategy #6: Create media interest in the Center's innovative approach to care, Develop relationships with reporters. Distribute news releases as appropriate. Strategy ft7: Promote the Center's innovative technology. Create and distribute a press release on Sentinel Node Mapping. Set up media presentations on new technology as appropriate. MARKETING HEALTH SERVICE5 39
Challenge #3 Develop a program to maintain and protect important managed care relationships. Strategy #!.- Create and maintain a current database of managed care eontracts for purposes of on-going communication. Assure that the Center is listed on all plan panels- Notify patients when the Center is placed on an)' new plan panels. Develop a relationship with the director of utilization review for each plan. Strategy! #2; Encourage managed care personnel to visit the Cenier. Contact personnel from each plan at least twice a year. Strategy #-3.- Create a database of appropriate physicians participating in plans with which the Center wants to maintain relations. Inform physicians the Center is in the plan and available to their patients. Research the needs oi relevant physicians- Provide physicians news and other information on a regular basis. Develop a positive interaciive relationship with relevant physicians. Entertain relevant physicians as appropriate. Sivaicgy #4: Develop a game plan for contracting with managed-care plans. Strategy #5: Determine the "value-added" factors that differentiate The Breast Care Center. Formalize the list of value-added I actors. Develop as discussion items for visits with managed-care personnel. Strategy #6." Develop a method for tracking utilization of resources in the Center's outpatient iacility. Slraicgy #7"; Obtain utilization data on the Center's inpatient care from the hospital. Stmtegy #8: Communicate to managed care how your practice has invested in patient education. Stmtegy tf9: Develop collateral materials that will position The Breast Care Cenier as a cost-effect "system approach" to breast care. Challenge #4 Develop and maintain a strong referral physician program. Strategy #]: Create an easily accessible referral database that supports mailmerge communications. Strategy #2. Create meehanisms for tracking and communicating with referrers- Create a monthly report that tracks referrals by source. Create a monthly report that tracks Center referrals. Create a 90-day report for examining referral trends. Create a response mechanism to counter declining referrals. Strateg</ #3.' Develop and implement a plan for physieian-to-physician mteraetions. Obtain commitment from Center physicians for active involvement. Establish a division of labor among Center physicians. Establish weekly targets for referring physician contacts. Establish procedure for establishing and updating referrer contact list. Strategy #4: Develop appropriate communication tools, including: Initial press release. Rolodex card/business card. Pre-pnnted referral cards with maps- Fax referral form for inter-office use. Letter of comntitment to quality care. Procedural guidelines and practice parameters, Physictan-to-physician handbook. Physician-oriented nevi'sletter. Reprints ol published research. Case studies of interest. Strategy #5.' Develop a mechanism for compiling physician feedback (positive and negative) with regard to The Breast Care Center. Establish central point for collection. Establish a mechanism for summarizing. Establish a follow-up procedure. Strategy #6; Develop a plan for contaeting new physieians and other potential referrers. Immediately contact new physicians, Follow up with Center packet within 30 days. Strategy tt7: Commit to a referring physician protocol. 40 FALL 2000
Determine phone call return time. Determine patient referral access time. Establish hcnchmarks for report turnaround time, Develop quality of care protocols. Create and distribute procedure fact shccis. hivolve referring doctors m treatment plans. Distribute physician newsletter and case studies. Strategy #8: Develop a plan for meeting all female referring physicians. Distribute appropriate material, Invile all female referring physicians for a screening mammogram. Strategy #9: Develop a plan lor meeting all OB/GYN physicians. Establish regular meeting with referral physicians to obtain feedback. Create a referral physician outreach program. Identify and respond to any expressed problems. Copy complimentary letters to the referring physician. Develop lunch-and-learn programs for the office staffs of referring physicians, Schedule informal wine-and-cheese after hours get-togethers for office staffs of referring physicians- Propose jointly sponsored seminars with referring physicians in other specialties. Strategy #io: Develop a plan to meet all family practice physicians and any other potential referrers. Follow up primar}' care referrals with a letter of thanks- Identify and respond to any expressed problems- Copy complimentary letters to the referring physician. Develop lunch-and-learn prograrns for the office staffs of referring physicians. Strategy #J i: Enhance the Center's image within the medical community by emphasizing leadership, education, and training. Prepare and distribute practice fact sheets. Conduct in-serviee education programs. ABOUT THE AUTHOR Andrea Eliscu is president of Medical Marketing Inc, an Orlando. Fla.-based marketing and public relations lirm. She provides consultation to a wide variety of health care organizations and is author of Ready-Set-Market!: A Comprehensive Guide to Marketing your Physician Practice m the New Millennium and Position for Success'.: Strategic Marketing for Group Practices, both published by the Medical Group Management Association, Eliscu has received numerous awards for her work in health care marketing, 'Revised and rupriiiiod with pertnis^ion irom ihe Medical Group Managcmeri! AssLXiaiion, 104 Inverness Terrace Easi, Englewood, Colorado 80112-5306; 303-79y- lilt. Copyright 1999, MARKETING HEALTH SERVICES 41