• Inspiration for the senses
• Thrive
• Imagination takes flight
• Wow

I’ll bet you can’t guess the industries that are being promoted. In order:

• Visitors bureau
• HMO
• Museum
• Car dealer

What do you think these various organizations are trying to convey about themselves? Quite simply, they are trying to project a unique business image. They want customers to know what makes them different from their competitors.

Is there a word or phrase which you would use to describe your practice? Can you see the competitive advantage in emphasizing that message to your patients and potential patients?

I believe that many independent practices suffer from an identity crisis. We provide excellent care and service, and yet, we have not provided our patients with an easy means of remembering us. In some cases, we may need to take a closer look at our practices and identify what makes us different. Remember, our competitors are hard at work flooding our patients with their messages: “one hour service,” “two for one,” “where value meets fashion,” etc.

If I were to ask you to describe your practice in three words—what would those three words be? How do you want your patients to remember you? Are you enthusiastic, engaging, fun, high tech, caring, progressive, innovative…? What do you want your patients to think of when they think of you?

If we want someone to know something, we have to tell them. If we want to be remembered, we have to give them something to remember. Therein is found the magic of the tag line. I want to go to the car dealer that makes me say, “Wow.” I want to go to the museum where my “imagination takes flight.”

Marketing is all about generating an expectation which leads to a desired action. When my patients think about eye care, I want them to think about me.  I want them to both remember and choose me from among their many choices.

As I see it, the first step in making my practice stand out is to determine what makes it unique. The second step is to highlight that set of attributes in a memorable way. And finally, I must make good on my promise and deliver when my patient comes for service.

So, here is your assignment: determine the image that you want to project and make it the centerpiece of your communication strategy.

The post The Tag Line appeared first on VSP Proves It.

It is important that we have a uniform delivery of key messages. We would all agree that there is usually a “best way” to describe something. Our doctor/patient interaction is always enhanced when our words are echoed by the staff. However, the best way is not always utilized.

If you are ready for a real surprise, spend some time listening to what is actually being said in the office. You might be pleasantly surprised to hear your preferred key messaging being accurately communicated throughout the office. However, you might instead, be alarmed to find out that the communication train is off the tracks.

We have developed scripted key messages in our practice which are supposed to be used by everyone. In many cases, the key messages are posted for easy review. However, we had gotten away from regularly monitoring the actual conversations. The result was way too much variation and not nearly enough attention to detail!

Nothing good happens when we go off script. Firstly, the power of repetition is lost. Patients are far less likely to remember key messages when they are stated inconsistently. In addition, important qualifiers such as, “doctor recommended,” “comparative,” “preventative,” etc., can be omitted. Worse yet, incorrect and contradictory information can be delivered. Certainly, communication becomes less effective. If we expect patients to follow our recommendations, our effectiveness will be improved with uniform phrasing throughout the office.

There is simply no room for key message variability. Individual style and approach are fantastic in personal communication, but not for professional communication. Free styling should not be allowed if we want to achieve the most effective response.

My recommendation is to review your key messages for accuracy and for effect. Second, make it a priority to standardize descriptors for both doctors and staff. Third, initiate a plan to listen regularly to what is being said and to judge the relative effectiveness. This is such an important practice initiative that we have designated message competency as a key measure in staff evaluation.

As I See It, there is always a best way to say something. If we want someone to know something we have to tell them…and tell them consistently. The clearer the message and the more often they hear it, the more likely our patients will understand. Let’s be sure that our preferred key messages echo throughout our practices.

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How has competition increased?

I’ve watched as the VSP client list has become our competitors’ prospect list. Competitors will meet with current VSP clients offering that they are the “same as VSP, only cheaper with retail locations like LensCrafters.” This gets the attention of many clients and broker/consultants in that the economy has put a tremendous amount of pressure on employers to cut costs. The concept that the employer can offer everything they have today with VSP—but at a lower cost and with heavily advertised retail chains—seems like a win/win to that employer.

Do you discuss provider fees with employers?

Many large employers are self-funded, which means they pay the fees as their members receive care instead of paying a monthly insurance premium. This puts VSP in a position to be questioned about our fees and to justify why the same provider is accepting a lower fee from our competitor. Employers often ask, “Is the eye exam different? Why are the same providers accepting lower fees?”

Why are competitors able to offer plans at a lower cost to employers?

Nearly 90% of VSP Vision Care revenue is paid back to VSP Network providers in exam fees and materials, so that’s a big driver for vision plan cost. Many competitors subsidize their vision plans to sell eyewear or other products.

Why can’t you just explain the benefits of independent optometry to employers?

If VSP comes in at the highest cost, without alternatives to lower the cost, we can be disqualified from the bid process without ever getting an opportunity to share why our costs are different and the value we and independent optometry can bring to their members.

Do you ever talk about the value of independent optometry in the sales process?

Yes! We work very hard to stay close to our clients and their broker/consultants to educate them on the shifting of cost to their members with competing plans. We show the overall value of their current VSP Signature Plan or VSP Choice Plan, including the advantages of our network. We discuss VSP Eye Health Management, HIPAA-compliant outreach to known diabetics, lowest out-of-pocket costs for members, and overall ease of doing business.

Jackie Granski, also a Regional Sales Manager, had this to say at a Town-hall Meeting about how important independent optometrists are in the client sales process.

With all of these challenges, how does VSP continue to win clients and increase membership?

Great service and out-of-pocket savings at their VSP provider is where members see the overall value of VSP versus competing plans. Members appreciate the high level of service, choices, and quality care that a VSP benefit delivers. When clients recognize the overall value of the lowest out-of-pocket costs for members, VSP Eye Health Management, and being the easiest company to do business with, we win and keep our business.

Typically, clients see the value that VSP and our network provides as we renew over 95% of our business annually. We continue to develop innovative programs and must continue to develop these programs to meet marketplace challenges, win new clients, and deliver benefits to more than 59 million members, most of whom will choose independent optometry.

As I See It, the VSP Vision Care sales team does a great job promoting independent optometry to employers. It makes a big difference who wins a contract because far more patients end up in independent practices when VSP wins compared with what happens when retail-biased competitors win.

The post Connecting Clients to Independent Optometry in a Changing Marketplace appeared first on VSP Proves It.

Doctors utilize many methods to analyze and manage their practices. Some use gut instinct, others hope it is going to be OK, and still others rely on previously successful strategies. In addition, it is important to utilize specific comparative data and to look for trends and opportunities to maximize practice performance.

The VSP Annual Practice Report is a great source of important comparative data which can really help us in making practice decisions. Though the data in the report is the summation of only VSP patients, I have found that the trends correlate very well to my entire practice. Comparative data from the past three years is presented on many key practice statistics making it easy to spot opportunities for improvement. VSP average data is also provided so you can see how your practice stacks up with your colleagues.

In these challenging economic times, it is important that we focus on those practice statistics which affect our profitability. The competition is fierce and the margins are thin. We simply must make smart business assessments and be spot on in our decision making.

Do you know your capture rate? Your capture rate trend is clearly demonstrated in the practice report offering important insight regarding your ability to keep prescriptions in your practice.

Throughout the VSP Annual Practice Report you will also find highlighted opportunities which will decrease cost and increase revenue, all the while doing what is best for our patients. Remember, what is good for the patient is good for the practice.

Let’s highlight just a couple of the many potential income producing opportunities found in the practice report.

The VSP In-Office Finishing Program allows you to receive your normal dispensing and option fees plus additional revenue for finishing services…not to mention the faster turnaround time for your patients. Our practice is strongly considering VSP In-Office Finishing as our next move.

Be sure to check out the UNITY Savings Program which increases your revenue for every UNITY digital lens and coating dispensed for your VSP patients. Revenue opportunities are available with digital UNITY single vision lenses, as well as UNITY digital progressives with UNITY AR and Transitions. Our office changed almost exclusively to UNITY products in 2012 with excellent patient acceptance and increased revenue for our practice.

As I See It, the idea is to work smarter, not harder. To ensure success tomorrow, we must have a clear picture of practice performance and that requires accurate data.

The VSP Annual Practice Report can provide important information about how your practice is performing. It can help you identify opportunities which you can target in your practice to improve your bottom line. And perhaps most importantly, the practice report can highlight specific steps on how to get there. I encourage you to refer to this valuable tool as you develop your action plan for your practice.

Download your personalized VSP Annual Practice Report today at vsppracticereport.com.

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Yet, it is so easy to get caught up in our daily routine. We can get all concerned about our schedule and any one of a dozen other problems. We can get in a hurry and end up losing our edge with our patient. The end result, a low energy exam and an uninspired patient experience.

What do patients expect from their doctor? They certainly expect excellent care, but beyond that, I am sure they also want to see the doctor who is excited to see them. They want our undivided attention. They want the doctor who is fired up…you know, the one with energy.

So, how do we demonstrate energy? I would submit that the best place to inject some energy is in our personal interaction. Let’s start by looking them in the eye, flashing a smile, and offering a brisk handshake. Next, get them to tell a story about themselves—you will enjoy it. Follow with an interesting story about yourself, one they can remember. When you are all done, show them your pearly whites and say thank you. There is nothing earth shattering here, but this is so critically important. Patients will remember the energetic doctor, the one who took a personal interest in them.

We are living in the age of volume medicine, vanilla presentations, and impersonal care. Too many doctors spend more time staring at their computer trying to enter findings into the EMR than they spend interacting with their patient. We have the opportunity to stand out. How about setting a goal of making every patient encounter memorable? Now that is something to aspire to.

Enthusiasm is contagious. If I feel it, my staff will feel it, and my patients will feel it. Unfortunately, the reverse is also true. If I am low in energy, the result will be a bland experience for everyone. Enthusiasm is the glue that forms the bond between doctor and patient. It’s the secret formulae which turns a satisfied patient into a referring patient. Talk about an effective recall program!

So, as I see it, if we really want to exceed the expectations of our patients, we need to draw inspiration from our mission: we help our patients see better, and in the process, improve their quality of life. Each and every patient deserves not only our very best care but also our most energetic delivery. Patients are looking for the enthusiastic doctor, because that’s one they can relate to. Let’s be sure to give them the sizzle along with the steak!

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