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Top Practices Make Service a Priority
PRACTICE STRATEGIES
Top Practices Make Service a Priority Gary Gerber, O.D. ervice is not just a good idea but critically important to the success of a practice. Although there is obviously a basic difference between the “patients” seen in a health care practice and the “customers” that are served in other types of businesses, optometrists and other health care providers have come to realize over recent years that their patients are coming to expect the same level of attentive service from their health care providers that they receive as customers of other types of businesses. Health care practices must now strive for “patient satisfaction” in the same way that other types of enterprises must attempt to achieve “customer
S
Providing patients the service they expect is an art in itself for an optometric practice.
satisfaction.” Too few practitioners, unfortunately, give this realization more than just lip service. In fact, in this author’s experience, virtually all poorly performing practices score less than a C⫹ in this area. This is one area in which just attaining a passing grade does not suffice. Providing adequate patient satisfaction may be even more important in an optometric practice than in other types of health practices. Unlike an internist, a dentist, or a chiropractor, the optometrist offers both a health care service and a product. As a result, when people walk into an optometrist’s office, they may be
(Gary Gerber, O.D., is the president and founder of The PowerPractice®, a practice management consulting company. He can be reached at drgerberpowerpractice.com or (800) 867-9303. Opinions expressed are those of the author and not necessarily those of AOA.)
more likely to have the same type of expectations they would have when entering a retail establishment. They expect to be treated fairly and reasonably and, in the best of worlds, want an experience commensurate with being at Nordstrom’s or The Disney Store. Practices often can take relatively simple measures to ensure patient satisfaction. For example, a practitioner promises the patient that her new eyewear will be ready a week later, on the following Thursday. However, on Tuesday, the lab calls to say that there is a backlog, and the lenses cannot be shipped until the end of the week. Rather than tell the patient that she will have to wait several days for eyewear she eagerly awaits, the practitioner informs the lab that he will pay whatever it costs to expedite the eyewear and, if necessary, have it shipped overnight. As a result, when the patient walks in on Thursday, she has her new eyeglasses. A practitioner should consider the following in a discussion of service in an optometric practice: ❖ The person who makes the buying decision will be thinking like a “customer” not like a “patient.” Individuals expect the optometrist to be competent enough to fix or diagnose his or her vision problems. What separates one practice from another is the experience itself. How considerate was the staff? How prompt and organized was the doctor? How pleasant was the overall experience? ❖ Very often it is the little things that count. This means having convenient parking available, keeping the office open for a patient who is unable to arrive before closing time, taking their coats when they walk through the door or offering them coffee, or apologizing if the doctor is running behind schedule (rather than waiting for them to complain). It means everyone putting on a smile, even on a bad day, and doing whatever it takes to show that “here, the customer always comes first.”
482 OPTOMETRY
VOLUME 76 / NUMBER 8 / AUGUST 2005
PRACTICE STRATEGIES
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❖
❖
❖
Followup is important. Regardless of the experience, people like to know that someone cares. This means making sure that after patients purchase new eyeglasses or contact lenses or undergo diagnostic testing, a staff member calls to see how they are doing. Service begins with the doctor. Although the doctor may spend less time with patients than staff, the stress on patient service must come from the top and flow downward to everyone who works in the practice. As such, the doctor is responsible for running a patient-oriented practice and demanding that every member of the staff adhere to this philosophy. Yet, the first entry point is the staff. This is why a practice needs to place an emphasis on finding people who understand the importance of “customer” service. Employees can be taught how to press buttons and operate most automated equipment, but instructing them to be friendly and considerate is far more difficult. One bad apple—a staff member who is rude, inconsiderate, unfriendly— can ruin the experience 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 care practices fail to acknowledge. Consider this common example: a pair of glasses comes in from the lab and when the pa-
tient tries them on, it becomes evident that the prescription is wrong. Think of the difference in the following two scenarios: the doctor says, “Regardless of why this happened, the mistake will be corrected immediately,” and “This happened because when I examined you, your responses about how you saw the chart were not clear.” Arrogance or attitude should never get in the way of leaving the patient feeling positive about the experience. ❖ The long-term rather than short-term cost of doing business should be considered. Paying a few extra dollars to ensure excellent service pays dividends in the long run. For example, the doctor pays retail at a competitor’s office to get the frames a patient wants. Think how far that gesture goes in not only keeping a loyal patient, but having that patient pass the word on to others. ❖ Improving service can be done inexpensively. Although it can be expensive to improve a location or purchase new technology, putting in the processes that will improve patient service is very affordable. After all, how much does it cost to teach staff to answer the phones promptly, ask patients how they feel, and greet them with a smile? ❖ A staff member should be designated as the practice’s “customer service manager.” Similar to designating an office manager or a business manager, a staff member should be given the responsibility for making sure the practice has a strong service orientation. This individual can also be responsible for training staff to adopt the “customer comes first” philosophy by role playing or viewing tapes. Look at any prosperous practice and, yes, there is a good chance that the doctor is sound clinically. But, it is often very likely the doctor and staff understand the importance of “customer” service. Optometry, when everything is said and done, is very much a people business.
483 VOLUME 76 / NUMBER 8 / AUGUST 2005
OPTOMETRY
Top Practices Make Service a Priority Gary Gerber, O.D. ervice is not just a good idea but critically important to the success of a practice. Although there is obviously a basic difference between the “patients” seen in a health care practice and the “customers” that are served in other types of businesses, optometrists and other health care providers have come to realize over recent years that their patients are coming to expect the same level of attentive service from their health care providers that they receive as customers of other types of businesses. Health care practices must now strive for “patient satisfaction” in the same way that other types of enterprises must attempt to achieve “customer
S
Providing patients the service they expect is an art in itself for an optometric practice.
satisfaction.” Too few practitioners, unfortunately, give this realization more than just lip service. In fact, in this author’s experience, virtually all poorly performing practices score less than a C⫹ in this area. This is one area in which just attaining a passing grade does not suffice. Providing adequate patient satisfaction may be even more important in an optometric practice than in other types of health practices. Unlike an internist, a dentist, or a chiropractor, the optometrist offers both a health care service and a product. As a result, when people walk into an optometrist’s office, they may be
(Gary Gerber, O.D., is the president and founder of The PowerPractice®, a practice management consulting company. He can be reached at drgerberpowerpractice.com or (800) 867-9303. Opinions expressed are those of the author and not necessarily those of AOA.)
more likely to have the same type of expectations they would have when entering a retail establishment. They expect to be treated fairly and reasonably and, in the best of worlds, want an experience commensurate with being at Nordstrom’s or The Disney Store. Practices often can take relatively simple measures to ensure patient satisfaction. For example, a practitioner promises the patient that her new eyewear will be ready a week later, on the following Thursday. However, on Tuesday, the lab calls to say that there is a backlog, and the lenses cannot be shipped until the end of the week. Rather than tell the patient that she will have to wait several days for eyewear she eagerly awaits, the practitioner informs the lab that he will pay whatever it costs to expedite the eyewear and, if necessary, have it shipped overnight. As a result, when the patient walks in on Thursday, she has her new eyeglasses. A practitioner should consider the following in a discussion of service in an optometric practice: ❖ The person who makes the buying decision will be thinking like a “customer” not like a “patient.” Individuals expect the optometrist to be competent enough to fix or diagnose his or her vision problems. What separates one practice from another is the experience itself. How considerate was the staff? How prompt and organized was the doctor? How pleasant was the overall experience? ❖ Very often it is the little things that count. This means having convenient parking available, keeping the office open for a patient who is unable to arrive before closing time, taking their coats when they walk through the door or offering them coffee, or apologizing if the doctor is running behind schedule (rather than waiting for them to complain). It means everyone putting on a smile, even on a bad day, and doing whatever it takes to show that “here, the customer always comes first.”
482 OPTOMETRY
VOLUME 76 / NUMBER 8 / AUGUST 2005
PRACTICE STRATEGIES
❖
❖
❖
❖
Followup is important. Regardless of the experience, people like to know that someone cares. This means making sure that after patients purchase new eyeglasses or contact lenses or undergo diagnostic testing, a staff member calls to see how they are doing. Service begins with the doctor. Although the doctor may spend less time with patients than staff, the stress on patient service must come from the top and flow downward to everyone who works in the practice. As such, the doctor is responsible for running a patient-oriented practice and demanding that every member of the staff adhere to this philosophy. Yet, the first entry point is the staff. This is why a practice needs to place an emphasis on finding people who understand the importance of “customer” service. Employees can be taught how to press buttons and operate most automated equipment, but instructing them to be friendly and considerate is far more difficult. One bad apple—a staff member who is rude, inconsiderate, unfriendly— can ruin the experience 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 care practices fail to acknowledge. Consider this common example: a pair of glasses comes in from the lab and when the pa-
tient tries them on, it becomes evident that the prescription is wrong. Think of the difference in the following two scenarios: the doctor says, “Regardless of why this happened, the mistake will be corrected immediately,” and “This happened because when I examined you, your responses about how you saw the chart were not clear.” Arrogance or attitude should never get in the way of leaving the patient feeling positive about the experience. ❖ The long-term rather than short-term cost of doing business should be considered. Paying a few extra dollars to ensure excellent service pays dividends in the long run. For example, the doctor pays retail at a competitor’s office to get the frames a patient wants. Think how far that gesture goes in not only keeping a loyal patient, but having that patient pass the word on to others. ❖ Improving service can be done inexpensively. Although it can be expensive to improve a location or purchase new technology, putting in the processes that will improve patient service is very affordable. After all, how much does it cost to teach staff to answer the phones promptly, ask patients how they feel, and greet them with a smile? ❖ A staff member should be designated as the practice’s “customer service manager.” Similar to designating an office manager or a business manager, a staff member should be given the responsibility for making sure the practice has a strong service orientation. This individual can also be responsible for training staff to adopt the “customer comes first” philosophy by role playing or viewing tapes. Look at any prosperous practice and, yes, there is a good chance that the doctor is sound clinically. But, it is often very likely the doctor and staff understand the importance of “customer” service. Optometry, when everything is said and done, is very much a people business.
483 VOLUME 76 / NUMBER 8 / AUGUST 2005
OPTOMETRY