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Balloons to Botox: What I Learned about Competition from the World of Plastic Surgery
terminology and few insights. Rare are breakthrough ideas that become convention. l hope to share concepts and attitudes that will help you to compete effectively in your 10caJ market.
SWOT Analysis Strength, opportunity, weakness, threat is a classie method for analyzing a situation. After you have determined a measurable objective use SWOT to evaluate your partiClJlar city and hospital scenario. Identify the resources available, prioritize the activities reąuired and assign responsibiJity. Upon completing the analysis, focus on the strengths and opportunities and address only those weaknesses that mitigate a given strength. A good defense is a great offense. Try a Lot of Stuff and Keep Wbat Works The al1thOl's of Built To Last identified DaIWinism as a "successful habit" among consistently successful companies and this lesson certainly appJies to tactical marketing. Charles Darwin said in his book the Origin ojSpecies "Multiply, vary, let the strongest Iive and the weakest die." Multiple incremental advances are the result of trial and error. You must accept that time will be wasted and mistakes will occur; but take that feedback and tweak the process and/or the message. This approach will create your uniąue and innovative solution. Ideas of what to try are everywhere. Most industry partners have programs to expose interested physicians to successful practices. Freąuently good ideas can be found in similar markets outside of IR. Your interpretation of how to appropriately apply the idea to your market is necessarily uniąue. As former Johnson and Johnson CEO R.W. Johnson said, "Failure is our most important producr." Go fai!. Be Better Not Bigger
Find aniche that is well suited to YOl1r uniąue skill set; be it a procedure, a demographic or a technology platform and endeavor to understand it better than anybody else. Then focus on the customer/patient experience and commit to making is pleasurable as possible. Learn from your patients how to improve their experience so as to create raving fans. The positive word of mouth created in your local market will in time create an organie demand that only you can meet. You are not tlying to beat a competitors offering; but trying exceeding a patients expectation. Nothing beats a testimonial.
Suggested Reading 1. Collins J, Porras J. Bui/d to last: successful habits of visionary companies. New York, NY: Harper Business, 1994. 2. Levinson J, Godin S. Guerilla marketing handbook. Boston, MA: Houghton Mifflin Company, 1994.
3. Hawken P. Growing a business. New York, NY: Fireside-Simon and Schl1ster, 1987.
4. Kawasaki G. How to drive your competition crazy. New York, NY: Hyperion, 1995. 5. Godin S. Survival is not enough. New York, NY: Free Press, 2002. 1:15 p.m.
Balloons to Botox: Wbat I Learned about Competition from the World of Plastie Surgery Paul Pomerantz American Society oj Plastic Surgeons Arlington Heights, IL 1:30 p.m.
Panel Discussion: They Just Hired an Endosurgeon-What Should I Do? 1:50 p.m.
Break 2:10 p.m.
What You Should Present to Your Hospital Gary S. D01fman, MD Health Care Value Systems, InG. North Kingstown, Rl The oveIWhelming majority of interventional radiology services are provided to inpatients and ol1tpatients within the hospital setting. It is also highly likely that as Interventional services migrate to the freestanding setting, many of these will be performed in sites of service with institutional ties (eg, joint ventures with hospitals). This is true whether these inteIventional selvices are provided by inteIventional radiologists or other competing specialists. The inteIventional radiologist will be oniy one of many speciaJists competing not only for the patients themselves, but also for the attention and support of the institution's administration. In fact, your success in the primaly competition for patients may in pan be predicated on your success in the competition for scarce resources within the institution. Therefore, a multipart strategy will be necessaly for a successfuloutcome. First, it is necessary to focus the attention of the department's administration on your need and desire to compete. The tools necessary to support that competition must have a high priority within the imaging department. Some of these tools might be best supported throl1gh non-institutional (ie, clinical) funds. Examples of tools that fali within this categolY are PAs, CNSs, NPs, etc. Other tools necessary in order to enter the competition might be available through discretionary institutiona! operating (and to a lesser extent capital) funcls allocated to the depaltment, but that could be used for non-inteIventional purposes unless prioritized in your favor. Examples of tools that fali within this category include cleIkal, technological, and nursing staff as well as dedicated space to support clinical and ancillary functions. Your active participation in the daily and tong term
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SWOT Analysis Strength, opportunity, weakness, threat is a classie method for analyzing a situation. After you have determined a measurable objective use SWOT to evaluate your partiClJlar city and hospital scenario. Identify the resources available, prioritize the activities reąuired and assign responsibiJity. Upon completing the analysis, focus on the strengths and opportunities and address only those weaknesses that mitigate a given strength. A good defense is a great offense. Try a Lot of Stuff and Keep Wbat Works The al1thOl's of Built To Last identified DaIWinism as a "successful habit" among consistently successful companies and this lesson certainly appJies to tactical marketing. Charles Darwin said in his book the Origin ojSpecies "Multiply, vary, let the strongest Iive and the weakest die." Multiple incremental advances are the result of trial and error. You must accept that time will be wasted and mistakes will occur; but take that feedback and tweak the process and/or the message. This approach will create your uniąue and innovative solution. Ideas of what to try are everywhere. Most industry partners have programs to expose interested physicians to successful practices. Freąuently good ideas can be found in similar markets outside of IR. Your interpretation of how to appropriately apply the idea to your market is necessarily uniąue. As former Johnson and Johnson CEO R.W. Johnson said, "Failure is our most important producr." Go fai!. Be Better Not Bigger
Find aniche that is well suited to YOl1r uniąue skill set; be it a procedure, a demographic or a technology platform and endeavor to understand it better than anybody else. Then focus on the customer/patient experience and commit to making is pleasurable as possible. Learn from your patients how to improve their experience so as to create raving fans. The positive word of mouth created in your local market will in time create an organie demand that only you can meet. You are not tlying to beat a competitors offering; but trying exceeding a patients expectation. Nothing beats a testimonial.
Suggested Reading 1. Collins J, Porras J. Bui/d to last: successful habits of visionary companies. New York, NY: Harper Business, 1994. 2. Levinson J, Godin S. Guerilla marketing handbook. Boston, MA: Houghton Mifflin Company, 1994.
3. Hawken P. Growing a business. New York, NY: Fireside-Simon and Schl1ster, 1987.
4. Kawasaki G. How to drive your competition crazy. New York, NY: Hyperion, 1995. 5. Godin S. Survival is not enough. New York, NY: Free Press, 2002. 1:15 p.m.
Balloons to Botox: Wbat I Learned about Competition from the World of Plastie Surgery Paul Pomerantz American Society oj Plastic Surgeons Arlington Heights, IL 1:30 p.m.
Panel Discussion: They Just Hired an Endosurgeon-What Should I Do? 1:50 p.m.
Break 2:10 p.m.
What You Should Present to Your Hospital Gary S. D01fman, MD Health Care Value Systems, InG. North Kingstown, Rl The oveIWhelming majority of interventional radiology services are provided to inpatients and ol1tpatients within the hospital setting. It is also highly likely that as Interventional services migrate to the freestanding setting, many of these will be performed in sites of service with institutional ties (eg, joint ventures with hospitals). This is true whether these inteIventional selvices are provided by inteIventional radiologists or other competing specialists. The inteIventional radiologist will be oniy one of many speciaJists competing not only for the patients themselves, but also for the attention and support of the institution's administration. In fact, your success in the primaly competition for patients may in pan be predicated on your success in the competition for scarce resources within the institution. Therefore, a multipart strategy will be necessaly for a successfuloutcome. First, it is necessary to focus the attention of the department's administration on your need and desire to compete. The tools necessary to support that competition must have a high priority within the imaging department. Some of these tools might be best supported throl1gh non-institutional (ie, clinical) funds. Examples of tools that fali within this categolY are PAs, CNSs, NPs, etc. Other tools necessary in order to enter the competition might be available through discretionary institutiona! operating (and to a lesser extent capital) funcls allocated to the depaltment, but that could be used for non-inteIventional purposes unless prioritized in your favor. Examples of tools that fali within this category include cleIkal, technological, and nursing staff as well as dedicated space to support clinical and ancillary functions. Your active participation in the daily and tong term
P33