Becker's Spine Review

30 Executive Briefing: Sponsored by: 5 Trends Putting the Squeeze on Surgical Practices By Brent Wheeler, President, Back Pain Centers of America 1. Patients Are More Web Savvy Than Most Healthcare Practices The Internet has dramatical- ly changed the way patients seek healthcare information across the board. Access has expanded and trust has grown. Today, 87% of U.S. adults have access to the Internet, and 80% of those use it to research health topics. Fifty-nine percent of smart phone owners have used their devices for health-related purposes. These digital healthcare seekers perform thoughtful online research and recognize leaders in the field as they go. They have a high awareness of their options and have even higher expectations of receiving the best patient experience. They consume and collect a large amount of content before they even approach a surgical practice or specialty clinic. The doctor is often the third or fourth point of engagement. The first 90% of a patient's online journey is spent trying to understand their symptoms and conditions and learn what treatments and proce- dures are available. They only pro- actively look for a specific practice at the very end. That's why 85% of patients make a provider decision before they ever pick up the phone to call a practice. 2. The Web Is Rich with Content, and First Impressions Are Now Made Online It's no longer enough to just have a website and expect patients to call because their physicians have direct- ed them to your practice or because the practice is the most convenient. Physicians need to have a presence where patients are doing their re- search and consuming content, pro- viding education to help them make an informed decision. No matter how web-savvy a physician is as an individ- ual user, it doesn't translate into how the practice performs online. It's not enough to be a doctor or run a prac- tice, dedicated educational content expertise is required to reach through the web and connect a practice with those looking for relief. The digital demands of consum- ers are high, and healthcare overall hasn't caught up with them. Practice administrators experience this in working with payers, policy makers, labs and equipment vendors. The bar has been raised for online service in every aspect of a consumer's life, from banking and shopping to travel, entertainment and healthcare. Many small, mid-sized, and even large hospital practices don't have a sufficient presence in the new digital landscape. Healthcare is largely three to five years behind the digital times of other consumer-driven industries. Web savvy practices that position themselves as thought leaders are able to capitalize and grow, helping more people. Other practices strug- gle financially because the focus remains within the practice and not outside its walls. 3. Web Education and Presence Has Become an Additional Required Specialty for Surgical Practices Web marketing is now a specialty, as much orthopedics is a specialty, and it's just as critical to the survival of a practice as surgical skill. Effective web marketing is required to navi- gate the new complexities and reap measureable results. This kind of mar- keting is more sophisticated than just buying Google or MSN search ads or sending out emails. Like a hedge fund for investment, it is wise to mix up the channels and not rely on just one. The overall lift is greater with less risk. 4. Healthcare Con- sumers Select the Best Educators. It's a "Prove It to Me" Healthcare Market. If healthcare consumers can't find your practice online, it's a challenge to grow practice volume. Volume has become increasingly important as the focus has shifted from just the procedures performed to include the total contin- uum of care and patient outcomes. Practices can no longer afford to be left with unused surgical capacity. It's too costly to cover the equipment and other fixed costs if operating rooms sit idle. Some practices contin- ue to rely on passive word of mouth, billboards, print ads and radio spots to attract qualified patient candidates, investing expensive marketing dol- lars with little ability to track results. Optimizing surgical capacity requires getting the right message to the right person at the right time online—be- coming an expert patient educator, participating deftly in the digital dialogue. A good exercise is to have a discussion with the practice team that starts with the question, "What makes our practice unique?" Other practices are articulating their value proposition, so it's important to position your practice as unique. Otherwise, it's easy for healthcare consumers to start viewing practices as commodities, with a seemingly unlimited number of choices that sound just alike. A common mistake is trying to be all things to all people. What is a practice known for? If it does one thing extremely well, then the assumption often follows that other procedures are done well. Trying to promote a practice as being an expert in everything Where Patients Are Looking for Spine Care The money you put toward marketing should get a good rate of return in efficiently driving new patients into your practice. Every marketing dollar you spend should be measurable across all channels. –Colin Vadheim, Practice Administrator, Advanced Spine Institute & BPCA member " "

• Cover