Take a Stand: Define and Promote Your Brand

Using your brand to generate more patients, increase retention, and recruit top talent!

Promoting your brand has not been an important or even viable method of marketing for most chiropractors.

But that is no longer true.

Brand marketing needs to be part of your marketing mix. I will tell you why, but first, let’s define our terms:

Brand marketing is different from direct response marketing. Brand marketing focuses on generating awareness of your office, while direct response aims to generate new customers.

A smaller business with limited resources must focus on direct marketing rather than brand marketing. This is especially important when you begin.

Once your practice is maturing, your patients know you. You are the brand. You probably don’t plan on growing the business any further so there doesn’t seem to be any real need to promote your brand in the community.

But now there is.

More competition for patients

Franchise health companies are stepping up their activities. For example, the Joint Chiropractic, which filed with the SEC for around $35 million 10 years ago, and is a public traded company, acquired an additional 7.5 million in funding just two years ago. Their website says they have more than 600 locations, and I have seen their marketing activities in Wisconsin.

Physical therapy franchises are spreading, such as FYZICAL. According to its website, it has grown to more than 448 locations in 7 years as of 2021. In addition, acupuncture franchises, massage franchises, and dental franchises are on the rise.

Competition for Qualified Employees

You can also see increased competition if you have been recruiting doctors, providers, or support personnel lately. Job seekers can acquire a startling amount of information about you and what it is like for employees to work with you. They are interested in your culture, benefits, and values – which are all part of your brand.

What Makes You Different and Better

It could be said that your brand is: what makes you stand apart — and better – from all the comparable alternatives.

It is your Unique Selling Proposition.

A well-defined and promoted brand will help you:

  • Generate pride and loyalty in your patient base
  • Encourage more patient referrals
  • Improve team morale
  • Generate referrals from external referral sources
  • Improve marketing recruitment efforts for top employee talent

How to Define Your Brand

Once again, it all goes back to goals. (Doesn’t everything?)

What is the mission of your office? What are its values? What are its valuable outcomes?

This Is a Distillation Of Your Story: why you are a doctor, why you are in business, and what brings you joy daily?

Answer this for yourself, and then ask your staff:

What makes us special?

Survey a few of your patients: what makes us special from other providers? Why did you choose us?

Your brand showcases all this into an identity that people can know, like, and trust.

It can be somewhat symbolized with a logo and tag line, like the Nike “shoosh,” and the tag line: “Just Do It.” It can be represented in your newsletters, your office decor and cleanliness, the appearance of you and your team, and in all aspects of your promotions on social media.

But primarily, it must be demonstrated each day by you and your team living up to your values, your commitment to your mission, and providing world-class service and outcomes.

The world is moving faster, and we all have to work to stay ahead. And if we do it right, not only will it be rewarding but also fun.

Carpe Posterum (Seize the Future)

Ed

Need help with your branding strategy? Schedule a call and let’s have look at the best strategic options
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Those Numbers: Do You Manage by Emotions or by Goals?

scoreboard for statistics

It’s Monday morning. The staff is getting the office ready for the new day. And while doing so, they are wondering… “How is the boss’s mood going to be today?”

They are taking their cues on how the day will transpire based upon, at least in part, your emotional state.

Your team, as well, will often be tempted to manage their roles in the office emotionally, based on the circumstances in their personal lives.

There is nothing wrong with positive emotion. Emotion is a feeling “a mental reaction subjectively experienced” (Merriam-Webster). Some are more positive than others, such as joy, delight, cheerfulness, and others are more negative, such as anger, grief, and fear.

But emotion is reactive. Setting your sights and working for goals is proactive.

Your Scoreboard

Your practice numbers show you if you are headed towards your goals or away from them.

They can predict what needs to be done to improve your business and achieve your goals. They also keep everyone on your team informed on the status of the practice and included in its management.

There is a right and wrong way to use your numbers to help you achieve your goals.

There is, in fact, an entire methodology on how to use statistics to improve business performance.

Large companies use analytics to manage and improve their production in formal processes such as Kaizen, Six Sigma, and Total Quality Management.

In the Goal Driven System, we use a simplified version called GAP, the Goals Achievement Process, which works just fine.

At the beginning of each month:

  1. Review. Review your key numbers monthly at staff meetings. (This can also be done weekly to check on your progress.)
  2. Notice and support. Notice where the numbers went up. Then, plan a couple of action steps to support the areas that went up.
  3. Notice and fix. Notice where the numbers went down. Then, plan a few action steps to fix the areas that were down.

Remember that numbers by themselves are nothing. They are symptoms or representations of the quality and quantity of your outcomes. Don’t get so caught up with the “stats” that you lose sight of what the numbers represent. Expecting the numbers to improve without confronting and enhancing the factors causing the numbers is at best ineffective and, at worst, can be abusive.

But numbers can assist you and each team member to stay focused on the goals: your office mission, its values, and its outcomes.

In a Goal Driven office, your team takes its cues from the office scoreboard.
There is an art and a method to capture, display, read your statistics and apply what they tell you. This is not adequately taught to most doctors in business – or to employees. Yet managing by numbers is a fast and very effective method to keep your business improving.

We are creating a short training course to remedy this called Goal Driven Analytics for the Chiropractic Practice. Subscribers to this newsletter (you!) will be the first to hear about it.

In the meantime, stay true to your goals, and use your scoreboard to help you do so.

Seize the Future

Ed

Which is Better for You: Direct Marketing or Indirect Marketing?

Last week I sent an email with a link to Ode to Joy.

Ode to Joy is from Beethoven’s 4th movement of his 9th symphony, considered one of the top three symphonies ever created.

It was a short 5-minute rendition. It is beautiful and evocative – listen to it again. (Link below.) Plus, its performance was a masterpiece.

But it was actually an ad.

It was a brilliant advertisement for a Spanish Bank. It was promoting Sabadell Bank’s 130th year anniversary in 2012. According to one website, it has had 90 million views since 2012, while another posted in 2015 has received over 18 million views.

That is a lot of exposure. But does it generate new business?

This type of advertising is called brand marketing, or what I call indirect marketing. It is the opposite of direct marketing. Direct marketing, also called direct response marketing, tries to generate an immediate response. Knowing the differences will help you manage your marketing and make it more effective for your particular situation.

Direct Marketing

The goal of direct response marketing is to generate qualified prospects that respond to an offer. When you receive a card in the mail that promotes a free dinner about retirement funds, the company that sent you that mailer hopes you reply and attend the dinner and accompanying talk. At the dinner, a speaker gives a presentation with the hope of scheduling you for a private consultation later that week. When you see an ad on Facebook for a free manual, the advertisers intend that you respond and order their manual. The distinguishing characteristic of direct marketing is numbers – you can quantify the results of your marketing efforts.

Indirect Marketing

The goal for indirect, or brand marketing, is for the name of your business to be well known and well thought of. When you volunteer at the local food bank, co-sponsor a kid’s little league team, or simply provide excellent customer service, these are all examples of indirect marketing. The results of indirect marketing are difficult to identify immediately.

Until you are in Stage 4 in the growth of your business (about 75% or more full capacity), most of your marketing efforts should be direct marketing. Indirect marketing supports direct marketing, but even if your entire town knew about your business and thought highly of it, there is no guarantee that anyone would come to see you as a customer.

Handing out your business card to someone would be an example of indirect, personal brand building. However, handing out your business card with a handwritten note on the back that said something like “N/C screening in May for Joe M. Dr. EP” might be an example of a direct response marketing.

Marketing Mix – Direct, Indirect, and Internal, External

Another factor to consider in managing your marketing is how much should be directed externally – to non-patients and customers and how much should be directed internally to your existing and former patients and customers.

It has been my experience that too few practices are industrious enough with marketing to and communicating with their existing and former patients.

Below is a chart that gives approximate percentages of how to balance your direct and indirect marketing for your practice. I have divided the development of a business arbitrarily into 5 Stages. Figure each Stage to be about 20% your full capacity.

Telling your story and the successes of your services should never end, regardless of how successful you are. Change your marketing strategies depending at what Stage of development your business is in — but keep marketing.

Carpe Posterum (Seize the Future),

Ed
GoalDriven.com

Ode To Joy

Make each day an Ode to Joy!

“Music is … a higher revelation than all Wisdom & Philosophy”
― Ludwig van Beethoven

Takes 5 minutes. This is an inspirational musical event. The link is below.

It is worthy of the best humans have to offer – and akin to what you provide innately to your patients – as doctors, providers, and support professionals.

Match this with all you do in April and you’ll have a great month!

-Ed

 

For more information on how to create a more profitable business that is more fun than what you are doing now, please purchase and then use the book, The Goal Driven Business.

What You Must Do Before You Try to Improve Your Practice

We are what we repeatedly do. Excellence, then, is not an act, but a habit.
Will Durant

Too often, we stop doing what worked and yet wonder why our business isn’t doing as well as it had in the past.

When I would visit an office that wanted to improve, I would initially ask them what they were doing when the office was performing better?

The staff and doctors would pause, think, and gradually, the answers would begin. “Well, we used to call the new patient after the first adjustment…” “We used to have a radio program…” “We used to send out birthday cards… “We used to ….”

After each answer, I would ask, “Well, are you doing that now? The answer was usually “no.”

If business is improving, if the scoreboard shows that you are having a winning season, why stop doing what is working?

Keep doing what works!

This may seem obvious. It is. But we all fail at this one time or another, so it bears repeating.

What keeps us from continuing to do those things that are most successful? Boredom, staff turnover, or a momentary crisis when many procedures get washed overboard.

All offices suffer from what I call Procedural Atrophy – a gradually wearing away of what works. The result is only the very minimal procedures that keep the doors open are performed. Progress exams are no longer done, and the front desk no longer smiles when answering the phone.

The Goals Achieve Process – Now You Can Improve

You want to improve your business – provide better service, increase revenue, decrease stress.

But first, ensure that you are still doing what you were doing when you were doing well. Keep applying your successful procedures!

THEN, make improvements.

Various organizational processes are used in large companies that entail a sophisticated method of improvement, sometimes called Kaizen, Six Sigma, and Lean. Kaizen is a Japanese process developed by an American, but you can earn a “Black Belt” in Six Sigma. (I know. Confusing! People get paid big bucks for this stuff!) We have a very simple improvement process called the Goals Achievement Process outlined below.

  1. Review your numbers for the last few years.
  2. Notice when you were doing better.
  3. Make a list of the procedures, projects, and policies that were successful then.
  4. Also, include the level of your motivation and your attitude, and what you were doing to keep you inspired during those times.
  5. Get the successful procedures on checklists for your team to implement and ensure they are done again.
  6. Assign your manager to ensure that these procedures stay in place.
  7. Do a version of this each month, over and over.
    1. Review what worked and what didn’t the prior month.
    2. Check what procedures weren’t done or done well, or need to be improved, or discontinued
    3. Make a 4-6 step plan for the new month to improve those areas that need improvement.
  8. Optional: Use a professional coach/consultant to help you keep everything on track and improving!
  9. Also, read The Goal Driven Business.

In an entrepreneurial practice (the Personality Driven Practice), the owner is good at using their creative energy to get things started. And while this burst of energy is essential to start a business, it usually doesn’t continue once the “newness” wears off. So, they go in search of a new “shiny thing” to implement or try in their Practice.

A Goal Driven and systematized business works both creatively and methodically to become expert at doing the same procedures over and over, each time as if it was the first time. There is a vast difference between the amateur or serial entrepreneur and the expert who is still training and working to improve.

As Clarence Gonstead said: “Practice. Practice. Practice. Never stop.”

Stay on the Rails

It helps to think of your business as a train. You gradually build up speed and momentum. Keep doing what is working and keep it on the rails. Then, improve it.

Have a great week!

Ed

A new review for the book The Goal Driven Business:

A MUST-READ FOR ANY BUSINESS OWNER!

Throughout the years of my Practice, Ed has helped coach our staff and change our thinking from “personality” driven to “goal” driven – allowing my office to stay open and profitable whether I am here or taking time off!

This book is so easy to understand and gives you real steps to take now in your business. I highly recommend this book to anyone who currently owns a business, is thinking about owning a business, or is a manger of a business!

Donna Brown, D.C.
Business Owner, Group Practice

The Cathedral, Stone Blocks, and Your Goals

stone cathederal

(This is the third in our series on goals.)

The Cathedral, Stone Blocks, and Your Goals

Christopher Wren was one of the greatest English architects. He designed 53 different churches in London before he died in 1723 at the age of 91.*

There is a story about how he walked unrecognized one day among the men who were at work upon the building of St. Paul’s Cathedral — which he had designed. St. Paul’s Cathedral sits on a hill and is one of London’s most famous and recognizable churches.

“What are you doing?” he inquired of one of the workers, and the man replied, “I am cutting a piece of stone and working hard so I can feed my family.”

As he went on, he put the same question to another man, and the man replied, “I am an expert stonemason, and I am building a solid wall.”

He walked a little further, and around the corner, he asked a third man what he was doing. “I am helping Sir Christopher Wren build a beautiful cathedral that will be a place for worship, where people can come to pray, where the poor can come for clothing and food, for the Almighty.”

This is a parable that has some measure of truth, but I have not been able to find any credible verification. But the point of a story such as this is to illustrate an idea or moral.

All three workers had goals. They expressed these to Sir Christopher when asked what they were doing. We can assume that each stone cutter was skilled, worked hard, and did the same work as the others.

One can guess that their goals kept them motivated. But each viewed their goals differently.

The first two workers had immediate tangible objects as goals – a cut stone block and a well-built wall. However, the third stone cutter’s goal was a purpose, a vision of the future he was working to help achieve.

From this, we can look at all goals at two different levels: at a higher level, such as a purpose, and at a tangible level, which is a practical manifestation of the purpose.

In your practice, these two levels of goals might look something like this:

Higher Goal: Our mission is to help as many people as possible in our community become healthier, relieved of discomfort, and better educated so that they continue to improve their health and those around them.

Practical Goal: A person who completed a program of care, whose pain was relieved and is now healthier and incredibly happy with their results and of the service they received and has enrolled in a wellness program.

stone mason building a wall

Practical goals are quantifiable in a set period. For example, how many new patients can we generate, how many visits can we achieve, and how many programs of care can we complete next month?

There must be an equal emphasis on the higher goal, often called a mission, and the tangle goals, often called quotas or objectives.

Too much attention on the mission, and we live in a dreamland and go broke. Too much attention on production quotas, and we eventually feel like we are on an endless assembly line, find no meaning in our work and lose our motivation.

Like the stone cutters, dream about the cathedral but also set a target for how many blocks you will cut and how many walls you will complete next month.

Both echelons of goals should be viewed, reviewed, revived, and recalculated as needed at each team meeting.

Goals are your future – where you want to be. And, where you want your patients and your community to be. So, nourish them both as a mission and as outcomes, and the work to achieve them will come much faster and easier.

Carpe Posterum (Seize the Future),

Ed

*Wikipedia

Why Goals Work and How to Harness Their Power for Greater Prosperity

Goals are the 20%of efforts thatWhy do goals work?

We all know the obvious: they help keep you focused, and as Yogi Berra, the baseball catcher, said, “If you don’t know where you are going, you might wind up somewhere else.”

We have all heard about their importance.  But we may not have heard or understood WHY.

What is the underlying principle behind goals, and why do they work?  What gives them their power? And can you harness it improve your business and its bottom line?

Stick with me and find out…

==   ==   ==   ==   ==

It was one of those September days in the Midwest when the leaves were turning orange, and the wind was blowing.  I was in Chicago – the Windy City – where I attended a seminar downtown at one of its plush hotels.

The program was kind of out of my league – at least then.  The fee for three days was $7,000.  I was only attending the first day, which was $1,000 – still a lot of money.  But I was drawn to the subject, and I was familiar with the person who was putting it on.

There were aggressive young MBA types flying in from around the country and the world.  On the night before, at the hotel where the seminar was to be held, I saw several small groups in lively discussion around laptops – as if they were in the middle of inventing the next Big Thing.  I remember talking to one young man from Singapore and learning about the high-energy atmosphere of entrepreneurship there.

The seminar focused on building, buying, or overhauling a business.  The speaker was a self-made billionaire, a former management consultant, so his teaching fees did not come cheap.  This was not a seminar for dabblers!

The subjects discussed on the first day and, as I learned, on the other two days, were surprisingly uncomplicated.  They discussed the key ingredients to look for when deciding what business to build, buy, or grow.  These few key factors were introduced on the first day of the seminar and then expanded upon the other two days.

But it all started around one principle: the PARETO PRINCIPLE.

Many of you know the Pareto Principle and the Rule of 80/20.  This Principle has been used over the last 50 years by major manufacturing companies to improve the quality of their products.  The concept is easy to state but often difficult for entrepreneurs to apply.  It predicts that roughly 80% of valuable results come from just 20% of efforts.  In some cases, the ratio can even be more extreme so that 10% or even 5% produces 90% or 95% of the results.

Not all efforts are equal: there are the “vital few” efforts and the “useful many” efforts.  Workaholic entrepreneurs can struggle to put this concept into practical use.  We find that delegating a $20 an hour task is risky, so we will spend time organizing a bookshelf or driving to get office supplies ourselves instead of taking care of a potential $1,000 an hour task, or even a $10,000 an hour task.

As a non-business example of the 80/20 Rule, consider all the clothes in your closet.  I bet you wear just 20%, or less, 80% of the time.  Then, consider how you get to work – out of all the choices of roads to take, you use just a few of them.

Look at a winning athletic team.  Just a few players are responsible for 80% of its success.  This does not mean that the other players are not important – just not THAT important.

All efforts are just not equal or average.

How might this apply to your business?  Well, for example, 80% or more of customer dissatisfaction comes from 20% or less of your patients.  On the other hand, 20% or less of your patients account for 80% of your patient referrals.

As the CEO of your business, what are the vital few actions you can take that will produce the most results?  I suggest that defining the business’s goals, ensuring that your team understands them, and keeping these goals alive each week is key.

As Stephen Covey advises: “Begin with the end in mind.”  Goals are simply the end you have in mind.  On the higher end, they would include your mission, vision, and reason for them – your WHY.  They would also include the values you hold as standards of behavior and performance.

These greater goals would be manifested as products or outcomes.  For example, if your mission included helping people have healthy teeth, then a practical manifestation of this goal would be “Jim,” a patient, having his teeth cleaned today.  If your vision were a healthy and pain-free community, the practical outcomes would be 100 patients adjusted today.

As a doctor, what would be the 20% of your actions that account for 80% of your results?  I suggest letting the patient know that you understand their goals and work to help them achieve those goals at each encounter.

As the manager of your business, ensuring each team member knows the goals of their roles and helping them achieve these goals, with good coaching and communication, will produce 80% of their successful efforts.

It all goes back to goals.  

They are the leverage points that direct and amplify all your efforts.

But here is the truth you must understand:

A small amount of time consistently spent defining the goals of, and within, your business — and working out how to achieve them — are the vital few actions that produce most of your excellent outcomes.

Know before you go.

If you and your team routinely define and redefine your goals, both the higher ones and the practical ones, and work out how to better achieve them, you will have a more prosperous and stress-free business.

Get the goals right each day, and all else will follow in your favor.

Working towards a better future,

Ed

If you don’t have it yet, get my book to learn more about how to use goals in your practice. The Goal Driven Business.

***New Training Program***

Also, stay tuned for a new training program we will be offering on the Goal Driven System. It will be limited to just 10 offices and last for 6 months. Its goal is to train the business owner and manager/senior staff member on the Goal Driven System to transform their practice into a Goal Driven Business. A Goal Driven Business is a team of Goal Drivers. That is what this program will teach you to create. (What is a Goal Driven Business? )
If you are interested in taking the training program on the Goal Driven System, for you and 1 team member, please go here to schedule a time to learn more about it. Schedule a meeting with me.

Goal Driven.com
Petty Michel & Associates