Make your practice ETDBW
By Bob Levoy

Consultant Michael Hammer in his book, The Agenda: What Every Business Must Do To Dominate The Decade (Crown Business, 2001), writes that companies must do better jobs of organizing themselves around the process of satisfying customers.

First and foremost, he says, they have to be ETDBW (Easy To Do Business With).

How can you and your practice become ETDBW? Here’s a list of possibilities to jump-start your thinking:

• Strive for on-time appointments. Patients do not like to wait.

• Have a ‘live’ person answer your telephone. Patients are increasingly annoyed by voice-mail systems with long, rambling menus. New patients may hang up instead of wading through voice-mail commands.

• Create a user-friendly Web site. As simple as this sounds, consider the comments of David Siegel, expert in Web site design and author of Creating Killer Web Sites.

“Out there on the wild, wild Web, most sites are train wrecks that have already happened,” says Siegel. Most companies, he adds, think cool technology and hip special effects will make their sites engaging — without ever understanding their viewers’ needs, interests, or navigating skills.

“Does your site have too many buttons?” he asks. “Too many layers? Too many words? Too many choices? Busy wallpaper-like design in the background? Hard to read typefaces? Too many typefaces? Too many links? Information overload? My message on design is this: Keep it simple.”

• Offer new-patient information on your Web site. Include a practice overview with pictures, perhaps a section with frequently asked questions and travel directions to the office.

• Include online new-patient and health history patient forms. “Patients can fill out the forms before coming to the office, which really streamlines our procedures,” says Dr. Tanya Glidden of York, Maine. “The forms help us run a more efficient office. Plus, we end up having insurance information before the patient even walks through the door.”

• Make it easy for patients to ask questions. Many are intimidated, aren’t sure how to express their concerns, or are afraid of looking foolish. Towards the end of an office visit, for example, ask patients, “Do you have any questions about anything we discussed?”

• Have your staff help patients with insurance. A sign in the staff lounge of one office reads: “Please don’t be abusive to patients with insurance problems. They’re 75 percent of our practice.”

• Whenever possible, just say ‘yes.’ If a patient calls to change an appointment, even if it’s at the last minute, ask the receptionist to do it. A long sigh or sign of annoyance will accomplish nothing.

Patients who have repeated difficulties in keeping appointments in the office of Dr. Marvin Mansky in New York are requested to call on the day they’d like to come in. “If we have the time,” he says, “we’re glad to see them.”

• Offer refunds. Consultant Dr. Jerry Hayes says, “I think it’s a mistake in this competitive environment to have a hard and fast policy that you don’t give refunds. For exams, I’d consider refunds in the rare case that someone is just not satisfied. For the unhappy purchaser of nonprescription products, I’d recommend that you make a policy of giving credits, if not refunds.”

“Our premise is simple,” says Elizabeth Spaulding, vice president of customer satisfaction for L.L. Bean, Inc. “If a product doesn’t meet a customer’s expectations, we will replace it, repair it, or refund the customer’s money. The point is, the customer determines the expectation. Not us.”

Action step: Schedule a staff meeting to discuss ways to make your practice ETDBW. It will heighten everyone’s awareness, differentiate your practice, and give it a meaningful competitive advantage.

Bob Levoy’s newest book, 222 Secrets of Hiring, Managing and Retaining Great Employees in Healthcare Practices, is published by Jones and Bartlett Publishers. He can be reached at b.levoy@att.net.