As a concept, the law of attraction has been around for thousands of years.
The idea was first introduced in ancient times by a mystic named Hermes Trismegistus, when he composed his seven Hermetic Principles. Fast forward several thousand years, and the modern interpretation of the law of attraction is the belief that positive thoughts attract positive outcomes while negative thoughts or energy produce negative consequences.
It could be argued that the tenets derive from the principle of cause-and-effect, namely, “every cause has its effect, and every effect has its cause.” Or, if you prefer, Isaac Newton’s third law, “for every action, there is an equal and opposite reaction.” The idea is that nothing happens by chance.
Regardless of your exact definition of the ideology, the million-dollar question is how can you implement the law of attraction to successfully gain and keep the best patients for your practice?
The game plan
First, decide what your ideal practice would look like. Is it a practice that is driven by devoted and steadfast patients? A practice fed by repeat purchases, providing additional services to existing patients and a constant and over-flowing supply of referrals?
If the answer is yes, you need a solid game plan infused with clear actions and achievement milestones, and reasonable timelines to accomplish them. Moreover, your tactics must include steps that continually address the wants and needs of your patients. You need a strategy that strongly and efficiently identifies with your patients’ self-interests and values. Plus, you have to tie your plan to your brand.
Experience has shown that the best method for appealing to the interests and loyalty of one’s clientele lies with the question of why.
For example, if you have two companies that are fairly equal in product type, function and outcome, why does one receive wildly enthusiastic, rave reviews and the other is an also-ran? What is the motivation for the consumer to be devoted to product A versus product B?
In this case, “why” is not just a question; “why” is the answer. You need to figure out your patients’ “why.”
Put into practice
Consider a company like Starbucks. You can make a strong argument that you could buy a cup of coffee from many other establishments; so, Starbucks doesn’t provide a unique product. Plus, you can buy a cup of coffee elsewhere for a lot less than what Starbucks charges. Moreover, you can certainly find coffee of equal quality from other vendors.
However, the reason Starbucks is so successful is that they provide their customers with a unique experience. From the moment you walk in through the door, you are transported into a European café; a place that serves scones, muffins, and soothes your mood with cool music—they provide an entirely different vibe than other coffee shops.
Additionally, their expected brand experience includes speed, craftsmanship, quality and efficiency. Because they understand their customer base and adhere to their timelines, most stores feature two registers and a full staff, allowing them to serve 40 customers per hour.
Starbucks’ mission is to get their busy customers in and out of their store within three to five minutes. Also, each “barista” is well versed in a staggering number of drink combinations. Many stores have invested in expensive European-made specialty machines that make it easy to create precise espresso shots and signature beverages.
Harley-Davidson motorcycles provide another example of a company’s tapping into their clientele’s why. They communicate with consumers on a visceral level. Their brand positioning represents a sense of freedom and adventure to customers.
Harley-Davidson doesn’t try to be all things to all people; their message is very tight and focused. They get people to say “These guys totally get me,” which ultimately leads to, “I want that bike.” Their brand is so powerful that you can see people who have Harley-Davidson tattoos—some of whom don’t even own a motorcycle.
These two examples demonstrate building a foundation on a superior “why,” which in turn creates a strong and powerful brand—which attracts steadfast and ardent followers.
Stand apart from the crowd
Once you understand your patients’ motivation, do everything in your power to continually speak to that intuitive and instinctive patient persona—to their self-identity. The goal is reached when your patients are saying “This person really gets me!”
Your brand must exude a strong “why.”
- Establish a strong connection and cement the ties of loyalty.
- A robust brand creates bonds.
Furthermore, every business school will tell you that branding and bonding create a lucrative coupling.
If you’re thinking, “Well, what’s the big deal; how hard can it actually be?” Consider that this is a world where your patients have a vast range of options for their health care needs. Take a few minutes to investigate the number of alternatives that are available online via WebMD, Pinterest, Yelp or a basic search on Google and Facebook.
This being the case, you want to do everything in your power to stand apart from the crowd. Perhaps more importantly, you want to inspire your patients to leave your competition.
Some of the biggest successes in business, politics, sports and entertainment credit the law of attraction and positive visualization for their success. Thus, if you genuinely believe that your thoughts dictate your future success, you must ask yourself “What do I truly want?” Do you want to be seen as the “go-to” practice in town?
If so, be specific with your goals, create quantitative plans and expectations, make your objectives attainable, and be more conscious of your thoughts, emotions and actions by attaching specific timelines for achievement to each step.
No business ever became successful by accident.
Claudio Gormaz is a medical marketing strategist and co-founder of Steven VonLoren Marketing Strategists. He is also a highly accomplished freelance content writer. He has worked with the medical community for nearly three decades. As a writer, he converts your complex story into memorable narratives. He can be contacted at 951-294-2274, firstname.lastname@example.org, or through StevenVonLoren.com.