The Private Practice eZine Autumn 2013 Page 26

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the strategic, proactive approach to
monitoring and managing referral sources.

Business networking groups are

booming, with businesses recognising the
value of qualified referrals. People like being
able to refer clients, suppliers, friends and
family to organisations they trust and know
will provide high-quality services. If your
practice's ongoing viability and success
depends on referrals, it is important to
acknowledge that importance and to have
systems in place to monitor and manage
referral sources.

To attract potential referrers and

maintain good relationships with them,
practices should develop systems that:
·Monitorthenumberofnewly

referred patients.

·Monitorthesourceofreferrals,including

strategies for maintaining regular contact
with referring clinicians.

·Proactivelyseeknewsourcesofreferrals.
·Promotetheskills,qualificationsand

experience of the practitioners.

·Supportexcellentcommunication

processes between the practitioner, patient
and referrer, including recall and reminder
systems, follow-up procedures and reporting.

·Applyaconsistentlyhighlevelof

customer service standards for
patients at all stages of interaction and
communication with the practice.

There are an increasing number of

practices being set up, with competition
for patients increasing. Practices cannot
assume that referrals will automatically and
indefinitely meet the practice's requirements
for profitability and development.

Systems that specifically target referral

sources add value to the practice and again
demonstrate a commitment to proactive
practice-management strategies.

ATTRACTING PATIENTS

First impressions count, and reception and

front-desk staff are often referred to as
`Directors of First Impressions'. Developing
your practice's desired standards for dealing
with patients and implementing those
standards consistently is an important step
in the success of your business.

Studies into the reasons patients choose a

practitioner reveal the decision is often made
based on a practice's physical appearance, the
friendliness of the doctor and staff, waiting
times for appointments and
at the practice, and recommendations by
friends and family.

In many cases, the selection of a specialist

practitioner is based on a referral provided by
another practitioner. The patient will trust the
recommendation of the referring practitioner,
considering them to have `expert power' due
to their knowledge and skill.

Systems, policies and procedures to

manage patients have numerous benefits
for the practice, primarily through increased
patient satisfaction. Systems focused on
attracting patients include:
·Clear,conciseandcomprehensive

communications via all channels,
including telephone, website,
electronic communications, printed
materials and in the practice.

·Consistentproceduresformanaging

patient appointments.

·Consistentfollow-upprocedures.
·Encouragingpatientengagement

and involvement in the design
and delivery of care.

·Proceduresencouragingpatientfeedback

and complaints handling mechanisms.

Have you Googled your practitioner and

practice name recently? Do you have a policy
that defines how regularly this is done?
A proactive practice should have a system
for monitoring its online presence and
feedback from patients.

Previously, marketing specialists

discovered that a happy client would tell

POLICIES &
PROCEEDURES