Failing to keep good staff
An experienced and qualified clinic manager, nurse, medical aesthetician, or receptionist, are always in high demand. If your clinic is fortunate to have been able to attract good people who are talented, professional, ethical, and committed, it is imperative to keep them happy and on board. Turnover is not only expensive and stressful, but it also tarnishes the reputation of the clinic. It takes valuable time away from the business of managing and growing a clinic to frequently recruit, interview, and train new staff. Additionally, losing someone good to your competition can hurt financially and damage staff morale.
Aesthetic medicine is a highly personalised form of medicine. Patients like to see a familiar face when they come into your clinic. They appreciate someone who calls them by name and remembers their children, the name of their dog,
and their passion for gardening or horses. This continuum of care speaks to the culture of the clinic. As a result, the next time your receptionist asks for an extra day off or a pay-rise, think twice before saying ‘no’: she may be harder to replace than you realise.
Underestimating the competition
One of the first tasks a marketer is trained to undertake is to assess the competition. For example, ask any medical device company executive who their top competitors are and they should be able to respond — without hesitation — with an overview of what companies are selling similar systems to aesthetic practitioners at a comparable price point, and what bells and whistles each of them has to offer. They will also be able to recite chapter and verse on what their device’s unique selling points (USP) are to differentiate them from the competition.
[pull_quote align=”left” ]One of the first tasks a marketer is trained to undertake is to assess the competition. [/pull_quote] The same should apply to an aesthetic clinic in theory. Consider it this way; if a consumer comes into your clinic interested in having a wrinkle filler treatment and does not book in to have it done, where is it most likely that he or she ends up having it done, if not with you? It could be the neighbouring clinic, where the same treatment is offered for a lower price; or it could be a larger clinic in the nearest city, where a wider selection of similar treatments are available; or it could be a practitioner in the next town, who has a growing following as a result of a hefty advert campaign.
How well do you know your competition? You need to know how your practice is different or better than other specialists, and in particular, other clinics in your geographic region. To identify the internal and external factors that affect your clinic, take a moment to perform a simple analysis — known as a SWOT analysis — of your strengths and weaknesses. The next step would then be to identify potential opportunities and threats.
Conclusions
Investing in a comprehensive, expertly designed and well-executed clinic marketing programme is like stacking the deck in your favour. Doing some research to arm yourself with the information you need to make decisions can deliver a powerful advantage and maximise results. In this competitive market, it is mandatory to maintain your clinic’s reputation and to keep your patients coming back and referring their friends and family.
