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Those of you in private practice or other business endeavors, will do well to follow examples from larger businesses in other industries.  They say that success leaves hints. There is no question as to the hint this example provides. 

In a recent issue of a business journal, there was an interview with Colleen Barrett, the former President and Corporate Secretary of Southwest Airlines. It is an excellent article, and I wanted to share three statements made by her that are applicable to any business of any size. 

1. “We’re in the customer-service business; we happen to offer air transportation.” 

I love this statement and feel that embracing its true meaning will set your business apart from other businesses. For any business, including your healthcare practices, you know how this can make a huge difference in your practice and the word of mouth referrals you receive. 

For example, in your practice, you always ask people how they found you. More and more, you’re hearing Jane Doe told you to come here because you really listen to people and John Smith told you if I came here I wouldn’t have to wait for hours in the waiting room. 

More often than not, the biggest complaint (unsolicited of course) you hear from patients about other practices is that they are herded through, they do not feel listened to and they have to wait for a long time to see someone for five minutes if they are lucky. (Hint, when patients complain about another business or practice, what can you do that is different and better?) 

2. “You consider your employees to be your number one customer, your passengers your second and your shareholders your third. If you give great customer service to your employees as leaders, they will in turn provide it to their customers, who are the passengers. And the reward will be there for your shareholders.” 

If you have staff, you know they can make or break your practice. It is important to empower your staff to ”own” their job if you will. While Southwest gives employees a percentage in the company (employees own 13-14% of company stock and share in profits), there are other ways to encourage staff ”ownership” of their jobs. 

Other things you can do is to listen to staff members and implement ideas they have that would work. For example, the person at your front desk is going to know more about the flow up there than you will. She/he will know where the breakdowns are, and how to best meet patient/client needs. The same thing with your back office person. While you are in the room seeing the patients, she/he is juggling what is happening in the back office, and may have some excellent idea how things might work a bit smoother. 

At the very least, just like you listen to your patients; pay special attention and listen to your staff. 

3. “We’re very, very disciplined about hiring and we’re very, very disciplined about mentoring and coaching. We’re a very forgiving company in terms of good honest mistakes, but we’re not at all forgiving about attitude and behavior and demeanor.” 

This is so important, and so difficult. Hiring the right person is an art as much as it is a skill. It is important that you follow some best practices and bring on the person who you feel is best, and then work with them to become the best they can be. On the other hand, if you find they have an attitude or exhibit behavior that is not consistent with your office culture; then it is best they move on. 

Southwest Airlines is known for being a very different kind of airline to fly with and to work for. These three key ideas shared by Ms. Barrett give us a glimpse into why. How can you take this information and use it in your business? 
 
 

If word-of-mouth is the best advertising, how can you make sure the word about your practice is positive?

Word-of-mouth works effectively for three reasons, all of which come back to credibility.

1. Friends give recommendations from their personal experience.
2. They do it naturally and sincerely without a sales pitch.
3. They get nothing from the recommendation other than the appreciation of their friends. (In fact, they run the risk of losing credibility with a bad recommendation).


For all three reasons, word-of-mouth has always been a highly credible source of information.

No one will argue that the best way to insure strong, positive word-of-mouth is to provide excellent customer service.

But critical information about managing word-of-mouth, and how it affects your practice, has come from a study of placebos conducted at the University of Michigan, Ann Arbor.

Neuroscientist (and radiologist) Jon-Kar Zubieta and colleagues monitored the nucleus accumbens as volunteers were subjected to what appeared to be two, non-related tests.


Subjects were given a placebo “painkiller” before being stuck by a needle.

On a different day, so as to appear to be a different test, they played a game in which they could win money.

Zubieta and his colleagues were surprised to find a strong link between reward processing, evidenced by the placebo response, and simultaneous changes in the brain’s reward center (the nucleus accumbens). Those who most enjoyed the game were also those most affected by the placebo. Zubieta says “If you have the capacity to respond to reward, then you have the placebo effect.”

Because placebos have no therapeutic effect, it’s long been assumed that they work only through the power of suggestion. As long as the individual being treated expects the treatment to provide aid in healing, it frequently does. But Zubieta’s research indicates that placebos aren’t simply the result of “faith.” They appear to work by triggering a specific pleasure response.

The ability to predict which people will react well to placebos is exciting to medical researchers, who see possibilities for new treatments.

Marketers also see possibilities.

As already pointed out, excellent customer service is the best way to trigger strong, positive word-of-mouth. Notice how many ads show people in the act of enjoying their purchase. This sets the expectation of positive purchase experience high in the nucleus accumbens potential customers who see / hear / read that ad.

And both medical researchers and marketing professionals understand the importance of doing nothing to contradict the expectations they’ve created in the minds of prospective patients or customers. When the actual purchase experience disappoints the customer, the mental dissonance is comparable to a patient being told the placebo treatment has no value.

Violated expectations lead to negative word-of-mouth. Enough difference between the experience the customer expected, and the one she experienced, can actually increase the perception of bad service. Conversely, the placebo effect predicts that average service, as long as it doesn’t contradict her expectations, may be judged as superior.

How do you apply the placebo effect to the marketing of your practice?

In your ads, tell your patients what to expect. Tell them to call. Tell them when to call (for instance, today during business hours). Tell them why to call (to schedule an appointment for a consultation). Tell them of the benefits of consulting with you. Tell them how they’ll feel.

Then don’t disappoint them.

The good news? You don’t have to be perfect; just better than average!