By Laurie Morgan, Capko & Morgan
I recently worked with a medical practice that had experienced a sudden drop in revenue. We were working onsite with the practice manager and staff, analyzing data and trying to piece together what had caused the drop. I was near the front desk when a device rep arrived for an appointment. What happened next was unusual – but wonderful to see!
The surgeon came out to personally greet the rep, and invited him to his office to talk. Nearly an hour later, the two returned, talking enthusiastically about marketing ideas the rep had shared with the surgeon. The surgeon pulled out some of the practice’s recent marketing materials, and the rep offered helpful feedback. The rep also explained that he would share the information with other doctors, and even help set up meetings for the surgeon to meet potential referring physicians. This was a valuable offer, because awareness of recent innovations in the surgeon’s specialty is low among primary care doctors and other referrers, and the innovations make recovery much easier and the cost of surgery much lower.
The rep dedicated at least two hours to help our client with marketing ideas. And we were delighted to learn his efforts went well beyond lip service. A few weeks later, we learned from the practice’s marketing consultant the rep had indeed followed up with her – offering more ideas and help.
I wasn’t privy to what the rep had done prior to that visit that had enabled the surgeon to trust him with such a delicate matter as a business decline. Certainly, there would be the risk – among other possibilities – that the rep would decide to focus energy on greener pastures. After all, marketing the practice is certainly not the rep’s job. A rep could be forgiven for favoring the booming practice over the struggling one.
But the surgeon was energized by that meeting. The rep had given the surgeon hope, and had showed he really cared about the surgeon’s business. He offered more than ideas, he offered help – and we later found out that he set up meetings, spent time with the surgeon’s marketing team, and printed marketing materials for the surgeon on his own dime.
And I can also tell you that the surgeon will be loyal to that rep, and when the rep needs attention, he’s going to get it!
Doctors are quick to tell us their gripes about reps. It’s normal. But when reps really help doctors, doctors are typically delighted to share that information. Another example we heard recently from one of our group practice clients involved a rep’s efforts to get additional supplies for the group’s charity trip to a third-world country. Those doctors told us they will never forget the difference those reps made in working through the channels at their organizations.
Practices put a lot of boundaries around reps – as does the government. It’s frustrating to be told, “we only see reps two days a week,” or “five minutes means five minutes.” But I believe those reps that work within the increasing time pressures and constraints on physicians, and who remain patient and respectful, will have an opportunity to shine when a physician client really needs them. And that opportunity will likely cement a crucial relationship. The question is, will you be ready?
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