Nothing drives referrals like satisfied patients. And nothing satisfies patients
like the comfort and minimal corneal staining that can be provided by
ACUVUE® OASYS™ Brand Contact Lenses with HYDRACLEAR™ Plus. In
a recent clinical study, new wearers exhibited no significant difference in
corneal staining and reported no significant difference in overall comfort
between ACUVUE® OASYS™ and no lens. And in an in-market trial, 89%
of patients fit with ACUVUE® OASYS™ would recommend their doctors
based on their experience. How will you satisfy your patients and build your
practice with ACUVUE® OASYS™?
There are many factors that contribute to building a successful practice, but I'm
occasionally asked to name one overriding thing. I actually have an answer and
if you ever attended a lecture seminar of mine, you may already know it. What
would your answer be? Let's define success as a practice with very high gross
and net incomes, strong patient demand, high productivity, a large, excellent
staff, high tech instrumentation and a great optical. We may all define success
differently and that may not be your definition, but let's assume it is.
Drum roll, please...
I want to build up a little drama before I name the single biggest factor in
building a successful practice. Are you ready? It's customer service. Whenever
I reveal that answer, I always wish it were something more dramatic that no one
ever heard of before. But it is what it is. I believe legendary customer service is
at the core of every great company and it's no different for eye care practices.
But sadly, customer service in health care is at an all time low. While we might
like to think our offices are the exception, I find many that are not as great as
the owners think. I work on service continuously in my practice and ours could
By the way, I prefer to use the term customer service in this context rather than
patient service because the latter implies something clinical, and I'm not
referring to clinical care at all. I always use the term "patient" in the real world,
but this publication is about business and it's good to use business terms.
Whose wants and needs?
I like to look at customer service by looking at the usual policies and procedures
that occur in an eye care office. It all comes down to whose wants and needs
are being served by the policies. The definition of marketing is identifying and
satisfying the customer's wants and needs, but I find many office policies are based
on the owner's wants and needs or sometimes the staff's.
Of course, the policies are up to the owner and he or she can have them anyway
he wants, but I have to think that these doctors don't get it. Sure, we tend to
set policies that are easy for the practice and there may be some short-term
advantages in getting what you want, but if your goal is a practice similar to the
one I described in the first paragraph, the tough-love approach is not going to
Many eye care practitioners have a difficult time with an approach that lets
patients win. After all, the public can be so unreasonable. The mantra is often
that the practice is better off without this type of patient. And if you give in to
these folks too much, the practice will gain a reputation that it's an easy mark
and then everyone will want special care! Frankly, I can't think of anything
better than a reputation like that. It's not as easy to build as one might think,
but if you really become known far and wide for having a practice that patients
love, you've got it made. You will let patients win all the way to the bank.
How far do you have to take customer service?
My short answer is how much money do you want to make? How fast do you
want to make it? If income is important to you, I'd go ahead and take customer
service all the way. Make it an obsession. Don't worry too much about when to
draw the line. Try to say yes first; try to satisfy the patient's needs another way
if possible, but when you have to say no, do so diplomatically and explain why
your stance is necessary and fair.
Since many of the times when you must stand firm involves the billing and
collecting of fees, you can go a long way toward avoiding problems if you adopt
a policy that no one will ever be asked to pay anything unless they were told in
advance. Telling patients the tough news in advance is an amazing equalizer
that makes everything OK. Don't tell them and you risk unhappy patients and
angry confrontations. It's really not that difficult. Start by telling every patient
over the phone if your office will accept their insurance plan and if not, tell them
what the exam fee will be - even if they don't ask! Think you can't do that
because (insert your favorite excuse here)? I think you aren't really trying.
We all know what customer service is, but consider how well you do with these
Office is on time for appointments (at least 90%)
Very little internal wait for the doctor
Very little wait for drop in visits (eyeglass adjustment, pick up contact
Office hours of 9 to 5 every weekday plus some evenings until 7pm and
Office not closed at lunch or other special times during the week
Phones answered promptly by knowledgeable employees and no voice
mail during office hours
Ample, easy, free parking near the office entrance
Eye exam moves along quickly and is not boring
A large selection of great frames
Fast service on glasses (same day or one day)
Fast service on contacts (some brands in stock for immediate sale)
Comfort and happiness
Reception room and exam rooms that are tasteful and attractive
A friendly receptionist who makes eye contact right away is always at the
Optical displays that are beautiful
Quiet and peaceful
A friendly and attentive staff
A friendly and attentive doctor who explains conditions well
Fresh coffee, tea and water is available in the reception area
A clean rest room that is easy to find without asking
An accurate diagnosis and correct prescription (kind of goes without
Entire staff is empowered to do whatever is needed to satisfy the
Doctor is easy to see for a recheck at no charge and he/she doesn't have
No excuses given when something goes wrong - sincere apologies are
stated when mistakes are made
Refunds cheerfully given when satisfaction is not met
Follow up calls to ensure all is well
Best wishes for continued success,
Neil B. Gailmard, OD, MBA, FAAO
Editor, Optometric Management Tip of the Week
Dr. Gailmard's new book, Practice Management in Optometry: A Blueprint for Success Based on the Optometric Management Tip of the Week, is now available on Amazon.