We reduced “lost” patient leads to less than 10 percent. In effect, the group billed for 90% of inbound appointment related calls.
One of our group practices was having trouble understanding the efficacy of their marketing. They were investing time and money on marketing to referring providers. They used physician liaisons for marketing to referring partners. They had also invested time and money into print and media marketing (direct to patients). In addition, they were spending their budget on digital marketing as well (Google ads, primarily).
Our client didn’t know the efficacy of their B2B marketing, B2C marketing and had trouble justifying their marketing spend. They wanted to know how many new patients they were receiving per channel (e.g. referring partner referrals, print/media advertisements etc).
They also wanted to know whether these patient appointment requests were actually being tended to or not. Our client wanted to understand the cost of patient acquisition per channel as well. It was important for them to understand the quality of patient “leads” per channel.
We engaged with our customer and tried to analyse the total patients generated per marketing channel. In the initial days, we had the front desk ask each patient “How did you hear about us” and capture this information in a Google Sheet.
We also tried to understand the conversion rates of each channel as well. For this, we simply asked the same front desk staff to update the Google Sheet by the end of each day. We ran this analysis process for almost 4 weeks and gathered data.
We deployed our patient contact center team and a HealthCRM software. We also moved the inbound calls to Amazon Connect Contact Center. This way, we were able to track each and every incoming call and were able to record the same in the a HealthCRM.
For patients that came in through print and media campaigns, we ensured that each day’s new patients were captured with the marketing “source” information.
There were several instances where the front desk still did not capture the patient’s marketing source. For those patients, our patient contact center team called the patients and ensured that they obtained this information.
As for the social channels of new patients (google my business and facebook), the same process of entering all that information in the a CRM was followed.
This allowed us to surface 100% visibility into all the new patient appointment requests. As soon as there was visibility and everything was being measured, the cracks in the new appointment booking process surfaced. Over the next quarter, we plugged all those cracks one by one.
Net results? Our customer reduced “lost” patient leads to less than 10%.