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The Legalities Behind HIPAA and Social Media

Posted By Administration, 8 hours ago

social media

By Alex R. Thiersch, JD, CEO of the American Med Spa Association (AmSpa)

A well-executed social media campaign can be extremely beneficial to a medical aesthetics practice. Millions of businesses use social media channels—such as Twitter, Facebook and Instagram—to increase their brand awareness, and successful social media campaigns can help build strong bonds between practices and their patients.

Unfortunately, medical aesthetic practices and medical spas are particularly susceptible to certain types of social media violations that can attract the attention of the federal government, and investigators will not care whether or not you were aware of these transgressions. You must educate yourself about what you can and can’t post on social media channels to stay on the right side of health care privacy laws.

Understanding Your Identity

It’s important that medical aesthetic and medical spa physicians, owners and operators understand that these practices are, in fact, medical institutions—unorthodox medical institutions, certainly, but medical institutions nonetheless. However, they exist in an unusual market. The services they offer are elective, so they typically market themselves in ways that traditional health care outlets do not. They often present their services as commodities, in much the same way as outlets such as traditional spas and salons do. And because the medical aesthetics market is expanding, there is a great deal of competition for a prospective client’s attention, so marketing campaigns need to be cost-efficient and effective.

This is why many medical aesthetic practices and medical spas turn to social media to help publicize their businesses. However, it is shockingly easy for such a practice to expose itself to patient privacy issues with even the most harmless-seeming social media activity.

An Introduction to HIPAA

The Health Insurance Portability and Accountability Act of 1996 (HIPAA) is a piece of legislation that regulates the many ways in which the business of health care is conducted in the United States. Since its adoption, however, it has become virtually synonymous with the issue of patient privacy. HIPAA’s Privacy Rule prohibits medical institutions from sharing protected health information, which it defines as anything that can be used to identify a patient. This includes any information at all that could possibly reveal the identity of the patient—his or her e-mail address, street address, name, birth date, Social Security number, etc. All this must be kept completely confidential.

If a medical institution is found to have violated HIPAA, it may be subject to very substantial fines—sometimes hundreds of thousands of dollars per violation. Additionally, many states enforce even stricter patient privacy statutes, so medical institutions must go to great lengths to ensure that absolute patient privacy is observed at all times.

See No Evil

There are three major ways that medical aesthetic facilities and medical spas often violate patient privacy laws on social media without even being aware of it.

1. Publicly reaching out to a patient. If you are connected with clients via a social media channel, such as Facebook or Twitter, it might seem like a good idea to reach out to them after a visit to publicly thank them for coming in. Ideally, this could build a relationship with these clients and entice their friends to follow suit. Unfortunately, this seemingly innocuous act may constitute a violation of HIPAA (and possibly a gaggle of state laws), because you’re revealing that person is one of your patients.

You can still thank your patients via social media; however, you just need to be very careful about how you go about doing it. Consider reaching out to your patients using the private messaging feature of whichever social media platform you are using. You will not be able to reach your client’s friends, but you’ll still strengthen your relationship with your client. However, as any number of disgraced celebrities will tell you, it’s very easy to post something to the public that you intended to keep private. Use extreme caution if you decide you want to attempt this.

Also, if you’re starting a Facebook campaign, establish a fan page rather than a standard user page. That way, your facility’s followers won’t be visible to users.

2. Publicly responding to a positive comment from a patient. Let’s say that one of your clients posts the following on your practice’s Facebook wall: “Had a great Botox treatment here today!” You may be inclined to post a response, such as: “Thanks! We hope to see you again soon!” However, it is important to understand that even this can represent a breach of a patient’s privacy, since you’re confirming that your practice provided the customer with treatment.

This is an emerging legal issue that has yet to be put to the test by litigation, and it could be argued that, by publicly posting that message, the patient is tacitly waiving his or her HIPAA protection. Unfortunately, HIPAA and other state-based privacy laws are very strict, so it’s probably not a good idea to test them.

You can attempt to avoid falling into this trap by stating on your social media channels that, although you appreciate all comments, the best way to deliver them is via e-mail or to call the practice directly. If you do this, you can avoid appearing unappreciative and reduce your potential exposure to patient privacy violations. Alternatively, you can try to draft a form that acknowledges that a patient who signs it wishes to waive his or her HIPAA protection for social media; however, this form would need to be very complex in order to stand up to legal scrutiny.

3. Responding to negative reviews. Yelp is a social media service that allows users to rate the experiences they have with businesses. As of the fourth quarter of 2015, more than 86 million unique visitors per month use mobile devices and 75 million unique visitors per month use desktop computers to refer to Yelp’s more than 95 million user-generated reviews, so make no mistake: This service is immensely powerful. The success or failure of businesses can be determined by their Yelp reviews alone.

This can empower ordinary people and, ideally, lead businesses to provide exceptional service to everyone. Yelp even encourages the businesses that are critiqued to become part of conversation, allowing owners and operators to respond to reviews and engage with users.

Unfortunately, Yelp’s enforcement of its user content guidelines is spotty, so it can have a dark side for businesses. Some reviews are unfair, made by people who have ridiculous expectations or axes to grind. Additionally, some Yelp users post negative reviews if they aren’t allowed to pay the prices they want to pay for products and services, regardless of whether those prices are reasonable. And those negative reviews can impact prospective customers—even if a business has a preponderance of four- and five-star reviews, readers are often compelled to peruse the handful of one-star reviews for entertainment purposes or to familiarize themselves with the worst-case scenarios.

Most businesses have recourse for dealing with problematic Yelp reviews—they can openly engage critical users using the service and attempt to demonstrate that they’ve done nothing wrong. The owners and operators of medical aesthetic practices, however, absolutely cannot respond to these posts, because if they do, they could identify unhappy users as patients, thereby violating patient privacy statutes.

The best way for medical spas to combat bad Yelp reviews—the only way, really—is to encourage satisfied customers to post positive reviews. Unfortunately, this means that you’re essentially asking customers to work to promote your business for free, but there is little else that can be done to address the situation without violating patient privacy laws.

Given the importance of Yelp and the lack of a level playing field regarding its reviews, the owners and operators of medical aesthetic facilities may be tempted to engage in what is known as “astroturfing”—using employees or associates to post fake positive reviews in order to bolster ratings. However, they must resist that urge, as astroturfing can be interpreted as consumer fraud. New York state regulators recently issued enormous fines to several facilities for astroturfing.

The Final Word

Social media can be a valuable tool in the promotion of a medical aesthetic practice, but its use can also be fraught with peril. Owners and operators of these practices should make sure that everyone involved in their social media campaigns—as few people as possible, ideally—understands that it is critically important that patient privacy be respected at all times. Few practices can survive the penalties associated with these violations, so they must be avoided at all costs.

Tags:  Business and Financials  Med Spa Law  Med Spa Trends 

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QP Extra: Q&A with Matt & Kathy Taranto of AesthetiCare Medspa

Posted By Administration, Friday, July 19, 2019

matt kathy taranto

AesthetiCare Medspa is among the more successful medical aesthetic practices in the Midwest—it is so successful, in fact, that owners Matt and Kathy Taranto also operate an aesthetic medicine consulting business, MINT Aesthetics. The Tarantos their staff have been providing a wide variety of aesthetic treatments to the residents of eastern Kansas for over 18 years, and they recently spoke about their history in the industry and keys to success with AmSpa Content Writer/Editor Michael Meyer for the inaugural issue of QP.

Michael Meyer: What inspired you to open your practice?

Matt Taranto: I had been in the industry for about six years, starting in the mid '90s, and back then, all the equipment companies used independent reps—they didn't use employees. I was an independent rep, and I sold a variety of lasers, microdermabraders and skin-care products in a six-state region in the Midwest. After doing that for a while, in 2001, I decided to open AesthetiCare. At that time, the main reason was I realized that every equipment company sells the best of everything and all the reps base their sales pitches on what the company tells them. And I thought, man, I'd have a lot more credibility I actually used if the things I was selling every day in a clinic and I could tell my equipment clients, “I'm not just telling you what the company tells me to say. I'm telling you what we see in our clinic every day.” So I really opened it up to be a model for my equipment. But what ended up happening was I really liked the clinic a lot and started focusing more and more time on it. So instead of just turning out to be a small little model where we used equipment, I decided to really focus on it and make it something special.

MM: What is different about your practice now versus when you opened it?

MT: Everything. I opened at 1,000 square feet and we now have 11,000 square feet. I opened with three treatment rooms and we now have 18 treatment rooms. I opened with two employees and we now have 26 employees. What happened is once we saw that we were able to make it grow, we decided to kind of pivot from what we were doing with the equipment sales and really focus more on utilizing our experience in growing a successful clinic to helping clinics all over North America realize their potential, and so we started doing a lot more business consulting using AesthetiCare as a model. We are now on our fourth physical location—we started in 1,000 square feet, we expanded to 2,200, then we expanded to 4,000, then we expanded to 6,000, and now in the same 6,000-square-foot space, we've added another 5,000, so we're up to 11,000 square feet. It's been 18 years now, and we've actually never had a year where we have not grown by at least double digits. The thing we're most proud of is we've always had this steady increase, and hopefully we'll continue to do that.

MM: What's one word you would use to describe your medical spa journey?

MT: I would say “educational.” I've learned a ton.

Kathy Taranto: I would say “passion.” It's something that I've found joy in every single day. It's one of those things where you continue to love it. Why wouldn't you continue to grow and enjoy it?

MM: What is your most popular treatment? Which is the one that brings in the most revenue?

MT: There are basically three treatments that we look at that make up about 65% of the revenue, and they're all pretty equal. CoolSculpting is one of them. Forever Young BBL and Halo, which we do a lot in combination, is another one. And then neurotoxins and fillers. Each one of those three brings in $1 million or so a year in revenue. The other 40% of revenue is made up from a ton of different things that we do. We have a very large menu. But those three are pretty equal as far as revenue goes.

MM: What do you think is the most important factor in your success?

KT: I really feel like it's the culture. I feel like when you create an environment that your team wants to thrive in, they want to build their own careers within your practice. Matt started the clinic before we were together, and so that was already created when I came on board. It's something that we really strive to continue with every single day, having a space that our team loves, and then that just feeds out into our patients or our client base.

MT: Right. Without a doubt, it's your team and staff. Like Kathy said, we want our staff to love their job. And the way that we do that is we pay them more than anybody else pays them. We spend more money on advanced training than any clinic I've ever seen. And we try to remind ourselves, you know, we're not curing cancer here. This is not a life-or-death situation. We should have fun. We laugh a lot and hug each other a lot and just create this environment where we just don't have turnover. Turnover is so expensive, and so many clinics don't realize that. When you lose a good provider, you don't replace that provider the next day. It takes probably a good two years to replace a really good provider. So Kathy and I both just focused on making sure that we treat our staff incredibly well. We treat them like family—like we would want to be treated. And the result is they just don't leave. We create these wonderful long-term relationships with them, and them with our clients.

KT: Because we not only have our clinic, but also have an aesthetic consulting business, we're exposed to so many other clinics and their culture, or lack thereof. One of the things that I can instantly tell is when they're afraid of the owner or afraid of the doctor or they're really not friends. It's like they just go to work. It's just this constant reminder of how important that is—this fun culture that you create at work.

MM: What makes your medical spa different from others?

MT: We have 55 aesthetic centers in a 15-mile radius of us, and we have a staff meeting every other week and we talk about that—how can we be different? What can we do? Because we're not going to be different because we offer Botox or CoolSculpting. Everyone and their sister offer that. So what makes us different? I think it's the focus that we put on customer service. We want people bragging about AesthetiCare they way they brag about Nordstrom or Disney or Ritz Carlton. But the biggest thing, as she said, is that we've trained and consulted with over 1,200 clinics, and we invest more money into advanced training for our staff than any clinic we've ever seen, because to us, it's common sense. The more we invest in them, the better they get at their treatments; the better treatments they give, the happier clients they have and the more referrals they get. I really think that focusing on an extraordinary level of customer service and making sure our staff is better trained than any of our competitors are so important to us.

aestheticare

MM: What specific metrics do you use to determine success?

MT: We can look at our financial statements and see what percentage of every dollar goes to payroll, cost of goods sold, marketing, benefits, insurance, things like that, and really making sure those things stay in the zone that makes us profitable. But the other thing is really measuring your staff. For each of your providers, you should look, at every month, how much revenue are they producing, how much revenue they're producing per hour, and where that revenue coming from. It's a combination of treatments and products, and what is that ratio? We really strive to do 15 to 20% of our gross revenue in retail products.

We also look at price integrity. We work with a lot of clinics who say, “We charge $13 per unit for Botox.” Then, when we do the math of what they've actually taken, we realize they charge $13, but they're only getting $10.50 because they put it on sale all the time or they're giving freebies. We really try to make sure that we have price integrity. Every month, we give all our providers a sheet showing what they produced, how that compares to the year before during the same time period, and how that stacks up against their peers. Why is the top nurse doing better than the bottom nurse? Why is the top aesthetician doing better than the bottom aesthetician? What can we learn from that?

KT: I think too, it comes down to not just the money side, but back to the fulfillment side, in terms of success—what fulfills each one of our providers? What kind of personality do they have? What fulfills us on a regular basis? It's looking at that joy you find at work—is our team happy? Do they stay with us? And looking at our turnover, or the lack thereof, I think really helps to speak to that as well.

MM: What do you love most about aesthetics?

MT: I think it's so amazing to have a career where, when you tell people what you do, they want to talk about it in detail. If I sold life insurance, nobody's going to really want to talk to me about my career that much. And nothing's wrong with that job—it's just not the most fascinating job. When I tell somebody I'm in aesthetics, man, they want to talk about it. And I love the fact that I work in a field that people find intriguing.

KT: I think for me, it is the interaction with our clients. I understand we're not curing diseases, and you don't need the treatments we offer, but these improvements you make in their skin build their confidence, and you get to know them over months and years, and you get to know their families. The connection with people is something that I've always loved within the industry. Whether it's with our patients at AesthetiCare or our clients at MINT, having that personal relationship with them is always something that I've loved.

MM: What advice would you give to other medical spa owners?

MT: The best book I ever read about business is The Customer Comes Second [by Hal F. Rosenbluth and Diane McFerrin Peters], and that book is all about how you make your staff your number-one priority. If you're going to own a business, with the financial risk and time commitment, your goal is to develop something that isn't dependent on you. The whole idea of creating a great team is that this place can run when Kathy and I are gone. And so I would say my number-one tip is make your staff your number-one priority. Number two sounds silly, but it is do everything you can to make it fun. Enjoy it. We spend too much time at work to look at it as a chore. We have a choice every day when we walk through the door—what type of attitude are we going to bring to the workplace? And if we're going to put in our 40, 50, 60, 70 hours a week, man, let's laugh a lot. Let's joke around a lot. Let's have some fun. I think when you combine those two things, it's a good recipe for business.

KT: I definitely agree. I think the other thing that I commonly see that I feel like we're always helping our consulting clients with is just looking at their numbers. For me personally, the team and the fun and all that comes more naturally. The numbers, for me personally, don't come as naturally, which is great because it does for Matt. But most people don't have a Matt and Kat—they have just one person who owns the clinic, and maybe they have a manager and maybe they don't. And so they just tend not to really look at their numbers. They don't have anybody to help them with their numbers. And then they come in here and they're shocked to see they're not making money. Take a look at your numbers. Find somebody that can help you or pay somebody to do it for you, but really take a close look and understand where you are with that.

MT: I think Kathy has a good point—understand your business. I think one thing we see, to that point, is that so many of these clinics are owned by a doctor who also has a medical practice. It might be a derm or plastic or whatever, and their medical practice may be doing very well. They lump all those numbers together and say, “Oh yeah—we're doing pretty well.” Then, when you break out the aesthetic number that the medical practice is supporting, your aesthetic practice is actually losing money, and it's eye-opening.

Also, one thing we get a lot in this day and age is people saying, “Oh man, there's so much competition. So many people are doing it, I don't know if I should do it. Is there enough business?” Never worry about competition. We've worked with over 1,200 clinics; I would tell you 80% are never going to get the right way to do this business. It'd be great to have a goal to be the greatest med spa in the world, but be the greatest one in your geographic area—maybe a 10- to 15-mile radius of you—and that's doable. When the number one procedure in the United States is Botox and only 3% of Americans have ever tried Botox, there's a lot of room for growth.

AmSpa members receive QP every quarter. Click here to learn how to become a member and make your med spa the next aesthetic success story.

Tags:  Business and Financials  Med Spa Trends  QP 

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Critical Financial Numbers You Must Know

Posted By Administration, Thursday, July 18, 2019

financial meeting

By Terri Ross, Terri Ross Consulting

In order to maximize the profitability and success of your office, you need to take an accurate and realistic snapshot of where you are by the numbers.

  • Do you know your return on investment for every procedure and treatment you offer?
  • What percent of patient leads do you retain?

Patient retention is directly linked to how well your front office staff listens, engages and responds.

In order to become a top-performing practice, every working part of your office—the staff, systems, processes and protocols—must be performing at optimal speed. Be diligent and organized in your record keeping. Take a quarterly snapshot of your office. If you know where you are, you can make a sustainable plan for future optimization and growth.

Here are the key numbers you need to know.

Budget

  • Startup costs: Property, building, equipment, technology, staff and marketing all go into startup costs.
  • Payroll: When your business is off the ground, payroll makes up a large part of your bottom line. Know how much you pay your personnel in wages, taxes/insurance and bonuses throughout the year.
  • Equipment: This includes initial cost, maintenance and materials required to run, update and optimize equipment.
  • Marketing: Any expense targeted towards attracting new patients falls into this category, from pamphlets to website development and networking events.

Return on Investment (ROI) = (Gain – Cost) / Cost

  • Procedures: Know how much every procedure costs you to perform, including supplies, time and personnel involved. Your potential gain per procedure is based on these expenses.
  • Technology: Know how much a piece of new equipment costs to acquire and maintain. You’ll need to include maintenance and supply costs in your calculations of ROI for every piece of equipment in your office.
  • Marketing: Knowing your ROI on marketing strategies allows you to quantitatively measure how successful a specific marketing tactic is. Know how your patients found your office and why they return—online marketing, networking at the right events, etc. Read more about how to calculate your marketing ROI in this article from Forbes.
  • Website position: Know the numbers behind your website—how many people visit the site per day, what pages they go to and stay on, and what your bounce rate is, and modify from there.

Rates

  • Conversion/close rate: How many prospective patients do you land? How many are retained as long-term patients?
  • No-show/cancellation rate: On average, how many patients make an appointment and don’t show or cancel in advance?
  • New patient rate: The number of new patients you bring in per month and year.

Room Revenue Assumptions

  • Number of rooms: The total number of procedure rooms.
  • Hours of operation: How many days are you open?
  • Average treatment price: Taking an average of all procedures offered, what is your average price?
  • Average length of procedure: On average, how long do your procedures take? This includes operating preparation.
  • Treatments per day: How many treatments do you complete per day? Are any days busier than others?
  • Revenue per hour: Based on the numbers above, what is your average revenue per hour?

Goals

  • New patients: Set a goal for the number of new patients retained per quarter. Using the LAER model I developed, you can train your staff to engage, respond to and retain patients.
  • Revenue: Based on where you are, what is your projected revenue? Set your revenue goals and make the necessary changes (processes, protocols, staff) to get there.
  • Revenue per hour: To reach your revenue goals, how much do you need to generate per hour? An average room should do between $600 and $1,000 per hour.
  • Price strategy (vs. competitors): Based on your current and desired revenue—and keeping competitor pricing in mind—develop an informed and realistic price strategy.

How does your office look by the numbers? Do you have attainable revenue goals and the infrastructure, protocols and staff in place to get you there? Click here to download the assessment and complete Terri's 10-point checklist.

Terri Ross brings more than 20 years of sales and management experience to the field, having worked with leading-edge medical device companies such as Zeltiq, Medicis, EMD Serono, Merck Schering Plough and Indigo Medical; a surgical division of Johnson.

Ross’ vast knowledge and experience as a sales director managing upwards of $20M in revenue and successful teams has allowed her to become a renowned plastic surgery management consultant helping aesthetic practices thrive.

To optimize revenues and business performance, Ross’ practice management consulting services help physicians evaluate practice processes including, but not limited to, overall-operating efficiencies, staff skill assessment, customer service and operating efficiency strategies. The goal is to develop a comprehensive plan of action to improve productivity, quality, efficiency and return on investment.

Tags:  Business and Financials  Guest Post 

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Join AmSpa at the Seattle Medical Spa & Aesthetic Boot Camp

Posted By Administration, Thursday, July 11, 2019

motif seattle hotel

By Alex R. Thiersch, JD, CEO of the American Med Spa Association (AmSpa)

Starting next Saturday, July 20, AmSpa will host its Seattle Medical Spa & Aesthetic Boot Camp at the Motif Seattle Hotel. We’re extremely excited for the opportunity to help medical aesthetic professionals in the Pacific Northwest develop their practices, and we can’t wait to visit the Emerald City for the first time. There’s still time to register for the event—just click here to sign up.

Here is a quick overview of the program:

Saturday, July 20

The Boot Camp begins at 8 a.m. with a continental breakfast, followed at 8:30 a.m. with my opening keynote. From there, we will move into the main program:

  • 9 – 10:30 a.m.: The Plan, presented by Bryan Durocher (Durocher Enterprises)—What are the most effective ways to develop a business plan for your medical spa? Medical Spa Consultant Bryan Durocher discusses the ins and outs of the planning process and helps determine how long it realistically takes to open a practice.
  • 11 a.m. – 12 p.m.: The Lessons, presented by Louis Frisina—Every medical spa is different, but the successful ones share several common traits. In this session, Business Strategy Consultant Louis Frisina discusses the qualities that are typically found in practices that bring in a significant amount of revenue.
  • 1 – 1:30 p.m.: Medical Aesthetic Hot Topics Panel, featuring Tim Sawyer (Crystal Clear Digital Marketing), Shawna Wiesner (Environ Skincare) and Terri Ross (Terri Ross Consulting)—This panel, moderated by yours truly, will feature a spirited discussion of the current issues and events that concern medical spa owners and operators.
  • 1:30 – 3:30 p.m.: The Law, presented by Alex Thiersch (AmSpa) and Renee Coover (ByrdAdatto)—In this presentation, we’ll discuss the long-standing and emerging legal issues that every medical spa owner needs to know about. As you can imagine, there is a lot to cover here, since new concerns seem to be arising daily lately.
  • 4:15 – 5 p.m.: The Treatments, presented by Terri Ross (Terri Ross Consulting)—Learn about the most profitable and popular treatments available to your practice, and find out how to best determine which treatments are right for you based on the state of your practice.
  • 5 – 6 p.m.: The Digital Marketing Ecosystem, presented by Tim Sawyer (Crystal Clear Digital Marketing)—Find out how to effectively spread the word about your medical aesthetic practice and how best to determine what’s working and what’s not. Your practice’s digital presence is more important than ever before, and curating it should be a top priority.

Saturday will wrap up with a cocktail reception from 6 – 7:30 p.m.

Sunday, July 21

Once again, the Boot Camp begins at 8 a.m. with a continental breakfast.

  • 8:30 – 9 a.m.: Anatomy of a $5-Million Med Spa, presented by Alex Thiersch (AmSpa)—Have you ever wondered what the difference is between your medical spa and one that’s mega-successful? It might be less significant than you think. This presentation will show what a $5-million med spa is doing right—and what you might be doing wrong.
  • 9 – 10 a.m.: The Financials, presented by Bryan Durocher (Durocher Enterprises)—At the end of the day, the money you’re bringing in is the most important measure of your practice’s success. This presentation will, among other things, demonstrate how to properly develop a budget and use metrics to determine your med spa’s strengths and weaknesses.
  • 10:30 – 11:30 a.m.: The Long-term Revenue, presented by Brandon and Jenny Robinson (Skin Body Soul MedSpa)—Simply being successful isn’t enough for a medical aesthetic practice; you have to know how to maintain and grow your success. In this session, Brandon and Jenny will show you how to build patient loyalty and move your business forward.
  • 11:30 a.m. – 12:15 p.m.: The Consultation, presented by Terri Ross (Terri Ross Consulting)—As the old saying goes, you never get a second chance to make a first impression. Learn how to put your best foot forward with effective patient consultations—and how to turn them into consistent business.
  • 1 – 2 p.m.: The Team, presented by Bryan Durocher (Durocher Enterprises)—A medical spa is only as good as its personnel, so it’s important to make sure that you hire a staff that can do everything you want it to—and more. In this session, you’ll learn about recruiting, hiring and retaining employees who can make your medical spa dreams come true.
  • 2 – 3 p.m.: The Marketing Plan and Social Media, presented by Brandon and Jenny Robinson (Skin Body Soul MedSpa)—This session will help you determine how to most effectively market your medical aesthetic practice using both traditional methods and cutting-edge techniques.

Also, you’ll have the chance to visit with a number of exceptional vendors during this event. Attend the Seattle Medical Spa & Aesthetic Boot Camp to check out the latest and greatest from the following companies:

We hope you can join us in Seattle next weekend. This Boot Camp is a tremendous opportunity to get a medical aesthetic business started off on the right foot, as well as learn how to take an already successful business to the next level. Click here to register!

Tags:  AmSpa's Med Spa & Aesthetic Boot Camps  Business and Financials  Med Spa Law  Med Spa Ownership  Med Spa Trends 

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How to Partner with a Medical Professional

Posted By Administration, Wednesday, July 10, 2019

partnership handshake

By Alex R. Thiersch, JD, CEO of the American Med Spa Association (AmSpa)

Creating a partnership with a medical professional can be a lucrative—and often legally necessary—step for traditional spa owners, salon owners, and entrepreneurs who want to get a piece of the ever-growing medical spa pie. Here is what you need to know in order to effectively and compliantly partner with a medical professional.

Staking Your Claim

Most states observe a doctrine known as the corporate practice of medicine, which requires a physician or physician-owned corporation to receive payment for medical services. Since many of the treatments offered at medical spas are medical in nature, these practices are governed by this doctrine where it applies.

So, creating a medical spa is not as simple as contracting with a doctor or a nurse to administer medical treatments, or listing the medical professional as a “medical director” without having him or her available for consultations. Often, arrangements such as these are illegal, so medical spa owners should consult with a local health care attorney and the American Medical Spa Association (AmSpa) to make sure they are operating on the up-and-up.

If an entrepreneur wants to become a part of the medical aesthetic industry on an ownership level where the corporate practice of medicine is observed, he or she can set up a management services organization (MSO), which partners with a physician, for whom a separate company is created; this company strictly provides medical services. This arrangement is known as a management service agreement (MSA), and it allows a non-physician to supervise most aspects of a medical aesthetic business aside from the administration of medical services.

Playing by the Rules

Regardless of the ownership structure, the medical side of the practice must remain the domain of medical professionals. It is their responsibility to make sure all medical procedures are administered by employees who are properly trained and supervised.

It is perfectly legal and quite common for physicians to delegate regular medical procedures at a medical spa to licensed practitioners, such as nurse practitioners and physician assistants. Those practitioners can, in turn, delegate tasks to non-medical staffers, such as registered nurses and laser technicians, as long as the tasks they are assigned fall within the scope of their training and they are properly supervised. Additionally, physicians do not even necessarily need to be at the medical spa, as long as they are reachable and a licensed practitioner is present while treatments are being administered.

Physicians are accountable for everything that occurs at the medical spa, so it is important for them to make sure that the staff is properly trained. A medical professional who does not wish to actually be involved in this aspect of the business is probably trying to get involved for the wrong reasons.

Splitting Headaches

Because physicians may not be conducting treatments, they might wish to reward the people who are actually dealing with the patients by giving them a percentage of the business they bring in—commission, in other words. Unfortunately, this is probably illegal if the practice is governed by the corporate practice of medicine, because it constitutes fee-splitting.

As mentioned previously, under the corporate practice of medicine, all payments for medical treatments must be made in full to a physician or physician-owned corporation. If a percentage of that payment is directed instead to an employee, fee-splitting is said to have occurred. If a medical spa is found to have done this, all involved could face significant sanctions.

To learn more about this and many other topics that concern medical spa owners and operators, attend an AmSpa Medical Spa & Aesthetic Boot Camp. The next success story could be your own!

Tags:  Business and Financials  Med Spa Law  Med Spa Ownership  Med Spa Trends 

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The Art of the Fair Deal

Posted By Administration, Wednesday, July 3, 2019

handshake

By Alex R. Thiersch, JD, CEO of the American Med Spa Association (AmSpa)

Warren Buffett once told Berkshire Hathaway sharholders, “More than 50 years ago, Charlie [Munger, Berkshire Hathaway vice chairman] told me that it was far better to buy a wonderful business at a fair price than to buy a fair business at a wonderful price.” Businesspeople who see every deal as something to be won or lost may disagree with this, but I believe that if you conduct all your dealings fairly and ethically, you improve your chances for success.

When you start your business and begin forming partnerships, agreeing to contracts and making deals with others—whether they are employees or external businesses—you should always endeavor to make fair deals. In other words, don’t chase every last dollar and screw people over just so you can feel like you’ve “won” these deals. Some businesspeople seem to be addicted to this feeling, but deals don’t have to have winners or losers—a fair deal lets everyone get what they want.

For example, if you’re negotiating with someone who you know is undervaluing his or her position, don’t take advantage of it just to save a little money. You should always respect the other party. You might end up paying a bit more than you think you should be paying, but if you conduct business ethically, you almost certainly will build a positive reputation among your peers, which will lead to future opportunities.

I believe in something I call “corporate karma,” which dictates that if you conduct business fairly, you’ll end up attracting people—employees, business partners, etc.—who are good for your business. If, instead of making a fair deal with the person who is undervaluing his or her asset, you decide to use this to your advantage, that person will almost certainly find out what you’ve done and will be hesitant to do business with you again. Additionally, he or she will probably tell others about your shady practices, and you might find yourself with limited options moving forward because you needed to feel like you “won” the original deal.

There are many things in the world of business and finance that you can’t manage, but your conduct is firmly within your control. If you approach your dealings intending to conduct them ethically and fairly, you’ll improve your chances of success. After all, the best kinds of deals are the ones in which both sides gain something they value.

For more medical spa business and legal best practices, and to learn how to build and run your med spa compliantly, attend one of AmSpa’s Medical Spa & Aesthetic Boot Camps.

Tags:  AmSpa's Med Spa & Aesthetic Boot Camps  Business and Financials 

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MSOs: Your Path to Profit Optimization

Posted By Administration, Friday, June 28, 2019

doctor businessperson partnership

By Nicole Chiaramonte, CEO, TWG Consulting Corp.; founder, Synergy MedAesthetics; and aesthetic industry investor

The skyrocketing demand for aesthetic services in the U.S. has created a tremendous opportunity for business experts, entrepreneurs and investors. In an industry that until recently was run exclusively by physicians, the mainstreaming of management service organization (MSO) partnerships allows doctors to partner with entrepreneurs and benefit from their business expertise while they focus on the medicine.

With the advent of selfies, the Kardashian phenomenon and social media, women and men of all ages are flocking to spend money to look their best. The current medical establishment is not necessarily ready to handle this in a way that is beneficial for them, their employees and their patients. This is where MSO partnerships have allowed for a win-win-win in the aesthetic world.

An MSO allows investors and business experts to partner with a physician in a legal manner, thus not violating the corporate practice of medicine. These partnerships have proven to be profitable for all involved when properly executed. To understand the benefits of MSO partnerships for all parties, one must first understand the unique benefits and skillset everyone brings to the table and, just as important, what their responsibilities are in such arrangements.

Entrepreneurs

As an investor in the aesthetic industry, you will provide your time, investment capital and business expertise to the partnership. This may include a love for spreadsheets and a “Beautiful Mind” ability to read into the deeper layers of a profit and loss statement, balance sheet or statement of cash flow to identify unnecessary losses and quickly increase profit margins. These skills are what you bring to the table and why you are needed in this industry.

But your education has just begun. To be truly successful in this venture, you will need to gain a comprehensive understanding of aesthetic procedures—not only what they are and what they do, but also why they work. You will learn more than you ever thought you would know about the body’s healing systems, skin health, facial anatomy and more. Attend every practitioner training you are allowed to audit, conduct research online, and understand the competitive products, technologies and services. You will need to know them all this well enough to effectively market the practice, train administrative staff and answer patient questions.

When negotiating percentages of ownership in an MSO with a physician, remember to honor the dedicated time and expense required of your partner’s medical degree, as well as the responsibility he or she takes on with every treatment performed. Your active hours contributed to the operation may be significantly more when compared in the short-term, but his or her ongoing risk is real.

Physicians

It is common for doctors to feel the risk to their license is too great to enter into an MSO—they resist the idea of relinquishing a percentage of profit or determine they can best run a practice on their own. In my experience, 100% of the time, a physician enjoys more income from a partnership than he or she did prior to partnering into an MSO. In addition, physicians experience considerably less stress, aggravation and demands on their time when their partners are able to assume responsibility and management of staffing, human resources, inventory, accounting, payroll, patient management, and advertising and marketing.

Partnering with someone who has gone to the lengths necessary to know your industry, proper protocols, SOPs and standing orders is key for physicians considering MSO partnerships or medical directorships. Your partner should put the safety of your license above all else. If you have the right business partner, he or she may inform you about new clinical studies, FDA approvals and technique developments before you hear about them. This is especially necessary in an environment where you are a non-practicing aesthetic medical director who has delegated to onsite mid-levels (nurse practitioners and/or physician assistants).

Once a partnership is in place and responsibilities and parameters are set, it is time to get to work on profit optimization. In my experience of owning 20% to 85% interest in 12 MSOs, the following areas are the first places I audit, whether the practice is in operation or brand new.

  1. Back bar/treatment room materials. This includes everything from Hydrafacial MD products to Botox and machine consumables. How often are you checking for inventory loss or overuse of product that throws your margins off by up to 70%?
  2. Capital purchases. If you are paying list price for new machines, this can take a huge bite out of your profits, benefiting no one but your sales rep.
  3. Staffing. You must make sure you have proper hours, compensation levels and adequate coverage with the necessary practitioners.
  4. Advertising and marketing. From website development to ongoing social media marketing, is your practice paying a premium because you are deemed “medical?”

In short, aesthetic practice profitability is illusive to some and an exact science to others. MSO partnerships are legal, profitable ways to operate an aesthetic practice to the benefit and delight of all involved.

Tags:  Business and Financials  Guest Post  Med Spa Law  Med Spa Ownership  Med Spa Trends 

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Four Insurance Policies Medical Spa Owners May Not Know They Need

Posted By Administration, Wednesday, June 26, 2019

insurance

By Alex R. Thiersch, JD, CEO of the American Med Spa Association (AmSpa)

Medical spa owners and operators must maintain an array of insurance policies in order to protect their practices from everything from medical malpractice penalties to flooding. However, medical spa owners may not realize they need certain types of coverage until it is too late. Here is a quick look at a few of them.

Employment Practices Liability

If you run a small business such as a medical spa, you likely will be confronted with an employment-related tort—that is to say, a lawsuit filed by an employee who feels he or she has been mistreated in some way. Employment practices liability insurance covers claims such as wrongful termination, harassment, failure to hire, failure to promote, wrongful disciplinary actions, libel, slander, and other types of grievance brought by an employee against an employer.

(For more employment-related issues see AmSpa's webinar on employee handbooks in a medical spa.)

Cyber Liability

Businesses didn’t used to worry about people stealing customer data from their networks. Unfortunately, cyber security is now a major concern for all companies—even medical spas. Cyber liability insurance helps policyholders endure a cyber attack by paying their recovery costs—customer notification, credit monitoring, legal fees and other expenses.

Cyber liability insurance also provides crisis management and public relations services that can help a policyholder rebuild its name after a cyber security event.

A cyber attack typically costs a small business between $84,000 and $148,000, according to PricewaterhouseCoopers. And unfortunately, 60% of small businesses that suffer cyber attacks close within six months, according to a Champlain College study.

Cyber liability insurance can be purchased from most business office package insurers; some malpractice insurers also offer a token amount of cyber liability coverage. It also can be purchased as a standalone policy.

Spoilage

Many medical spa owners and operators don’t consider purchasing coverage for spoilage, but those who have experienced the problems created by a loss of electricity can attest to the fact that this can save a practice a lot of money.

Some medications used in medical spas—most notably toxins—need to be refrigerated. If the facility loses power for an extended period of time and the medications spoil, a practice without this coverage has to buy all new medications, which could be a very expensive proposition.

Spoilage coverage can be obtained as part of a business office package policy, but it is not automatic—it must either be acquired through a loan endorsement that can be added to coverage or as part of blanket endorsements that are incorporated into a policy.

If you determine that your practice needs spoilage coverage, it’s probably best to purchase a bit more than you think you need, provided you can afford it.

Off-label Use

Kybella is an injectable designed to combat “double chins,” and it is very popular in the medical aesthetic industry. It is indicated by the U.S. Food and Drug Administration (FDA) for treatment of subcutaneous fat under the jaw line, and as long as it is being used in this manner, it will be covered by most insurers. However, some aesthetic practices use Kybella to treat fat deposits elsewhere on the body, and that is where coverage problems can arise.

Practices that use drugs for treatments beyond those for which they have been indicated should consult with their insurers to make sure that they are covered for this sort of use. If they are not, they should either amend their policies to cover these treatments, which may be possible, or stop offering them. This might sound extreme, but if a bad outcome were to occur when using a drug for purposes other than those for which it is indicated, and that use is not covered by insurance, the practice would be completely exposed from a legal standpoint.

The Price Is Right?

The amount of insurance coverage most medical spas buy is dictated by what they can afford. Generally speaking, most of the issues an aesthetic practice will encounter can be covered by malpractice, general liability, property and worker’s compensation insurance. Policies such as the ones described above sometimes are passed over in favor of more common insurance types because they aren’t as obviously valuable on a daily basis. However, if your practice can afford these coverage types, you should consider investing in them. After all, you can’t be too safe.

Tags:  Business and Financials  Med Spa Trends 

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This Name’s Taken: The Importance of Trademark Law in Your Practice

Posted By Administration, Monday, June 24, 2019

trademark law

By Alex R. Thiersch, JD, CEO of the American Med Spa Association (AmSpa)

A medical aesthetic practice’s brand is among its most valuable assets. When your patients think of your facility, your brand is the first thing that enters their minds. Therefore, it is vital that you take the utmost care in creating and protecting your brand, and obtaining trademark protection for it is an important part of this process. Whether you are already operating a practice or are planning to open one in the near future, this is important information to have. Here is a quick primer.

In on the Ground Floor

The American Medical Spa Association (AmSpa) recommends that before opening, dermatology practices, cosmetic surgical practices, and medical spas do a trademark search for the name that they plan on using. This isn’t necessarily important if you are a plastic surgeon who plans on using his or her name for the practice (for example, Dr. Meredith Anderson’s Plastic Surgery), but if your practice is a medical spa that is planning to use a name such as, say, Effervescence Medical Spa, you need to make sure that this name or a confusing similar name is not already in use.

“[Businesses] should engage an attorney experienced with trademark law to perform a searches to determine whether there may be any conflicts before they even hire a graphic designer to develop a logo or business name,” says Jim Stanford, partner at ByrdAdatto, a business and health care law firm based in Dallas. “I’ve run into problems so many times where a company has spent all sorts of money and resources developing its name and logo only to find out that there’s a conflicting use out there and they have to change everything. This typically occurs when they receive a cease and desist letter from the other party’s attorney or when they are seeking trademark registration.”

A properly conducted trademark search is a much more labor-intensive process than one might imagine.

“Typically, we hire an outside company such as Corsearch, and they’ll provide a comprehensive report that’s usually 200-300 pages long,” Stanford explains. “We review the various uses in the report that might be similar or conflicting with the proposed mark. If there aren’t any conflicts at all or registration appears feasible subject to potential challenges that are acceptable to the client, we’ll proceed with the application process. But if it looks like there might be a problem, we point that out to the client and discuss the risks, and sometimes we advise the client not to use their proposed trademark and search for another.”

The attorney may give the client the go-ahead to submit an application, but that doesn’t mean that the process is over. First, the attorney and the client must decide what elements of the branding they need to protect.

“The application part is somewhat administrative—we need to identify the goods and services that are associated with the mark so we can determine what classes they go into, prepare a description of the goods or services, and put the application together,” Stanford says. “If the client has a logo or design element to the mark in addition to the word mark itself, its often advisable to seek registration of both through separate applications to obtain broader protection.”

After the application is completed and submitted, the waiting game begins.

“Once the application is finalized, prosecution of the application, that is, seeking registration with the U.S. Patent and Trademark Office (USPTO) is a pretty lengthy process,” Stanford says. “We’re not going to hear back from the USPTO for at least four months. From there, if there are any issues or conflicts, we have to address them with the USPTO examining attorney, and there may be some back and forth. From my experience, the quickest a trademark may be registered with the USPTO is probably 9-10 months or so—it typically takes close to a year or longer to finally get it registered, if you don’t have any major issues.”

The total cost of the trademark process can vary greatly from case to case, but generally speaking, it is a somewhat notable financial commitment, especially since the medical spa or practice is just beginning its journey.

“The more classes you have, the more the initial cost is,” Stanford says. “The initial filing and search and clearance is typically $2,000-3,000, on average, but it’s much better to spend this money up front than to have to deal with potential conflicts or lawsuits in the future that will cost tremendous amount more to resolve.”

A Question of Complexity

Stanford recommends that those who seek trademark protection for their medical spa or medical practice’s name and logo make sure that it meets certain conditions before the filing process begins.

“The client [should do] their best to pick something that is not descriptive of what they’re doing, because that hurts the value of a mark,” he says. “The marketing world and clients in general prefer to select names and trademarks that either say or describe exactly what they’re offering and, from a trademark law perspective, this weakens the trademark or ability to get it registered as a trademark. [For example], ‘Star Medical Spa and Skin Care Center’—would be a challenge and likely would not get registered on the principal register as a trademark because it’s descriptive of the services that are associated with the mark and the only non-descriptive element is ‘Star’. The more the mark is arbitrary or at least only suggestive of the goods or services associated with the mark, the stronger the trademark will be, and the better chance of obtaining registration. Assuming there were no conflicting uses, ‘Effervescence’ as the sole trademark and only word in any logo or design mark would be a much better mark. When you put your sign on your wall or launch your website, you can always  use your trademark next to the words ‘medical spa’, for example, but they should not be part of the trademark itself.”

Investigating Infringement

Making sure that your practice’s brand isn’t already in use is important because the penalties for trademark or trade name infringement can be severe.

“If another party has a trademark registered with the USPTO and your mark is infringing, you have constructive notice, even if you didn’t actually know about the other mark, and you could potentially get hit with the other party’s actual damages, a reasonable royalty, and damages equal to your profits,” Stanford said. “Including possible treble damages if your infringement was determined to be willful--it could be a nightmare and it could cost you  your business.”

A trademark violation could lead to major financial problems for a medical aesthetic business. Even if you’ve registered a trademark with your state’s department of business services (which is usually associated with the secretary of state’s office), you may still be infringing on a national mark, which could lead to major problems.

Typically, however, the party owing the registered trademark will send a cease-and-desist letter and you should have the opportunity to negotiate a settlement. Although this certainly is preferable to court, the cost can still be substantial.

“The legal fees in just settling that situation could easily be $10,000-30,000, depending on how much it goes back and forth,” Stanford says. “In any potential dispute, the legal fees add up very quickly.”

The winners of these disputes tend to be the entity with the deeper pockets, even if they don’t have a legal position that ultimately would be successful in court—they simply want to cut out competition. If your medical practice is just starting out or establishing itself in the industry, chances are that won’t be you.

“I’ve had matters where I didn’t believe our client was infringing, but the party on the other side had more than enough money to pound our client into the dirt and we had to concede as our clientcouldn’t afford or at least justify the legal fees to fight it,” Stanford says.

A business can sink tens of thousands of dollars into marketing, product development, and branding, only to have to choose whether to redo all their branding because they’ve been hit with a trademark claim, or spend at least as much money on attorneys to fight an infringement claim, even though they have a fairly decent shot of winning in the end. The enormous expense associated with court cases such as these underscores the importance of making sure that your trademark protection is squared away as soon as possible.

“You spend $5,000 up front to try to make sure you do it right to avoid $50,000 to change your mark once you find out you have a conflict,” Stanford states.

Making Your Mark

One of the things ByrdAdatto always tells its clients at the beginning is that, if there is a specific name that you want to use, a trademark search should be done and, if advisable based on the situation, a trademark application should be filed. As the medical aesthetic industry grows, brands expand, and more and more large franchises emerge with a great deal of financial backing, it is simply not smart to operate without properly vetted trademark protection. Thanks to the Internet, it is easy to find a business that’s violating a company’s trademark, and you’d better believe that company’s lawyers are actively looking for just that opportunity. You might think you have the greatest name in the world, but if you can’t actually use it, it will do you far more harm than good.

Tags:  Business and Financials  ByrdAdatto  Med Spa Law  Med Spa Trends 

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Join AmSpa at the Atlanta Medical Spa & Aesthetic Boot Camp

Posted By Administration, Friday, June 21, 2019

loews atlanta

By Alex R. Thiersch, JD, CEO of the American Med Spa Association (AmSpa)

Starting next Saturday, June 29, AmSpa will host its Atlanta Medical Spa & Aesthetic Boot Camp at the Loews Atlanta Hotel. We’re extremely excited for the opportunity to help medical aesthetic professionals develop their practices, and we can’t wait to visit Atlanta again. There’s still time to register for the event—just click here to sign up. Here is a quick overview of the program:

Saturday, June 29

The Boot Camp begins at 8 a.m. with a continental breakfast, followed at 8:30 a.m. with my opening keynote. From there, we will move into the main program:

  • 9 – 10:30 a.m.: The Plan, presented by Bryan Durocher (Durocher Enterprises)—What are the most effective ways to develop a business plan for your medical spa? Medical Spa Consultant Bryan Durocher discusses the ins and outs of the planning process and helps determine how long it realistically takes to open a practice.
  • 10:45 – 11:45 a.m.: The Lessons, presented by Louis Frisina—Every medical spa is different, but the successful ones share several common traits. In this session, Business Strategy Consultant Louis Frisina discusses the qualities that are typically found in practices that bring in a significant amount of revenue.
  • 12:45 – 1:30 p.m.: Medical Aesthetic Hot Topics Panel, featuring Tim Sawyer (Crystal Clear Digital Marketing), James David Brown (Environ Skincare), Helen Haynes (Bellus Medical) and a representative from Galderma—This panel, moderated by yours truly, will feature a spirited discussion of the current issues and events that concern medical spa owners and operators.
  • 1:30 – 3:30 p.m.: The Law, presented by Alex Thiersch (AmSpa) and Jay D. Reyero (ByrdAdatto)—In this presentation, we’ll discuss the long-standing and emerging legal issues that every medical spa owner needs to know about. As you can imagine, there is a lot to cover here, since new concerns seem to be arising daily lately.
  • 4:15 – 5 p.m.: The Treatments, presented by Terri Ross (Terri Ross Consulting)—Learn about the most profitable and popular treatments available to your practice, and find out how to best determine which treatments are right for you based on the state of your practice.
  • 5 – 6 p.m.: The Digital Marketing Ecosystem, presented by Tim Sawyer (Crystal Clear Digital Marketing)—Find out how to effectively spread the word about your medical aesthetic practice and how best to determine what’s working and what’s not. Your practice’s digital presence is more important than ever before, and curating it should be a top priority.

Saturday will wrap up with a cocktail reception from 6 – 7:30 p.m.

Sunday, June 30

Once again, the Boot Camp begins at 8 a.m. with a continental breakfast.

  • 8:30 – 9 a.m.: Anatomy of a $5-Million Med Spa, presented by Alex Thiersch (AmSpa)—Have you ever wondered what the difference is between your medical spa and one that’s mega-successful? It might be less significant than you think. This presentation will show what a $5-million med spa is doing right—and what you might be doing wrong.
  • 9 – 10 a.m.: The Financials, presented by Bryan Durocher (Durocher Enterprises)—At the end of the day, the money you’re bringing in is the most important measure of your practice’s success. This presentation will, among other things, demonstrate how to properly develop a budget and use metrics to determine your med spa’s strengths and weaknesses.
  • 10:30 – 11:30 a.m.: The Long-term Revenue, presented by Brandon and Jenny Robinson (Skin Body Soul MedSpa)—Simply being successful isn’t enough for a medical aesthetic practice; you have to know how to maintain and grow your success. In this session, Brandon and Jenny will show you how to build patient loyalty and move your business forward.
  • 11:30 a.m. – 12:15 p.m.: The Consultation, presented by Terri Ross (Terri Ross Consulting)—As the old saying goes, you never get a second chance to make a first impression. Learn how to put your best foot forward with effective patient consultations—and how to turn them into consistent business.
  • 1 – 2 p.m.: The Team, presented by Bryan Durocher (Durocher Enterprises)—A medical spa is only as good as its personnel, so it’s important to make sure that you hire a staff that can do everything you want it to—and more. In this session, you’ll learn about recruiting, hiring and retaining employees who can make your medical spa dreams come true.
  • 2 – 3 p.m.: The Marketing Plan and Social Media, presented by Brandon and Jenny Robinson (Skin Body Soul MedSpa)—This session will help you determine how to most effectively market your medical aesthetic practice using both traditional methods and cutting-edge techniques.

Also, you’ll have the chance to visit with a number of exceptional vendors during this event. Attend the Atlanta Medical Spa & Aesthetic Boot Camp to check out the latest and greatest from the following companies:

We hope you can join us in Atlanta next weekend. This Boot Camp is a tremendous opportunity to get your medical aesthetic business headed in the right direction and learn some tips and tricks that can take it to the next level. Click here to register!

Tags:  AmSpa's Med Spa & Aesthetic Boot Camps  Business and Financials  ByrdAdatto  Med Spa Law  Med Spa Ownership  Med Spa Trends 

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