Print Page | Contact Us | Sign In | Join
AmSpa Now
Blog Home All Blogs

Home-grown Success

Posted By Administration, 17 hours ago

rejuv fargo north dakota

By Michael Meyer, Content Writer/Editor, American Med Spa Association

According to the U.S. Census Bureau, the population of the Midwest—which includes Ohio, Michigan, Indiana, Illinois, Wisconsin, Minnesota, Iowa, Missouri, Kansas, Nebraska, South Dakota and North Dakota—represented approximately 21% of the U.S. population in 2018 (the most recent year for which this estimation is available). However, according to AmSpa’s 2019 Medical Spa State of the Industry Report, the Midwest is host to approximately 24% of the medical spas in the country, an increase from 22% in the 2017 report. This represents the largest positive discrepancy between the population and the number of medical spas in any of the four census-recognized regions.

So why are there so many med spas in the Midwest, and why is the number growing? Simply put, demand is exploding. Consider the story of Radiant Divine Medical Spa, which opened in Brecksville, Ohio, in suburban Cleveland, in May 2017.

“After the first six months, we were at about $500,000 in sales, so I’m like, this is something—we’ve got something here,” says Ryan DeVault, Radiant Divine’s co-owner. “We had demand from other areas and other markets, so we opened up another medical spa about 25 miles away in Avon, Ohio. I signed that lease in January 2018. Then we had demand from another market that was about 25 miles south of us in Medina, Ohio. I signed that lease for new construction in June of 2018 and we opened up in October of 2018, so we turned one practice into three spas in the first 17 months.”

According to DeVault, Radiant Divine is on pace for $3.5 million in revenue across its three sites in 2019. (Author’s note: Read more about Radiant Divine in the “Cleveland Rocks” a little later in this article.) And although not every medical spa owner has the same ability to open new locations, many in the Midwest have discovered that the path to profitability leads to some far-flung places that one would not necessarily consider to be hotbeds for aesthetic services.

Dakota Dreams

Fargo, North Dakota, is the 222nd-largest city in the United States, with an estimated population of 124,844 in 2018, so it is not exactly a sprawling urban center. Its economy has traditionally been associated with agriculture, and farm families are not generally thought of as traditional medical spa customers. However, Fargo is growing—its population has more than doubled since 1980, and it has increased 18.3% since 2010—its economy is diversifying, and, perhaps surprisingly, it is home to one of the country’s most consistently successful medical spas.

Rejuv Medical Aesthetic Clinic opened in 2005 with 1,500 square feet and three employees. Today, it operates out of a 12,000-square-foot facility, has 40 employees and is on track for approximately $8 million in revenue in 2019.

“We’ve had 15 years consecutive growth at a minimum of 20% every year,” says Melissa Rogne, president and founder of Rejuv. “We really haven’t struggled in finding an audience, and we really have always defied what the typical aesthetic patient is supposed to look like. We’ll tell stories where some of our patients come in and they bring us eggs from their farms. We really feel like Rejuv has broken down the stereotype of what a typical aesthetic patient’s profile is.”

Conventional wisdom suggests that having a large population base is necessary for medical spa success. However, Rogne believes that being part of a smaller, more insular community actually works in the practice’s favor.

“Because of the tight-knit community, the referral network is alive and well, and we’re able to really capitalize on the good nature of the people in this area,” Rogne says. “The Midwest is known for having the friendliest people in the United States, and that’s true. Those people want to tell their friends, they want to see you succeed and they know you really genuinely care about them.”

However, despite its size and success, Rejuv is not the only game in town, which speaks to the medical aesthetic industry’s growth in recent years.

“One of the things that people think is that there’s no competition; it’s actually quite the opposite,” Rogne explains. “I did some research about a year ago, and we have essentially one aesthetic medical spa for every 5,000 people in this community. The competition is extremely stiff—it’s not what people think it is.”

Royal Treatment

To Rogne’s point, according to AmSpa’s 2019 Medical Spa State of the Industry Report, there are an estimated 6,582 medical spas in the United States, up from approximately 1,800 in 2011. Back then, it was possible to find markets in the Midwest that simply were not being served at all, and that is how aNu Aesthetics and Optimal Wellness in Kansas City, Missouri, came to be.

“Where we started, there was a really big void of providers,” says Cristyn Watkins, MD, founder, owner and medical director for aNu. “There was really nobody around us.”

For several years, Watkins and her partners—a nurse practitioner and two other doctors—kept their practice low-key, working evenings and weekends as time permitted and building up a devoted patient base.

“The nice thing was that, since we were all small-business owners and this was kind of our side job, everybody had our cell phone number, we e-mailed every single patient after we saw them, and we were our own schedulers,” Watkins explains. “Our patients really liked the fact that they had access to a physician who cared for them and who they had direct access to.”

During this time, aNu’s reputation grew via word of mouth, and when Watkins decided to dedicate herself to the practice full-time in February 2016, business “went crazy.” The practice moved to a new 6,000-square-foot location in November 2017, and it is projected to bring in $3.5 million in revenue in 2019. Watkins refuses to rest on her laurels, however—she is doing everything she can to spur on aNu’s growth, and that means doing everything she can to give her patients what they want.

“Between medical aesthetics and wellness, you have to be on the cutting edge all the time,” she says. “If there’s something I’m interested in or my staff is interested in, we usually implement it within about 90 days, if it’s got good ROI and I think it’s something we should be doing. You have to always be figuring out what the new thing is in order to make it [to the top], I truly believe. But I also believe that if you care about your patients and you take care of them, that they’ll take care of you.”

Cleveland Rocks

Compared to Rejuv and aNu, Radiant Divine is an overnight sensation; however, although the spa itself has only been open since 2017, its primary provider, Rachel DeVault, RN—Ryan’s wife—has been building a reputation in the Cleveland area for far longer.

“My wife became an RN in 2010,” Ryan says. “She was working just regular hospital jobs, and then a friend of ours opened up a medical spa in the back of his tanning salon. He knew she was an RN and introduced her to aesthetics. She just has a niche for it. She grew his injectable practice from zero to 200 people in about 60 days. She created the following for him.”

Since then, Rachel has become an expert injector. She is currently a Galderma GAIN trainer, and not surprisingly, her loyal clients from those early days formed the foundation of Radiant Divine’s success.

“We didn’t solicit any of her old people—they found us,” Ryan says. “We didn’t do really any forms of advertising. The website was not the strongest. But it just seemed to be that word of mouth and referral was our best source.”

Close to Home

The success of these practices demonstrates the value of establishing a reputation for exceptional service, particularly in places where members of communities are close and inclined to recommend businesses that provide what they promise. However, there are certain disadvantages to working in places that are off the beaten path for aesthetic professionals.

“For us, probably the biggest issue has been hiring,” says Rogne, of Fargo’s Rejuv. “It’s really difficult for us to find people who have experience in this industry in a smaller market like ours. We’ve really had to invest a lot in training people and bringing them up new in this industry. We don’t get to just hire a nurse injector—we have to create a nurse injector. Without a doubt, the biggest challenge for us is the availability of human resources and staffing.”

“It’s always staff,” agrees aNu’s Watkins. “It’s always finding a good front-desk person and a manager.”

However, dealing with issues such as these is a small price to pay for home-grown success.

“I’ve lived here forever, she’s lived here forever,” says Radiant Divine’s Ryan DeVault of his wife, Rachel. “It’s an area I’m familiar with. I know a lot of people here and I know the approach and I know what they’re looking for—the services they’re interested in. I feel we can accommodate our market because we’re familiar with it. Can we do this in different market? I don’t know, but we know this market. Cleveland’s home, you know?

Tags:  AmSpa's 2019 Medical Spa Statistical Survey  Business and Financials  Med Spa Trends  QP 

Share |
PermalinkComments (0)
 

The Power of Patient Retention

Posted By Administration, Wednesday, November 6, 2019

patient retention

By Terri Ross, Terri Ross Consulting

Patient retention is a very powerful—and sometimes overlooked—way to rapidly expand your medical aesthetics practice. Why? Because once you’ve captured the interest of your patient population, the hard work is done. At this point, making genuine connections and encouraging them to take action are your primary goals. They can be achieved through engaging conversation, personalized treatment plans and intentional follow-up. Patient retention is directly correlated with how well your front office staff performs, their ability to educate and, more importantly, how well the consultation is conducted by the medical provider.

Is every staff member in your office engaging, direct and knowledgeable of the services and treatment plans you offer? (Click here to read more about the LAER model I developed for staff training.) Another key aspect of patient retention is related to your brand as a medical aesthetic office—i.e. the level at which you perform, as evidenced by a top notch facility, expertise, state-of-the-art equipment and marketing efforts that match the brand. Sophisticated and educational marketing materials relay a consistent message to your patient population—they should choose you for their medical aesthetics needs.

Why Is Patient Retention So Important?

Focusing on your current patient population is the best way to rapidly increase your profitability. Invest in high-quality staff, branding and technology, and gear these elements towards encouraging your current patients to take action. Research shows that increasing your patient retention by 5% increases your profitability by more than 25%. The concept is simple: your current patient population, including both new and established patients, has already expressed some level of interest in your practice. Your goal now is to capitalize on this interest, gain their trust and guide them toward taking action—whether that is scheduling a consultation appointment or moving forward with a personalized treatment plan that includes multiple treatments; this will do two things: ensure a better outcome and protect their investment.

Key Elements to Maximize Patient Retention

Engaging staff: Every member of your front office staff should strive to make a connection with your patients, both new and established. As outlined in my LAER model for staff training, it is critical that your front office staff listens, engages and responds to patient questions and needs. They should be proactive in their patient interactions. Ask a new patient if they’d like to read some new literature on the procedure in which they expressed interest. Ask an established patient if they’re interested in a new promotion that would extend their current treatment plan.

In addition to being proactive, your front office staff should be knowledgeable about all aspects of the treatments you offer and the aesthetics industry as a whole. Having had the pleasure of working with many practices, I know this is one area that is sadly overlooked. Staff members should know what procedures and treatments you offer, how they can be incorporated into a treatment plan, and how they compare to your competitors. It is critical that your staff is capable of discussing your technology and services, so that patients are encouraged to choose your practice over another. Patients want to feel like their needs are not only being met, but also being exceeded. This is what makes that lasting impression—the one that makes new patients commit to a treatment plan and keeps established patients coming back, year after year.

Consistent marketing: Be consistent in your marketing efforts. Find your niche in the market of medical aesthetics practices and commit to it. This applies to everything—from the font style of your website to your business statement to your appointment cards. Patients want to feel like they’re coming back to a familiar place when they visit your office or website. This familiarity is established by an inviting atmosphere, sophisticated décor, office-branded brochures and pamphlets, regular e-newsletters, and a streamlined and informative website.

  • Office space: The physical structure of your medical aesthetic office—including the building, exterior sign, interior waiting area and treatment areas—sets the tone of your patient’s experience. The waiting area is where your patient’s experience begins and ends. An inviting, sophisticated and well-conceived space can create a familiar environment to which patients want to return. Clean, accommodating treatment areas, equipped with cutting-edge technology, convey a clear message of expertise and professionalism to your patients. The bottom line is this: If a patient enjoys their experience in your office and receives top-notch, personalized care, they will return.
  • Technology: Commit to being the expert in your niche of the medical aesthetics field and acquire the equipment to make it happen. Align your passion and expertise with the newest technology and make it available to your patients. Patients don’t want to feel sold on any and every treatment out there, but if they feel that you are the expert in a specific treatment, and this is supported not only by your knowledge as a clinician, but also in the technology available in your office, they will be encouraged to choose you for this treatment.
  • Brochures and pamphlets: Devote a significant portion of your overall marketing budget to creating and maintaining office-branded literature. Develop brochures for each major treatment or service you offer, going through general information about the treatment, relevant technology and how your office excels above the rest. Include your office name, logo, statement and contact information on each brochure. Personalized brochures relay a sense of expertise and sophistication to your patients and encourage them to follow through with a plan of action in your office.
  • E-newsletters: Beyond office literature, it is important that you send out regular, informative and branded e-newsletters. Either monthly or quarterly, send a newsletter to your patients outlining new technology, promotional treatment plans, new staff and/or new expertise. Did you recently acquire a piece of technology that will greatly expand your treatment options? Did you hire a new team member who adds specific and impressive expertise? Highlight this information. Keep your patients informed and engaged. If they get the impression that your office is constantly growing, diversifying and moving forward in the field of medical aesthetics, they will want to choose your office. This will not only increase patient loyalty, but also will encourage current patients to try new options, leading to increased treatment appointments and increased profitability.
  • Website: Just as your office serves as the physical representation of your brand, an organized, streamlined and informative website defines your brand online. Make sure your office information, logo and contact information are visible on each page. Keep fonts and styles simple and sophisticated. Clearly outline the treatment and service options you offer, making sure the site is optimized so it ranks on the first page of Google during web searches—and emphasize what makes your office stand out among the competitors. Provide enough information to portray your expertise in the field while encouraging new patients to contact you for additional information. This will lead to increased patient conversion and patient retention. Your website is your virtual brochure—it’s the first place patients look so when they get to your site, so keep them there. Your website should generate more than 100 leads per month. If it’s not, something is wrong.

Personalized Follow-up: Your front office staff should make a proactive, regular effort to follow up with patients. Particularly after introductory or consultation appointments, when new patients may have unanswered questions or concerns, it is critical that your staff remains in touch. Make it a policy to check in with every new patient one week after their first treatment appointment to verify that the treatment was successful and to gauge their satisfaction. It is key that you address any patient concerns as quickly as possible. You want every patient to feel important; this is what will make them return. It’s important to stay in touch with established patients as well—inform them of any new technology, treatment plans or promotions available to them, and encourage them to take action.

If you want to quickly increase the profitability of your office, focus on patient retention. It cost eight times more money to gain a new patient than it does to nurture the ones that you have.

Schedule a strategy call with me and take the first steps towards optimizing your business and improving patient retention today.

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  Med Spa Trends  Terri Ross Consulting 

Share |
PermalinkComments (0)
 

What to Look for When Purchasing a Laser

Posted By Administration, Monday, October 28, 2019

laser treatment

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

Laser treatments are a staple of the medical aesthetic industry. According to the American Medical Spa Association’s (AmSpa’s) 2019 Medical Spa State of the Industry Report, laser hair removal is offered by 59% of medical spas, and it is the second-most common procedure for a first-time patient, so it actively brings patients into practices. Additionally, the report found that 29% of medical spas offer full-field ablative laser skin resurfacing. What’s more, 8% of medical spas that don’t offer laser hair removal and 5% of medical spas that don’t offer laser skin resurfacing are considering adding them.

In order to perform any of these laser treatments, however, the proper equipment must be acquired. And that can be more expensive and complicated than one might imagine.

Laser Overview

In recent years, a number of new companies have begun offering laser equipment designed for use by medical aesthetic practices, which has resulted in unprecedented competition. This equipment can be very expensive, costing as much as $250,000, so the stakes in the market are very high.

The representatives who sell this laser equipment typically are compensated, at least partially, on commission, and the commissions they can make are substantial. As is typically the result of commission-based compensation plans, the reps are very motivated to close the deal. Potential clients often forget this fact when they are shopping for a new machine, but savvy consumers always will remember that the sales reps, even at the most reputable companies, make most of their money when they actually sell a machine. Because of this, some reps can be very aggressive.

Although there are many reputable laser companies with very knowledgeable, considerate reps, some other companies employ laser sales reps who act in an unscrupulous manner because of the potential for lucrative commissions. This is the primary reason why you should work with reputable companies with established track records.

Unscrupulous reps often pressure potential customers to make a decision immediately, before they have a chance to truly evaluate their options. These reps will tell customers that they are on a tight timeframe or that they have limited-time discounts that expire soon. However, prospective clients should take a step back and evaluate their options. These are major investments and should be treated with a great deal of care. Good sales reps from trustworthy companies will understand the gravity of the decision and provide customers with the time, information and references they need to make an informed decision.

Prospective customers also should keep in mind that the only time they have leverage in this situation is before the contract is signed—when you can still walk away. This is the time in the process when they must do everything they can to negotiate the deal in their best interest. Therefore, when a representative offers a prospective customer a contract to purchase a laser, that customer must fully understand that contract, because this likely will be the only time that contract can be negotiated.

Preventing Problems

Taking the time to read and understand the contracts offered by the salesperson is the best way for laser customers to protect themselves. If provisions you don’t understand are in the contract, ask the sales representative to thoroughly explain them to you. A good rep will always make sure you understand the contract. But it is always a good idea to get an independent explanation. If your lawyer is familiar with negotiating laser contracts, you should consult him or her; if not, you should consider hiring an attorney with knowledge in this area. Laser contracts can be much more complex than contracts for other types of medical aesthetic equipment—they may include convoluted provisions on warranties, maintenance, technical support or authorized use, so enlisting the aid of someone who has experience with them can be tremendously helpful.

The amount of marketing support the manufacturer is offering is an aspect of a laser contract that should be carefully considered. Some laser companies offer excellent support; others say they will but offer nothing in writing to guarantee it. The inclusion of a well-developed marketing assistance program often will increase the price of the laser, but it can add substantial value to the deal. The customer must make sure that the contract he or she signs includes language that guarantees sufficient manufacturer support. With a purchase of this size, it is crucial to the customer to have as much support as possible.

It also is important to ask the representative to provide references from people who own the laser model you are considering purchasing. These should not be clients who just bought the laser and are still in the “honeymoon” period—these should be experienced users who know the highs and lows of owning the laser long term. Or, better yet, ask a group of medical aesthetics professionals you know to ensure you get an honest answer. For example, AmSpa offers a private Facebook group to its members, which acts as a forum for these and any other professional questions that come up in the course of your medical aesthetics business. A prospective buyer should ask about how the laser performs, its service record, its return-on-investment, manufacturer support and any additional relevant information. Good reps will have a large number of references from people they have dealt with throughout the years; if they don’t, that should be seen as a red flag.

Deciphering Laser Provisions

Some provisions that prospective customers need to carefully consider are often found in laser contracts. It can take hours to review and analyze all elements of contracts, but there are three provisions that I often focus on when representing clients in laser purchases.

Recertification fees. The most controversial provision deals with recertification fees. It dictates that the manufacturer must inspect a used laser device to “certify” that it is in working order and operating to the manufacturer’s standards before it can be resold on the open market. The fee that the manufacturer charges for this service can be quite high—$50,000 or more—and it must be paid before the machine can be supported at a new customer site, which not only cuts into the resale value, but also makes it difficult to resell on the open market. However, some manufacturers provide a warranty and clinical training as part of the recertification fee, which may actually enhance the machine’s resale value.

There are valid reasons for having this fee in place—ideally, it helps ensure safety for both patient and provider—but it still is a very significant cost that should be understood before the laser is purchased. This is one reason why it’s very important to make sure that the laser you’re purchasing can be supported by your market. If, after a few months, you decide that the equipment is not ideal, you might be stuck with an extremely expensive piece of equipment you don’t use and can’t easily sell— since the secondary market for lasers can be extremely volatile and tends to favor buyers.

Prospective laser buyers should know that they can, in some instances, negotiate recertification fees, and some laser manufacturers are sometimes even willing to waive them altogether, typically when a practice is introducing laser treatments in markets where they have not yet proven to be successful. In fact, some manufacturers will even offer to repurchase the machine after a period of time if customers can show that their market is not responding to the product offerings. However, these are all things that must be negotiated into the contract before the sale is finalized. If the contract is signed and these elements aren’t included, you are out of luck.

Resale restriction. A resale restriction dictates that the customer cannot resell a laser without the manufacturer’s approval, or that the laser must be sold back to the manufacturer at a discounted price. As with recertification fees, there are valid reasons for these provisions; however, they can limit a practice’s options when it purchases new technology. Horror stories abound of medical spas with functional laser technology that they don’t use anymore because newer models were released. I’ve seen practices that have more than $1 million worth of technology sitting in a room gathering dust because they simply can’t do anything with them due to contractual restrictions and a weak secondary market.

However, as is the case with recertification fees, a resale restriction can be negotiated. Again, it is extremely important that the customer recognizes these provisions prior to signing the contract in order to maintain leverage. Reputable laser companies stand behind their products and typically have no issues working with new clients to make sure they are satisfied. If nothing else, a good sales rep should explain this provision so that the customer understands why it is there and how it is designed to help the customer.

Service clauses and warranties. Although they are commonly found in medical spas and aesthetic practices, let’s not forget that these machines actually fire lasers. This technology was science fiction in the relatively recent past. These are very sophisticated, sensitive pieces of machinery, and no matter how reputable the manufacturer, the machine will need to be serviced at some point. Good companies ensure that the customer endures little downtime and expense in these situations, but it’s up to the customer to make sure that everything that needs to be covered is covered for a reasonable amount of time, and that service is guaranteed to occur in a timely manner. After all, every day that the machine is offline is a day it is not generating revenue.

Prospective customers need to learn about exactly what happens if the machine breaks, what is covered—and what is not—under the warranty, and what the included customer support entails. Moreover, they must get as much as possible in writing so that they are guaranteed to have efficient, cost-effective service.

Know What You Don’t Know

For a medical aesthetic practice, offering laser treatments can be extremely lucrative, but buying a laser is much more complicated than simply going down to the neighborhood laser store and picking one out. If you know of a lawyer who has experience negotiating laser contracts, it is in your best interest to hire him or her to help negotiate this transaction.

Tags:  AmSpa's 2019 Medical Spa Statistical Survey  Business and Financials  Med Spa Trends 

Share |
PermalinkComments (0)
 

Join AmSpa at the Orlando Medical Spa & Aesthetic Boot Camp

Posted By Administration, Friday, October 25, 2019

caribe royale orlando

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

Starting next Saturday, November 2, AmSpa will host its Orlando Medical Spa & Aesthetic Boot Camp at Caribe Royale Orlando. This is the last AmSpa Boot Camp until April 2020, so if you are a medical aesthetic professional who wants to learn how to improve your practice, make your plans to join us next weekend. There’s still time to register for the event—just click here to sign up.

Here is a quick overview of the program:

Saturday, November 2

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), Candace Noonan (Environ Skincare) and Gail Winneshiek (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 Bradford Adatto (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, November 3

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)—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, Bryan 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 Marketing Plan and Social Media, presented by Brandon and Jenny Robinson (Skin Body Soul)—This session will help you determine how to most effectively market your medical aesthetic practice using both traditional methods and cutting-edge techniques.
  • 2 – 3 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.

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

We hope you can join us in Orlando next weekend. This Boot Camp is a tremendous opportunity to get a medical aesthetic business started off on the right foot, and 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 Trends 

Share |
PermalinkComments (0)
 

Email Marketing Strategies: Targeted Newsletters

Posted By Administration, Wednesday, October 23, 2019

email marketing

By Terri Ross, Terri Ross Consulting

Once you have identified and attracted the attention of your patient population, it is essential to stay in touch. One of the easiest and most direct ways to do this is to send out targeted newsletters that inform prospective and current patients alike about new treatments, new technology in the field of medical aesthetics and special rates your office is offering. As I discussed in my blog on building an effective marketing program, once you have identified your target population, developing personalized marketing tools to guide them toward a consultation appointment is the next step.

Identify Your Patient Population

Identifying your patient population is the most critical aspect of a successful marketing program. Your patient population consists of current patients, new patients and prospective patients. To market to each of these groups effectively, you will need to first establish communication—collect basic contact information, including their email addresses.

Current/new patients: For current and new patients, the process of establishing a connection and recording patient information has likely already taken place. From the very first appointment, your front office staff should be engaging, be knowledgeable and work to establish a personal connection with each patient. (Click here to learn about the LAER model I developed for training front office staff here.) This includes collecting basic patient history and recording current contact information. If some patients are hesitant to relay their email or physical addresses, assure them that their information is protected and will not be shared with external parties.

Prospective patients: Establishing communication with prospective patients is a more challenging but equally important task. Consider what types of clientele you want to attract to your office and what types of treatments and technology might appeal to them. Find your patient niche and commit to it. From there, you can market specifically to this niche.

First, configure your website so it’s searchable to this population and create a page specifically for prospective patients. On this page, include concise and key information about your medical aesthetic office and what sets it above the rest. Offer information about a few key procedures and treatments you offer. Most importantly, include a well-defined banner that allows prospective patients to join your newsletter list by providing basic contact information, including their email address.

Attending and setting up booths at local, regional and national medical aesthetic conferences and shows is another way to secure and market to your prospective patient audience. This gives you a chance to market your office to a wider audience. Feature a sign-up sheet that promises attendees personalized treatment plans and special rates. Be sure to also assure prospective patients that their information will be protected.

To help organize your marketing materials and define strategies to market to current, new and prospective patients, divide patients into different groups based on their specific treatment/procedure interests, age and how many years they’ve been a patient with you (if relevant). This will allow you to personalize your marketing materials and send targeted newsletters to the right populations.

Select a Secure Email Marketing System

Practice-purchased: The best option—if you can allocate resources towards it—is to purchase a secure email marketing software for your medical aesthetic office. There are many solutions on the market to choose from, from simple platforms to sophisticated systems. Companies such as Campaign Enterprise offer business-level software for purchase that allow you to create your own database, tailor your own system and personalize your marketing materials. Click here to read more about this software. One of the advantages of this option is that you can keep all your patient information—including contact information—secure. No third party will have access to this information, making it protected and fully yours. This approach will take a greater investment of time and resources to fully set up, so you will need to budget for this expense upfront. You may also want to invest in training for key members of your office staff, to get the system up and running at full capacity. Once established, however, having a practice-purchased email marketing solution is the best option for the long-term.

Vendor-supplied: If you’re looking for a similar email marketing solution but for a fraction of the cost, purchasing a vendor-supplied system is the best option. There are countless options to choose from, so be diligent in your selection. Consider the size of your office, your budget, your desired materials and the types of patients you’ll want to target. Click here to read about some of the top vendor solutions. The advantages of this option include a lower cost, easier setup and, often, a lower startup burden compared to a practice-purchased system. Key features of many of these services include mass email capability, email scheduling and management, and formatted templates. You’ll be able to get this system up and running quickly, which means you’ll be able to reach your target audience faster. However, you may be limited with regards to the variety of materials you’re able to send, and you’ll have to pay per user, which can add up quickly. The main disadvantage to this option is that you’ll have to enter patient information into a third-party system. While many of these vendor solutions attempt to ensure reliability and security, your risk for patient data corruption and/or theft is increased. If you choose this option, be sure to review relevant HIPAA requirements to make sure patient data is as secure as possible.

In-house: You may be able to use in-house tools to manually create email lists, compile patient information and send out personalized marketing materials. This option will work in the short-term. Although it may seem like the most cost-effective solution, remember that this option will take more of your staff’s time and effort, and it requires constant attention, compared to practice-purchase and vendor-supplied software. As soon as your budget will allow, you’ll want to research and find the best professional marketing tool for your office.

Personalize Your Marketing Materials

Once you’ve identified your target patient population, organized their contact information and selected an email marketing solution, creating personalized marketing materials is your next step. The goal here is to make a connection with each patient. To prospective patients, create newsletters that emphasize what sets your office apart: medical expertise, educated staff and state-of-the-art technology. The key here is to make clear how your office stands above the competition. This will help you begin to establish a connection and guide prospective patients to come in for a consultation appointment. For new patients, you’ll want to send out monthly newsletters detailing new technology or services your office offers. Be sure to include special rates and information about personalized plans that would be available to them. For current patients, you want to maintain a personal connection. Tailor emails and newsletters to specific subsets of your patients. For example, you might send out information on the newest facial technology to patients who have expressed interest in these services in previous office visits or patient surveys. Through personalized marketing materials, you can establish and maintain a connection with your patients.

Follow Up

After sending out materials to your patients, you’ll want to strategically follow up. Reach out to new and prospective patients and make sure they’ve received all the information they need to make an informed decision about their medical aesthetic care. Invite them in for a free or reduced consultation appointment to get the ball rolling. Also, reach out to current patients and make sure they’re aware of new technology and/or treatments in the office, and answer any questions they may have. This also gives you a chance to record and address any concerns your patients may have, so you can be proactive in your service and offer top-of-the-line, personalized care.

Targeted email marketing is an essential component of a successful marketing program. To choose the right solution for you, schedule a strategy call with Terri today and take the first steps towards making and maintaining a connection with your patients today.

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  Med Spa Trends  Terri Ross Consulting 

Share |
PermalinkComments (0)
 

Retail Rakes It In

Posted By Administration, Monday, October 21, 2019

retail

By Michael Meyer, Content Writer/Editor, American Med Spa Association

Not every medical spa offers retail products, but according to the findings of the 2019 Medical Spa State of the Industry Report, those that don’t are missing out. The report reveals that 92% of medical spas sell skin care products as retail and that, each time patients decide to buy these products—an average of 81 times per month—they spend an average of $134 on them.

“High-volume retail sales are absolutely imperative for the profitability and long-term success of a medical spa,” says Bryan Durocher, a medical spa consultant and business development expert who is president of Durocher Enterprises. “In today’s competitive market, owners must invest not only in the products and merchandise stocked on the shelves, but also in properly ensuring their staff is adequately trained in how to sell retail, so that the products move off the shelves and into their patients’ hands. Developing a staff into the ultimate retailing dream team is the best, most underexposed and underutilized investment one can make.”

If someone comes into a medical spa from a medical background, it might seem somewhat gauche to him or her to place such an emphasis on retail sales. However, selling is a key part of what sets the medical aesthetic industry apart from more traditional medical services, and it is important that all providers understand that they are part of the sales process.

“Having meetings and educating the staff takes up a lot of time, and it can be annoying and make the week a little hectic and frantic, but it’s really important,” says Tanya McDevitt, practice manager for NeoSkin Center Medical Spa and Acne Clinic, a multi-million-dollar medical aesthetic practice located in Hudson, Ohio, a suburb of Cleveland. “Everyone in our facility is trained, from front desk to Dr. [Tricia] Bedrick [the practice’s owner]. Everyone gets the same amount of product training.”

McDevitt estimates that approximately 20-30% of NeoSkin’s revenue comes from retail sales. Maintaining or improving upon this is a top priority, and communicating with sales representatives from suppliers and manufacturers helps her and her staff understand how to best sell these items.

“I’ve really learned to utilize the sales reps for the products that we carry here,” McDevitt explains. “I really had to change my mind-set on that. I feel like setting aside the time with the rep—whether it’s a one-on-one with me to give me updated product information or to give Dr. Bedrick a one-on-one with updated product information or a team training—is just vitally important. They’re the experts on that line. I think a couple of my product reps are in here probably every two weeks. I love having them here. We learn something new every single time they come in, and I just think the presence of those reps is really important. And I can’t believe I’m saying that, because, at first, it really irritated me. But I find that they’re very helpful.”

A provider with excellent product knowledge can confidently tell a client about the benefits of a particular product, and a happy, well-informed client will very likely recommend the product to others.

“Your existing patients are the best and most cost-effective advertisement opportunities your medical spa has,” says Durocher. “When your staff properly educates their clients, they are able to maintain their service results at home. This ensures their satisfaction and return to your medical spa, while creating enthusiasm to spread the word about  their experiences.”

Given this, medical spa owners and operators should try to sell products that are not widely available or easily obtained from other outlets.

“Most of the product lines that we carry are not available to purchase online,” says McDevitt. “I feel like that makes us a destination, and our patients know that they can’t just log on to Amazon or somewhere else and purchase them. I think that makes us unique.”

Branded merchandise is another growing aspect of medical spa retail. According the 2019 Medical Spa State of the Industry Report, 19% of medical spas offer products such as t-shirts and jewelry, and while these products don’t sell in as great quantities as the skin care products—the average spend per patient is $45, and med spas report 38 purchases per month—but because they are so cheap to manufacture, they represent a relatively low-risk way to add to a practice’s bottom line.

But even if you feel that selling t-shirts is a step too far, embracing the retail side of the industry in a meaningful way can lead to higher profit margins and greater awareness of your business.

“We’re in a very small suburb outside Cleveland that’s a high-income area, and our lobby looks just like a storefront would if you were on the street and you could walk in,” says McDevitt. “It is so exciting and fun when people walk into our new space—they’re like, ‘Oh my gosh, I can’t believe how beautiful it is.’ And it looks like you’re in a retail store.”

Tags:  AmSpa's 2019 Medical Spa Statistical Survey  Business and Financials  Med Spa Trends  QP 

Share |
PermalinkComments (0)
 

Texas Medical Board Approves for Publication Changes to §193.17

Posted By Administration, Friday, October 18, 2019

texas

By Patrick O’Brien, JD, legal coordinator, American Med Spa Association

The Texas Medical Board (TMB) Disciplinary Process Review Committee met in a public hearing on October 17 to consider its posted agenda. At the hearing, the board unanimously approved a motion to publish the TMB’s proposed changes to its Administrative Rule Chapter 193, Standing Delegation Orders, including Section 193.17 – Nonsurgical Medical Cosmetic Procedures, in the Texas Register. We covered some of the proposed changes discussed at last week’s meeting here. The TMB indicated that the version approved had been revised based on the feedback it received. However, the version of the rules approved at this week’s meeting won’t be available to review until they are published in the Texas Register. This publication will trigger a 30-day public comment period, after which the proposed rules will be eligible for adoption and approval at a hearing of the full medical board. AmSpa Members can click here to view additional analysis on the meeting from our lobbyist. We will keep you updated on developments once these rules are published.

Tags:  Med Spa Law  Med Spa Trends 

Share |
PermalinkComments (0)
 

A Booming Industry with Compliance Concerns

Posted By Administration, Monday, October 14, 2019

medical spa

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

Anyone involved in medical aesthetics can tell you that the industry has been absolutely booming for some time now. Whether you own a large medical spa, operate a small aesthetic practice, or sell devices to providers, chances are you’re making money. Good money.

And the industry has shown incredible resiliency and staying power, having remodeled itself after the 2008 recession into a larger, more profitable enterprise.

The numbers don’t lie. AmSpa recently released its 2019 Medical Spa State of the Industry Report, which details business, financial and treatment data relating to United States medical spas. The numbers are pretty impressive.

The report showed that the industry grew a whopping 50% in 2017 alone, with 2018 following close behind with 30% growth. Since 2011, when the industry really started to take off in its current form, it has grown an average of 28% every year. And it shows no signs of stopping. AmSpa forecasts nearly 20% growth every year for the next five years, projecting the industry will double in size from 5,400 medical spas in 2018 to more than 10,000 in 2023.

The medical spa industry is currently a $10-billion business that employs more than 53,000 people by itself (excluding other aesthetic practices such as plastic surgery and cosmetic dermatology). It is on pace to become a $20-billion industry in short order. This places it among the fastest-growing industries in America.

So what’s not to like? Strong growth, better technology, increased appetite for non-invasive techniques that make customers look younger—it all looks good, right?

Although all signs point to continued robust growth, one issue lurks beneath the surface that continues to nag at the industry as a whole. It is the one problem that the industry can’t seem to get its hands around and, until it does, it risks not only never reaching its full potential, but also causing the industry to crumble under its own weight.

I’m talking about compliance. AmSpa’s report also took a high-level snapshot of how the medical spa industry functions from a legal and regulatory standpoint. It’s critical to remember that this industry is made up of medical spas—businesses that are medical facilities governed by the same regulations that orthopedic surgeons, family practice doctors and cardiologists, for example, must follow. These rules are enforced by state medical and nursing boards, the U.S. Food and Drug Administration (FDA) and the Drug Enforcement Administration (DEA), as well as state attorneys general. These are mandatory regulations that, when broken—even if just a little bit—can result in loss of license, hefty fines and even imprisonment.

All of these outcomes have occurred at an increasing rate during the past five years, and enforcement efforts are clearly increasing. Don’t believe me? Try typing “Botox arrest” or “med spa arrest” into Google and see what pops up.

It’s understandable, I suppose, that this industry would be slow to get on track legally. After all, with entrepreneurs and pharmaceutical companies raking in billions of dollars, it stands to reason that some shady characters would operate on the fringes. And there is no question that the applicable laws can be difficult to find, are sometimes fuzzy, and almost always are antiquated relics designed to apply to a different era of medicine. With so much new technology and so many new opportunities coming together in one industry, it is not surprising that many providers have struggled to determine what rules apply, and when. Don’t believe me? Just try calling your state medical board or nursing board.

But it’s time to get serious—and fast­—because as the industry innovates, creates and adds zeros to its bottom line, more and more opportunists take notice. Turf wars are developing between medical providers and societies. Industry executives are carving out pieces of the pie exclusively for themselves. Scammers are emerging, as are get-rich-quick schemes. And state and federal authorities are opening their eyes and actually paying attention.

Here’s the bottom line: If the medical spa industry doesn’t get its act together and focus on becoming safe, compliant and trustworthy, a reckoning will come in the form of over-regulation, truly bad publicity and public distrust—none of which are good for consistent growth.

And let’s be honest with ourselves here: Many of the rules that are being broken are not terribly difficult to wrap our heads around. Should an aesthetician with zero medical training, no oversight or supervision, and no hospital privileges be performing lip injections that can cause a patient to go blind if side effects aren’t handled properly? Should lasers that can quite literally burn a patient’s skin off their faces be administered without oversight or medical supervision?

AmSpa’s 2019 Medical Spa State of the Industry Report found that 13% of medical spas don’t perform any medical consultation prior to treatment, and that 15% of medical spas have someone other than a registered nurse, nurse practitioner, physician assistant or doctor performing injectable procedures. Five percent of medical spas admit that they have employees with no medical training whatsoever performing injections.

Take a step back and really think about those statistics. There are close to 1,000 medical spas in this country where a patient can be injected with toxin or fillers—treatments with potential outcomes that, if untreated, have been scientifically proven to cause serious side effects—without ever seeing a qualified medical professional. Or where a technician can fire a laser capable of causing third-degree burns and permanent disfigurement without any medical supervision whatsoever. Now imagine the news coverage and subsequent legal and legislative action that would result from even one individual going blind from a filler injection from an unqualified provider, or one high-profile individual being permanently scarred from laser burns. The results won’t be pretty.

Physician oversight is crucial, as are minimum training standards. Basic requirements must be universally adopted and self-enforced. The public must be convinced beyond any doubt that all medical spas are just as safe—if not safer—than plastic surgery offices or dermatology practices. AmSpa, with its partners at the law firm of ByrdAdatto, has been working tirelessly for more than six years to educate the industry on the basic requirements needed to make it safe and allow it to grow to its full potential.

Tags:  AmSpa's 2019 Medical Spa Statistical Survey  Med Spa Law  Med Spa Trends  QP 

Share |
PermalinkComments (0)
 

How the Update to the Texas Privacy Breach Notification Law Could Affect Your Medical Spa

Posted By Administration, Friday, October 11, 2019

data breach

By Jay Reyero, JD, Partner, ByrdAdatto

Target. Equifax. Facebook. Capital One. For us, a data breach is a reminder that the sensitive information we routinely entrust to organizations has inherent value and can be subject to nefarious attacks. For organizations, it is a reminder of the great responsibility accepted because of the great power received from valuable information. For states across the country, it is a reminder that more needs to be done in the fight for privacy and protection of sensitive information. With the passage of House Bill 4390 (HB 4390), Texas has showed how it plans to address the privacy of personal identifying information.

Signed into law on June 14, 2019, HB 4390 amends Texas’s privacy breach notification law—Texas Business and Commerce Code Chapter 521, Identity Theft Enforcement and Protection Act—by specifying a time frame for when notice of a breach is required and creating a notification requirement to state regulators. Beginning January 1, 2020, if a breach occurs and disclosure is required, the disclosure must be made “without unreasonable delay and in each case not later than the 60th day after the date on which the person determines that the breach occurred.” Previously, the disclosure only needed to be made “as quickly as possible.”

It is important to understand that the 60-day time frame doesn’t create a window for compliance, so organizations should not feel comfortable simply getting disclosures out by the 60th day to comply. Instead, organizations are first responsible to provide disclosure “without unreasonable delay,” which, depending on the circumstances, could be well short of the 60 days. If the circumstances support a reasonable delay approaching 60 days, an organization will then need to ensure that disclosure is provided before the deadline.

Also, beginning January 1, 2020, HB 4390 requires notification to the attorney general for breaches involving at least 250 Texas residents. The notice will need to include:

  1. A detailed description of the breach;
  2. The number of residents affected;
  3. The current and planned mitigation efforts; and
  4. Any law enforcement involvement.

All organizations subject to Texas’s breach notification law should begin reviewing and updating their breach notification policies in preparation for the new rules in 2020.

In addition to the current changes to the Texas privacy breach notification law, HB 4390 signals that Texas is not done addressing privacy with the creation of the Texas Privacy Protection Advisory Council. The purpose of the council will be to study various privacy laws and make recommendations to the Texas legislature on specific changes regarding privacy and protection of sensitive information.

To learn more about legal and business best practices to keep your med spa compliant and profitable, attend one of AmSpa’s Medical Spa & Aesthetic Boot Camps and become the next med spa success story.

Jay Reyero, JD, is a partner at the business, healthcare, and aesthetic law firm of ByrdAdatto. He has a background as both a litigator and transactional attorney, bringing a unique and balanced perspective to the firm’s clients. His health care and regulatory expertise involves the counseling and advising of physicians, physician groups, other medical service providers and non-professionals. Specific areas of expertise include federal and state health care regulations and how they impact investments, transactions and various contractual arrangements, particularly in the areas of federal and state anti-referral, anti-kickback and HIPAA compliance.

Tags:  AmSpa's Med Spa & Aesthetic Boot Camps  ByrdAdatto  Med Spa Law  Med Spa Trends 

Share |
PermalinkComments (0)
 

How to Structure New Employee Orientation

Posted By Administration, Wednesday, October 9, 2019

medical spa employee

By Terri Ross, Terri Ross Consulting

Your team is one of the most important assets of your medical aesthetics practice. Each member of your team—from the front office to the clinical team, medical providers and consultants (if you have them)—should be well-trained, be knowledgeable and have a passion for the industry and their position. Building a top-notch team of employees begins with planning and executing an informative, comprehensive and well-conceived new employee orientation. Here are the elements of how to structure a successful new employee orientation—from preparation to on-the-job training—and some key points that will ensure your team is well-trained, informed and prepared.

Prepare

Ahead of time, make personalized packets of information for every new employee. Make sure all key information is included, from tax information, employee benefits, the employee handbook and all legal documents to the basics of how your office operates. Include system login information, a layout of the office, and detailed job descriptions. It also is a good time to relay etiquette and dress code expectations, so any questions or concerns can be addressed before the new employee’s first full day. You may also choose to include job-specific e-training, so employees can get a head start on preparing for their role before their first day. Preparing personalized folders of information for new employees is the first step to a successful orientation. Not only does it help you build a more productive staff, but it also makes new employees feel welcomed and informed.

Assign a “Peer” or Work Buddy

To help each employee adjust to the systems and protocols of your office, it’s a good idea to assign them a “work buddy.” Preferably, this person will work closely with the new employee in their role. The duties of the work buddy include:

  • Making introductions to other employees in the office (front office staff, doctors, clinical personnel and supporting staff);
  • Making sure the new employee feels comfortable in their work space; and
  • Providing necessary resources and information about their job duties and general office protocols (system logins, meeting schedules, patient care, etc.).

Joining a new office dynamic can be intimidating and overwhelming. By assigning each new employee a go-to person within the office, you will ensure they feel welcome and integrate seamlessly into your team.

Give a Comprehensive Tour

Give each new employee a complete tour of your office, from the front office to the waiting rooms, procedure rooms and consultation rooms. Every employee in your office should know where to direct patients if needed and where to find necessary information, whether administratively or clinically. In order to offer top-notch service, each employee should be an integrated member of your team. This means knowing what types of procedures your office offers, the technology available, and a comprehensive view of the industry and how your office compares to your competition. You want each employee to know their niche in the office so they can excel in their role. The first step is offering a complete narrated tour.

Provide Access to Important Systems

In addition to offering introductory packets and a guided tour, you will want to make sure every new employee has access to your systems. If the employee will need to access patient information in their role, provide information about the patient management software and scheduling system used. Not providing this can negatively affect their productivity. If they can begin familiarizing themselves with the protocols and systems in your office during orientation, they will become productive members of the team much faster. You may also want to provide detailed information on new technology and services your office offers and make sure the employee can log onto vendor websites as needed. This way, they can take the initiative to really learn the technology your office offers, after hours if needed.

Plan a Group Lunch

New employee orientation can be overwhelming. To help make the employee feel relaxed and welcome, plan a group lunch on their first day. Order food from a nearby café or restaurant and gather in a neutral location, such as a staff conference room. Make sure a few people from each part of your office are included—front office staff, supporting staff, nurses and doctors. Not only can the new employee interact with and get to know other members of the team on a personal level, but they will also establish key connections that will help them in their role. The most important part of answering any question is knowing who to ask. This introductory lunch will assist in establishing those connections and help the employee feel more integrated before they begin their first full day on the job.

Offer On-the-job Training

As part of new employee orientation, you will want to introduce the new employee to the general structure of a normal working day. Beginning after lunch on the first day, make sure the employee is settled at their desk or office location and provide a few simple tasks to complete. The “work buddy” will need to be available and ready to assist in the coming days and weeks, if needed. Make sure the employee feels encouraged and supported to ask questions. (Read more about the importance of on-the-job training in this article.) Now is the time to make sure the new employee feels comfortable with the expectations of their role, is equipped with all the necessary tools, and can begin working as a valuable member of the team.

Follow Up

Following up is one of the most critical aspects of new employee orientation. Don’t expect the new employee to know their role completely before they have some experience. Generally, you should have the “work buddy” check in with the employee weekly. After one month, arrange a meeting between the employee and the front office manager or relevant supervisor. This is a dedicated time for the employee to ask unanswered questions. You also can use this time to gather feedback and ask the employee questions about the office, services you offer and technology you use. At this point, the employee should be familiar with their role and responsibilities, know the basics of your services and treatment plans, and have some background knowledge of the industry. Use this opportunity to give an informal quiz and make sure they are up to speed.

Having a knowledgeable staff is absolutely key to the success of your office. This starts with an effective and well-thought-out new employee orientation. Schedule a strategy call with me or download my 10 Point Assessment to learn about how to structure your new employee orientation today.

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  Med Spa Trends  Terri Ross Consulting 

Share |
PermalinkComments (0)
 
Page 1 of 11
1  |  2  |  3  |  4  |  5  |  6  >   >>   >| 
Contact Us

224 N Desplaines, Ste. 600S
 Chicago, IL 60661

Phone: 312-981-0993

Fax: 888-827-8860

Mission

AmSpa provides legal, compliance, and business resources for medical spas and medical aesthetic practices.

Follow Us: