Physicians are invariably a key, yet often underutilized, element of a program's sales and marketing function. Appropriate and creative ways of using physicians in support of program sales and marketing is crucial.

It is the impact of a physician's services that provides the foundation for positive outcomes and business solutions for a program's client base. Physicians should be expected to develop linkages between clinical interventions and a program's marketing efforts.

Since consumer education is central to effective marketing, physicians must be able to discuss value-added issues with program clients. In addition, the physician should play a role in branding the program's products and services. Physicians also should participate in a full array of marketing activities, including Internet site development, educational outreach efforts and media relations. They also should be involved in client retention efforts. The most effective physician marketers have mastered the principles of customer relationship management.

In addition, physicians who assume a leadership role in marketing can make a significant contribution to the program's success by conducting internal analyses of clinical and operational strengths and weaknesses, reviewing volume data and competitive intelligence, and contributing to a monthly marketing plan.

Outcomes: Physician marketers are in a good position to educate customers about the value of the services being offered. "As a private practitioner, " dr. 'Fletcher said, "the most helpful thing to me over the years been communicating with customers about outcomes." Examples of outcomes include reductions in worker's compensation coasts, fewer lost work days, shorter patient turnaround times and the absence of OSHA fines.

Customer Satisfaction: "For physicians in this business, some days you are a hero, and some days you are a villain," Dr. Fletcher said. "There are going to be upset patients and employers." To achieve a balance, Dr. Fletcher said he places a marketing emphasis on consistency of service, reliability and credibility.

Accessibility: Physicians must be perceived by customers as approachable and involved in service delivery, not just patient care. "In my experience, when programs have failed, the physician did not really feel that the marketing role was something that he or she needed to do. The physician must ignored this vital role," Dr. Fletcher said. "Physician involvement is so important for a program if it wants to become a dominant player in the marketplace."

Branding: Branding should emphasize quantifiable benefits involving physician interventions. "It is my belief that the physician's identity is really the product," Dr. Fletcher said. "Long-term consistency with a brand name physician who has earned a reputation is essential. For example, in my business, I offer work injury case management. I think I get results with the way that I manage cases, and that's what I try to communicate in the marketplace as far as the brand."

Creating awareness: Along with sustaining a brand name, it is equally as important to create and maintain program awareness in the community. There are a number of ways a physicians can help raise awareness, ranging from one-on-one visits with employers, to participating in community events, to conducting lunch-and-learn seminar, to being an "expert" available to the media, even on short notice. Other basic marketing strategies include:

• A program ""home page"" on the Internet that prominently features the physician.
• Physician contribution of articles to newsletters and the local newspaper.
• Listing the physician in local telephone and professional directories.
• Joining the Chamber of Commerce and other public service organization.
• Attending company events such as health fairs and annual picnics.

Sales Support: The physician is part of the sales team. The physician should work closely with account representative, monitor sales activities, and take the opportunity to offer suggestions on products, services and business opportunities. The physician also should participate in the development and maintenance of an effective customer account management system.

Know you customer: A good salesperson knows their customer. The physician must understand the customers' business needs. Do they have a modified alternative duty program? What referral sources do they prefer to use? What types of hazards are they dealing with? Constant updating of this type of information is necessary.

Set aside time: Customer relationship management takes time. "I try to spend two to four hours a week on marketing activities, whether it's taking a customer to lunch or to a sporting event, participating in an extended phone call, or conducting on on-site visit," Dr. Fletcher said. In carving out valuable time for marketing, he suggest keeping these maxims in mind:

• Focus on one key customer per week.
• You cannot serve every customer.
• Conduct quarterly case management meetings.
• Market to community physicians. Be visible within the medical community. Interact with specialists.
• Be a mentor to the program's marketing director.
• Do not undervalue your services. When appropriate, tell the client you will bill them for your time and expertise.

Tips for Your Internet Site

Does your occupational health program have a home page? Consider posting the following to enhance the physician's visibility:

• The physician's CV, credentials and other biographical information.
• The physician's picture.
• Publications, articles and case decisions in which the physician is involved.
• Practice information, such as how to contact the doctor after hours, maps to your facilities, etc.
• The physician's treatment philosophy.
• Link to other relevant sites recommended by the physician.