MARKETING

MARKETINGAACONTACT
CONTACT
LENS
LENS PRACTICE
PRACTICE

2003-Jul-29
 COPYRIGHT NOTICE

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including text, images, &/or illustrations.
 SPONSORS

Development and delivery of contact lens education by IACLE is supported through

educational grants and in-kind contributions

Industry
Supporters

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Supporters
 Published in Australia by
The International Association of Contact Lens Educators
First Edition 1997
The International Association of Contact Lens Educators 1996
All rights reserved. No part of this publication may be reproduced, stored in a
retrieval system, or transmitted, in any form or by any means, without the prior
permission, in writing, of:
The International Association of Contact Lens Educators
IACLE Secretariat,
PO Box 656
Kensington NSW 1465
Australia
Email: iacle@iacle.org
 ACKNOWLEDGEMENTS

The IACLE Curriculum Project is the result of a desire to raise

the general standard of eyecare education, to make contact
lens wear safer and more successful, and to develop the
contact lens business further by creating the educational
infrastructure that will produce the teachers, students, and
practitioners of the future.

Full acknowledgements, along with the educator’s guide to the

IACLE Contact Lens Course (ICLC), can be found on the
IACLE website at www.iacle.org
 CONTRIBUTOR

Marketing a Contact Lens Practice:

Pamela Capaldi, BSc

 MARKETING A CONTACT LENS
PRACTICE

• Self-teaching guide to developing a

Marketing Plan

• Workbook included

• Discuss Marketing Plan with instructor

THE MARKETING MESSAGE

• All communication is a form

of ‘marketing’
• Everything done in a practice
will influence how the patient
perceives that practice
 HOW MUCH ACTIVE
MARKETING SHOULD YOU DO?

• Take an active role

• Choose a direction

• Your marketing is a
reflection of you

• Balance productivity, professionalism, profit

 HOW MUCH ACTIVE
MARKETING DO YOU DO?

• Flamboyant vs conservative

• Commercialism vs professionalism

• Learn-as-you-go process

• Think about the direction to be pursued

 THINKING ABOUT YOU:
HOW DO I GET STARTED?
• What image do I want to convey?
• How will I position the scope of my clinical skills?
• How do I promote contact lenses in my practice?
• What are my goals and objectives?
• What is my plan to reach them?
• How do I communicate with my patients and
expand my patient base?
• Where do I begin?
 INTERNAL AND EXTERNAL
MARKETING

• Two parallel paths to be

addressed simultaneously

• Professional practice: market

from the inside out

 THE INTERNAL MARKETING
PLAN
Internal Step 1 - Practice name
Internal Step 2 - Slogan and logo
Internal Step 3 - Practice scope
Internal Step 4 - Definition of image
Internal Step 5 - Targeting patient base
Internal Step 6 - Role of staff
Internal Step 7 - Office procedures
 THE EXTERNAL MARKETING
PLAN

External Step 1 – Advertising/Written communication

External Step 2 - Voice communication
External Step 3 - Press releases/publications
External Step 4 - Role in the community
External Step 5 - Creating special events
External Step 6 - Measuring results
 CONSIDERATIONS:
COST AND PRACTICALITY

• Position yourself

• You cannot be all things to all patients

• Define and target efforts

THE BOTTOM LINE:
THE PATIENT BASE

GROW

MAINTAIN

ESTABLISH
YOU NEED PATIENTS!

• No patients = No practice

• How do you find them?

• Balance between:

- patient growth

- quality of care

- quality of life
THE BOTTOM LINE:
YOUR SATISFACTION

• Quality care

• Lifestyle

• Income
NAMING THE PRACTICE

• Intangible impression

• No ‘right’ way

• Clear message

• Positive perception
 DEVELOPING A SLOGAN

• ‘By-line’ that describes what you do

• Further develops the image

• Consistent message
 DEVELOPING A SLOGAN

• ‘We care for you, and your eyes’

• ‘Professional care for your eyes’

• ‘Focused on you’

• ‘Contact lens services just for you’

• ‘Contact lenses just for you’

A PICTURE IS WORTH A THOUSAND
WORDS
• Consistent A GOOD LOGO IS

• Crisp and clean

• Unique
• Easy to identify
• Ageless
• Sizes well
• Reproduces well (Sachs, 1986A)
• One dominant element
 WHAT DO YOU DO?

• Does the practice name reflect who you are?

• Does the slogan reflect the scope of care?

TELL THE PATIENT CONSISTENTLY

WHO YOU ARE, AND WHAT YOU DO
 GREAT OPPORTUNITIES

CONTACT LENS PRACTITIONERS

WHO ARE SUCCESSFUL:
• Capitalize on clinical expertise to
increase business
• Offer specialty services
• Expand the patient base by fitting
children and presbyopes
• Expand the practice by accepting
post-refractive surgery referrals
 PRACTICE BUILDER

Almost all patients can wear contact lenses due to:

• Breakthroughs in technology

• New designs

• Affordability
 PRESENT THE CHOICES

Your job is to present the choice and options for:

• Correcting refractive error
• Providing optimum vision
• Correcting presbyopia
• Convenience with disposability
• Changing eye color
• Convenience in sports
 ADVANTAGES OF CONTACT LENSES
COSMETIC ADVANTAGES

• Appearance is the #1 reason

• Fashion sunglasses now possible

• Ability to change eye colour

• Enhance light eye colour

 ADVANTAGES OF CONTACT LENSES
VISUAL ADVANTAGES

• No spectacle frame
• Wider field-of-view
• Fewer aberrations
• No image jump
• Vision more natural in size (conditions apply)
• High myopes - less minification
• High hyperopes - less magnification
• Better depth perception
 ADVANTAGES OF CONTACT LENSES
QUALITY OF LIFE ADVANTAGES

• More ‘natural’, spectacle-free vision

• Preferred by active people
• No bouncing of spectacles during sports
• No sliding
• No fogging, collection of perspiration/condensation
• No fingerprints, streaking, drops on surface
 ADVANTAGES OF CONTACT LENSES
MEDICAL ADVANTAGES

• Shield from serious corneal injury

• Prevent foreign body from entering cornea

• Bandage lenses

• Therapeutic uses
 OCCUPATIONS IN WHICH
CONTACT LENS WEAR IS IDEAL

• Entertainment
• Sales
• Athletics
• Outdoor
• Photographic
• Aircraft/airline
• Medical/surgical
• Law enforcement
 WHAT IS THE DIFFERENCE?
RGP LENS ADVANTAGES

• Clear, sharp vision

• Long-term comfort
• Stability and durability
• Ease of care
• Good ocular health
• Corrects small to moderate
amounts of corneal astigmatism
 WHAT IS THE DIFFERENCE?
SOFT CONTACT LENS ADVANTAGES

• Excellent comfort
• Variable wearing time
• Occasional wear
• No foreign body sensation
• Good ocular health
• Ability to change eye color
• Simple lens care
• Daily disposable, disposable, and extended wear options
 IT IS UP TO YOU

• Offer contact lenses to EVERY patient

• Educate patients about the features, benefits,

and advantages of contact lens wear

• Good starting point to turn ‘potentials’ into patients

 INTERNAL MARKETING PLAN
REVIEW

IMP Step 1 Naming the practice

IMP Step 2 Developing a slogan and logo

IMP Step 3 Determining the scope of the practice

 MOVING ON TO IMP STEP 4
DEFINING THE IMAGE YOU PROJECT

“Haven’t I already determined what image

will be projected by my name, slogan,

and services?”
 VARIATIONS IN PROFESSIONALISM

• Costliness Sachs, 1986B

• Formality

• Rigidity

• Sense of humor

VARIATIONS CAN BE POSITIVE ATTRIBUTES!

DOES IMAGE EQUAL PRICE?

• Patients will pay for good service

• Patients want the BEST VALUE
 WHAT DO YOU HAVE TO SELL?

“Outstanding service is what keeps patients coming

back, especially so when service is really the only
thing we have to sell.”

Koetting, 1992A
 WHAT DO PATIENTS WANT?
THE TOP FIVE CHARACTERISTICS PATIENTS DEMAND

MSI data cited in Koetting, 1992A

• Reliability
• Responsiveness
• Assurance
• Empathy
• Tangibles
 THE COST OF ATTRACTING
A NEW PATIENT

Practice management professionals have

estimated that it takes 6 to 10 times more time,

effort, and expense to attract a new patient, than

to retain a current patient

 SERVICE

SERVICE BEGINS WITH A GOOD FIRST

IMPRESSION BUT IT DOES NOT STOP THERE

 IMP STEP 5
TARGETING THE PATIENT BASE

Appeal to patients who are:

• Appearance conscious
• Safety conscious
• Reluctant wearers
• Price conscious
• Medically oriented
 WHO IS YOUR TARGET PATIENT BASE?
CLEARLY DEFINE YOUR TARGET PATIENT BASE

“Our practice will target families who live within

20 kilometers of our office.
We will actively pursue patients aged 20-45.”
 BRAINSTORMING

• Hundreds of ideas

• Creative marketing approach

• What will work best for you?

• Select ideas after considering all the options

 IMP STEP 6
THE ROLE OF STAFF
Select staff members who:
• Are motivated
• Are caring
• Are efficient
• Have a positive attitude
• Will influence a positive office atmosphere
 IMP STEP 6
THE ROLE OF STAFF

Select staff members who:

• Have contagious enthusiasm

• Have a professional attitude

• Are willing to learn

• Have potential
 THE RIGHT PERSON

• Motivated

• Positive

• Willing to learn

TECHNICAL SKILLS CAN BE LEARNED

 PROVIDE A
STAFF TRAINING PROGRAMME

• Outline what is expected

• Provide procedures to follow

• Provide technical materials to study

• Set a time schedule

 SUGGESTED TRAINING PROGRAMME

• Provide one article, or chapter of a technical

book, per week
• Allow the employee one hour each week, in office
time, to read and study
• Hold a staff meeting to discuss the material
WHAT DOES STAFF TRAINING
ACCOMPLISH?

• Investment in employees

• Facilitates learning

• Emphasizes importance of knowledge

YOU BECOME A TEAM!

 FINDING THE TIME

HOW DO I FIND THE TIME TO CONDUCT A

STAFF TRAINING PROGRAMME?
• Make the time!
• Use lunch hours
• Use after office hours
• Use staff meetings

INVEST IN INDIVIDUALS WHO ARE WILLING

TO INVEST IN YOUR PRACTICE
 IMP STEP 7
OFFICE POLICIES AND PROCEDURES

Your ongoing success and growth depends on

how your office runs day to day
 THE TELEPHONE

EACH TIME THE TELEPHONE RINGS

IT IS OPPORTUNITY CALLING!
• First point of communication
• Assign the task to knowledgeable, friendly staff
• At least 2 phone lines needed
• No busy signals for the patient
• Add more lines if all your phones are often engaged
 THE TELEPHONE

DEFINE AN INITIAL GREETING

• All employees to use the standard greeting

• Assign one person the task of answering the

phone

• Answer no later than 2nd or 3rd ring

 THE TELEPHONE

• First impressions are critical

• Efficiency, care, and competency are needed

The initial contact paves the way for the

potential patient to become a returning
and referring patient
 TELEPHONE INQUIRIES
DEVELOP SCRIPTS TO USE AS GUIDES

• Use scripts to emphasize key points

• ‘Refer to’ rather than read verbatim
• Develop for commonly asked questions (FAQs)
• Role play to polish skills
• Consistent replies reflect professional opinions
and scope of care provided
 TELEPHONE INQUIRIES
HOW MUCH ARE CONTACT LENSES?

• You have called the right place! Capaldi, 1999

• We offer a wide variety of contact lenses
• Although almost everyone can now wear contact lenses, let
me ask you a few questions to learn more about the types of
lenses that might suit you and your lifestyle
• We would welcome the opportunity to examine your eyes
• Together we can select the best and healthiest lenses for you
 TELEPHONE INQUIRIES
IF CALLER PRESSES FOR AN ACTUAL COST...

• The reply should demonstrate there is more than price

involved in getting contact lenses
• Provide a range of costs
• Keep it simple Capaldi, 1999
• “We offer contact lenses ranging from $$ to $$$, the
actual cost depends on the type that best suits your
visual, and lifestyle needs”
 TELEPHONE INQUIRIES
I HAVE ASTIGMATISM. CAN I WEAR CONTACT LENSES?

• Describe astigmatism simply Capaldi, 1999

• A soccer ball shape versus a football shape

• People with astigmatism can definitely wear

contact lenses

• Many designs and options are available

 TELEPHONE INQUIRIES

I WEAR BIFOCALS. IF I WEAR CONTACT LENSES,

WILL I STILL BE ABLE TO READ?
• Several ways to fit bifocal wearers with contact
lenses Capaldi, 1999
• Monovision option
• Bifocal contact lens options
• Several designs are available
• Together we can determine the best for you
 TELEPHONE INQUIRIES
WHAT ARE DISPOSABLE LENSES?
Capaldi, 1999

• Daily disposable lenses are special soft lenses that

are worn once and then discarded
• Also offer disposable and frequent replacement
lenses that are replaced at 2 weeks, 1 or 3 months
• Replacing lenses frequently improves comfort levels,
visual acuity, and corneal health
 SCHEDULING
APPOINTMENT SCHEDULING AND KEEPING TO THE SCHEDULE

• Important aspect of smooth running practice

• Makes a memorable first impression
• Chance to gain a lifelong patient
• Set the first appointment within the same week
• Keep the momentum going
• Designate times in the appointment
book for new patients only
 SCHEDULING
MAKE A GOOD FIRST IMPRESSION

• Fax a map and directions to the office

• E-mail a note welcoming them
• E-mail suggestion they view your website
• Complete the health history over the telephone
before the visit
• Telephone to confirm appointment 1- 2 days before
 SCHEDULING
KEEP THE PRACTICE BUSY

• Efficient management of the appointment book

is the key to keeping the practice busy from day
to day
• Ensure the patient comes in for their first
appointment
• Take steps to consolidate the patient’s interest
and their investment in your practice
 SCHEDULING
BE ON TIME !

• Keep to the schedule to keep patients

• Patients are too busy to be kept waiting
• Begin the eye examination on time
• If delayed, utilize staff members to engage the
patient’s attention
• The moment the patient walks through your
office door, your time is theirs
 FEES
SETTING AND PRESENTING FEES

• Patients buy services and benefits

• Fees reflect time, care, and
professional competency
• Fees are not just contact lens
product costs
• Most patients understand this
 FEES
SETTING AND PRESENTING FEES

• Provide a breakdown of services

• Patients are interested in the BEST VALUE

• Set competitive professional fees

• Do not price yourself out of your target market

• Compare professional fees in your area

 FEES
SETTING AND PRESENTING FEES

• Patients want good value, not just the

lowest price

• Set competitive professional fees

FOLLOW-UP AND REFERRALS

One satisfied patient can refer 10

new patients through ‘word-of-
mouth’ marketing

One dissatisfied patient can do

great damage
 FOLLOW-UP AND REFERRALS

• Ensures patients will return

• Ensures patients will refer others

• Call the patient 2-3 days after dispensing lenses

• Contact demonstrates your care and interest

• Your attention will please them and be welcomed

 FOLLOW-UP AND REFERRALS

• Reinforce the need for follow-up care

• Contact lens patients are prone to thinking that
there is no need for a return visit unless
problems arise
• Reassure them that, although contact lens wear
is simple and convenient, proper maintenance
and follow-up are required if complications are
to be prevented
 FOLLOW-UP AND REFERRALS
A HAPPY PATIENT REFERS OTHERS

It is important to remember to always say

thank you for a patient referral

THIS IS A POWERFUL
INTERNAL MARKETING TOOL
 RECALL

• Tap into current patient base

• Several recall systems exist

• Most common is to send a postcard reminder

• Follow reminder with telephone call

 RECALL
IF THE PATIENT DOES NOT RESPOND

• Endeavour to find out why

• Discuss any dissatisfaction expressed

• A call from the practitioner might be in order

• Thank patient for their openness

• Review complaint with office staff to formulate a

correction so that the episode is not repeated
EXTERNAL MARKETING PLAN

MARKETING TOOLS

TO USE FROM THE

‘OUTSIDE - IN’
 EXTERNAL MARKETING
EMP STEP 1: ADVERTISING

• Several different types of printed media

• Choose what will fit your budget

• Choose those that will target more closely the

patients you want to reach

• Think about what is the ‘best investment’

 EXTERNAL MARKETING
NEWSPAPERS

• Limited life span - a day

• Appeals to general population
• Design should be clear, concise,
convey professionalism
• List practice name and location
• List slogan and include logo
 EXTERNAL MARKETING
NEWSPAPERS

• Select a local newspaper

• Determine how often the ad will run
• Be consistent
• Creativity will get the ad noticed
• Pleasing graphically, no clutter,
provides clear information
 EXTERNAL MARKETING
NEWSPAPERS

• Knowledgeable and professional appeal

• Provide information to the patient
• Information source to educate general public
Example:
Frequently asked questions (FAQs) column
 EXTERNAL MARKETING
BROCHURES/DIRECT MAIL

• Any ad, notice, or brochure sent to a

patient is considered ‘direct mail’
• Design a flyer or brochure that is
attention getting

THE DIRECT MARKETING ASSOCIATION ESTIMATES

BILLIONS OF PIECES OF DIRECT MAIL ARE SENT
THROUGH THE POSTAL SYSTEM
(in Koetting, 1992C)
 EXTERNAL MARKETING
BROCHURES/DIRECT MAIL

The aim is to put a reminder or message about your practice

in front of patients, and potential patients, as often as

opportunity, and funds, permit

 EXTERNAL MARKETING
BROCHURES/DIRECT MAIL

• Practice brochures

• Promotional flyers

• Newsletters

• Stuffers
EXTERNAL MARKETING
PRACTICE BROCHURE

• Slogan
• Logo
• Scope of services
• Office hours
• Location
• Map/directions
• Overview of the practice
 EXTERNAL MARKETING
PROMOTIONAL FLYER

• Single page

• Describes a current ‘promo’

• Describes a special campaign

 EXTERNAL MARKETING
NEWSLETTER
• 2 - 4 pages
• Reports on current office activities
• Include photos of events
• What might you include?
- hiring a new staff member
- attendance at conference
- new contact lens products
- holiday greetings
 EXTERNAL MARKETING
STUFFER

• Small size (A5, A6, or equivalent)

• Contains a single message

• A single theme

• Is included in other mailings

• For example, ‘stuff it in’ the envelope

of the patient’s current financial statement
 EXTERNAL MARKETING
ADVERTISING
• Extensive resources exist for developing
printed information for patients
• Follow the three ‘C’s’ when advertising
• Always be: (Koetting, 1992C)
- continuous
- consistent
- comprehensible
 EXTERNAL MARKETING
ADVERTISING
E-MAIL AND THE INTERNET

• Can be perceived as ‘leading

edge’ communication
• Impress patients with your
involvement with new
technologies
 EXTERNAL MARKETING
ADVERTISING

ESTABLISH A WEBSITE
Display your office brochure and include:
• A map and directions
• Photographs
• Staff member backgrounds
• Professional credentials
• Direct patients to the website to view
current information and promotions
 EXTERNAL MARKETING
ADVERTISING
USE E-MAIL
• Send short notes to patients
• Follow up the dispensing of contact lenses with
an e-mail rather than a telephone call
• Establish a ‘mailing list’ with e-mail addresses
• Send out notices, recalls, greetings
with the touch of a key
• Can save much time, effort, and expense
“You’ve got e-mail !”
 EXTERNAL MARKETING
EMP STEP 2: COMMUNICATE BY VOICE

• Ways to communicate with the patient

by voice

- telephone directory advertising

- when staff/you call patients

- when patients call you/the practice

 EXTERNAL MARKETING
TELEPHONE DIRECTORY

• List practice name, and individual

name, in the local directory
• Keep the ad simple and clear

• List name, address, and telephone number

• If space allows, list logo, slogan

 EXTERNAL MARKETING
TELEPHONE DIRECTORY

• Use bold print

• Use a double-sized listing if possible

• Use a graphic element (lines, a border)

• Obtain an easy-to-remember number

 EXTERNAL MARKETING
TELEPHONE
WHEN THE PATIENT CALLS YOU

• Answer with a friendly, consistent greeting

• It is an opportunity to turn the
caller into a patient
• Initial call shows interest - capitalize on
this - book an appointment if possible
 EXTERNAL MARKETING
TELEPHONE
WHEN YOU CALL THE PATIENT

• Pro-active advertising
• Take a moment to convey a friendly
message to secure patient loyalty
• Solidify the relationship with the patient
• Demonstrate their importance to the practice
 EXTERNAL MARKETING
TELEPHONE
TELEMARKETING

• Only use when you have a specific message

• Some patients can respond negatively
to telemarketing campaigns
• To ensure a positive outcome, only
telephone previous patients
 EXTERNAL MARKETING
EMP STEP 3: PRESS RELEASES

• Communicate newsworthy information

about the practice

• ‘Free’ print exposure

• Distributed in local newspapers,

magazines, radio
 EXTERNAL MARKETING
PRESS RELEASES

• Rarely is your news ‘important’

• Write a human interest story, or story on
the profession at large
• Must catch the reader’s attention in the first
few sentences
• Conveys information to the general public
 EXTERNAL MARKETING
PRESS RELEASES

• What can you report?

- contests
- office exhibits
- anniversaries/milestone
- a local angle
- new office facilities
- civic activities/charitable events
- major new equipment
(after Sachs, 1986C)
 EXTERNAL MARKETING
PRESS RELEASES

• What can you report?

- committee appointment/special projects
- honours/awards
- educational activities
- unusual office hours, policies, décor
- patient education events
- new staff
- research
(after Sachs, 1986C)
 EXTERNAL MARKETING
PUBLICATIONS

• Make duplicates of professional articles,

publications to have on-hand in your
reception area
• Impress patients with your reputation

• Let patients know you are ‘published’!

 EXTERNAL MARKETING
EMP STEP 4: COMMUNITY ROLE

• Create a public image in the community

• Let patients know who you are

• Deliver speeches

• Speak to charitable and school groups

 EXTERNAL MARKETING
COMMUNITY ROLE

• Enhance lectures with slides, pictures,

demonstrations
• Make your availability known
• Volunteer for community activities
• Word-of-mouth will spread awareness of
professional skills/generous nature
 EXTERNAL MARKETING
EMP STEP 5: SPECIAL EVENTS

• Be creative!
• Will depend upon time and
budget
• Draw people together for a
special activity
• Builds your image in the
community
EXTERNAL MARKETING
SPECIAL EVENTS
• Open-house (Sachs, 1986D)
• Office tours
• Patient-appreciation days
• Health fairs
• Art shows/openings
• Concerts
• Book donations
• Displays in public places
• Scholarships/awards
 EXTERNAL MARKETING
SPECIAL EVENTS
• Declare your own holiday
• Sponsor a children’s sport team
• Sponsor/donate to other activities
• Raise funds for charity
• Activity books for teachers
• Career programme
• Contests
• Unusual office décor (Sachs, 1986D)
 EXTERNAL MARKETING
SPECIAL EVENTS

WHATEVER YOU DREAM UP

Be sure to take steps to draw the local

media’s attention and gain good publicity
 EXTERNAL MARKETING
EMP STEP 6: MEASURING RESULTS

• Gather information on what is working

and what is not
• Repeat effective approaches
• Eliminate those not bringing patients to
the practice
 EXTERNAL MARKETING
MEASURING RESULTS
PATIENT SURVEY
Ascertain:
• What appeals
• What they find unique
• What is the best way to communicate
with them
Tabulate information, extract trends
 EXTERNAL MARKETING
MEASURING RESULTS

HOW DID THEY COME TO BE YOUR PATIENT?

• Were they referred by friend/family?

• Did they find you in the telephone directory?

• Did they receive some direct mail?

ASSESS HOW BEST TO REACH PATIENTS

 EXTERNAL MARKETING
MEASURING RESULTS
HOLD A PATIENT ‘FOCUS GROUP’
• Invite selected patients
• Small group of loyal patients to tap into - for
direction and guidance
• An hour or two in the evening/weekend
• Provide light snacks, beverages
• Gather opinions
 SUMMARY:
SUMMARY:MARKETING
MARKETINGTHE
THECONTACT
CONTACT
LENS
LENSPRACTICE
PRACTICE

• You are faced with many challenges

• Think your internal & external
marketing plans through carefully
• Develop a step-by-step process
• Review your plan every 6 months
• Begin now! The possibilities are up to
you
 THANK YOU

Feedback on errors, omissions, or suggestions for

improvement are invited. Please contact us at:
iacle@iacle.org

See the following slides explaining the symbols,

abbreviations, and acronyms used in the IACLE
Contact Lens Course

Table of Contents
SYMBOLS
ABBREVIATIONS
ACRONYMS
ACRONYMS