MedEsthetics magazines offers business education and in-depth coverage of the latest noninvasive cosmetic procedures for physicians and practice managers working in the medical aesthetics industry.
Issue link: https://medesthetics.epubxp.com/i/668890
BUSINESS CONSULT | My team and I visit medical aesthetic practices and medspas nationwide on a regular basis. Frequently, we are there to assess the business and help it grow its presence within the local market. Almost 100% of the time, the quality of clinical services is outstanding; however, the quality of the customer service is only fair. We fi nd that customer service issues at medspas and aesthetic practices are often diffi cult to fi x because they stem from deep-rooted customs or practices that have long been part of the business' operations. So how do you create a stellar experience that encourages patients to not only refer their friends and family, but also rebook for future care? You must establish a customer-centric team and practice philosophy. ALIGNING YOUR BUSINESS To become a more customer-centric organization, you must view and defi ne your business strategies through the eyes of your patients. All businesses operate to produce a By Francis Acunzo A Customer-Centric Team Outstanding customer service is what differentiates cosmetic medicine from clinical practice, and it requires team buy-in. profi t, but profi t is not the purpose of a successful practice; it is the outcome of a successful practice. The purpose is to provide high-quality services and procedures with a focus on safety and care offered in a comfortable setting. When you have patients who are happy with their results, the staff and the environment in which their care was deliv- ered, you earn returning patients who become ambassadors for your aesthetic practice. These ambassadors increase sales more cost effectively than any other marketing avenue. Hence, customer service and patient satisfaction need to be the center points of all business decisions. This holds true for all eight of the key functional areas of your practice: human resources, operations, accounting, sales, marketing, facility, information technology, and research and develop- ment. Because those at the top defi ne a practice's culture, the physician-owner must lead with this in mind. CUSTOMER-FOCUSED LEADERSHIP What do customer-centric leaders (CCLs) do differently © GETTY IMAGES 14 MAY/JUNE 2016 | Med Esthetics