Marketing in radiology, as in many medical fields, has only recently become an integral part of medical imaging practice. Medical imaging has recently realized the necessity to embrace the marketing concept and do away with the historic production orientation to providing imaging services. Since radiologists do not have direct access to patients and are dependent on referrals for their business, the marketing of radiological services is actually the management of strategic relationships, which are dependent on this referral pattern. Key consumers include referring physicians, patients, hospital administrators, and insurance companies. Each customer group requires a specific targeted marketing plan.
Marketing to referring physicians requires attention to their own unique interests. Issues of expeditious patient scheduling and report turnaround time, enhanced image accessibility and the ability to provide direct consultation through teleradiology is tantamount. Placing computer monitors in the offices of larger subspecialty groups that refer patients to you would also be an option. A newsletter followed by word–of–mouth announcements of the availability of new imaging services and the indications for the procedure should be continually refreshed; demonstrations and explanations of specific tests, as well as educational programs, could also be included. This information could also be provided on the Internet. It is important to highlight the core competencies of your group that differentiate it from others, offering expertise in specific areas that no one else can match. Establishing a reputation for excellence and living up to it will mobilize the most potent aspect of marketing — word of mouth.
The Internet would also provide a forum to communicate and market to patients. Educational programs could be tailored not only to referring physicians but to patients also. Current topics of interest might include, for example, the role of mammography in the diagnosis of breast cancer, cardiac computed tomography in the assessment of coronary artery disease, and the use of noninvasive magnetic resonance angiography in the evaluation of peripheral vascular disease. A Web site could be developed which would be able to quickly schedule exams at the most convenient location for the patient, provide information about their upcoming exam, and provide answers to commonly asked questions.
Hospital administrators need a separate marketing strategy, which sold focus and address issues of cost efficacy, productivity gains, improved patient care, and increased patient satisfaction with updated imaging systems and Picture Archiving and Communications Systems (PACS) (see related article, "Information and Image Management in Radiology"). In addition such approaches would provide state–of–the–art technology which could be an edge in obtaining business from competitors in the competitive healthcare marketplace. Establishing a reputation of being the "innovative hospital" and setting the stage for the future development of an electronic medical record would offer additional impetus, which would carry into the future. Providing value–added service would, in addition, attract business from health maintenance organizations (HMO's) which can provide a majority of patients in many urban areas.
One's marketing must be continuous and may require the hiring or assignment of a dedicated marketing agent. Tools such as appropriate telephone demeanor, continuous development of new service niches, and follow–up are essential. It is necessary to keep all employees updated about the vision and strategy of the group. It is also important to listen to your employees and have them contribute to the marketing plan. Benchmarking your service against other groups and learning from them are easy ways to keep your group ahead. Lastly, any successful marketing plan requires feedback from your customers — referring physicians, patients, administrators, and insurance companies. Actively soliciting their feedback with questionnaires or telephone calls and conducting internal and external audits will preserve and direct a successful marketing plan. The principles outlined above, although fundamentally rudimentary to marketing establishments, are new to radiology practices and can potentially catapult the groups which embrace them first to an unmatchable competitive edge.
