Member-To-Member Marketing Advice
Profiles in Practice Marketing
Bradly Goodman, MD
Bradly Goodman,
MD, of Birmingham, Alabama, is a PM&R physician subspecializing in spinal intervention whose practice runs
the gamut of PM&R. He is in a group practice that includes
three orthopedic surgeons, another PM&R physician, a
physical therapy department, three fellows, and an MRI
suite.
Click on the links below to see Dr. Goodman's response.
How did you start your practice?
How did you market your
practice after the initial push?
Any advice you’d like to give
to other AAPM&R members about marketing a practice?
How do you overcome low
awareness of the specialty?
How did you integrate into
your medical community?
Do you see any potential
threats to your referrals?
Do you do any media relations
activities to promote your practice?
How do you gauge your
success?
A. My wife and I planned to
move to Birmingham after residency, so I called the North
American Spine Society and asked for a list of Birmingham
members. I called the physicians on the list, introduced
myself, and described the type of practice that interested
me. I chose to join a small orthopedic practice and expand
the group into PM&R.
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A. When I started out in Birmingham, I had three strikes
against me: I didn’t know any of the physicians in the area; I was in a
specialty that few people had ever heard of, including physicians; and I wanted
to do X-ray guided precision spinal intervention which very few physicians
including physiatrists were familiar with.
During my first year of practice, my hospital wanted to advertise our
orthopedics program on the radio. I suggested we do a radio program instead,
then hosted the “Doc Talk” radio program every Saturday morning for 14 years.
Rather than talk about PM&R, which was my original concept, I interviewed
physicians in other specialties and we took live calls. This allowed me to
address a variety of patients with various problems. “Doc Talk” introduced me to
a large number of physicians who spent time getting to know me on Saturday
mornings while answering questions from patients. Other doctors would hear my
answers and would send me their patients who had similar symptoms. The radio
program really helped build my referral base, mostly as a platform to meet other
physicians rather than direct referral from patient listeners.
Another decision that helped me get my name out in the community and in touch
with other physicians occurred when the hospital asked me to help run the
rehabilitation unit. Although I was not planning to do inpatient rehabilitation,
I agreed to run the unit. Consequently my practice today is extremely well
rounded. It covers the gamut of PM&R as opposed to focusing on one area. I do
nerve studies, spinal injections, inpatient rehab, and teach through the
fellowship program.
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A. Most of the patients in my practice come from either physician or patient referrals.
It’s hard to get referrals from physicians if they don’t know who you are and what you do. When you are just starting
out and developing a referral base, I would advise sending the obligatory consultation follow-up letter, but also making
a phone call to say, “I really appreciate the referral, and this is what we did.”
Since other physicians are one of my best sources of
referrals, I suggest getting involved with your local
medical society. I chaired the Public Relations Committee of
the Jefferson County Medical Society. Through that committee
I met many of Birmingham’s civic leaders and physicians.
There are many different approaches to public relations.
I’ve found that hiring somebody to market for me or using
marketing materials was not effective. I have always
believed the best marketing is the marketing I do myself.
I suggest identifying people who you consider great
marketers, analyze what it is they do well, and copy them.
I’ve adopted a marketing technique used by pharmaceutical
representatives: I visit other physicians’ offices with my
cards and bagels. I think it is important that I do it
myself instead of sending an employee. Their reception is
always extremely warm. Because I am a physician, the office
staff always lets me in immediately. They are appreciative
that I come to see them myself because very few physicians
do this. It is more personal than sending out a brochure,
although I do usually bring some brochures along. I try to
keep my message very simple. I especially try to meet the
schedulers. I introduce myself and make it a point to
remember each person. If I see them at some other type of
reception or function, hopefully there is a connection.
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A. I think the most important thing physiatrists can do to
raise awareness of our specialty is to tell other doctors
who we are and what we can do. If a new drug came out, that
is how the pharmaceutical representatives would increase
awareness of that product.
I recommend taking advantage of any chance to speak in
public, including grand rounds, rotary clubs, other
physicians or residency programs.
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A. Working long hours has
helped me integrate into the community. In the mornings I
arrive at the hospital very early, before other physicians.
They consistently see me making rounds on the rehab
patients. Initially I kept very late hours, seeing patients
in the office and following up with the referring
physicians.
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A. When I started out in 1994,
I was the only kid on the block doing what I am doing. Today
more physiatrists are gravitating toward my approach to
patient care, and we are competing for the same referrals.
Some are also joining various group practices that have
previously referred patients to me that no longer need to
refer outside the practice. I think that I constantly have
to meet new physicians and deliver the message of PM&R and
of who I am in that context.
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A. I try to take advantage of media opportunities when I can,
but it’s not a focus of my marketing.
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A. To me a good day is seeing a lot of patients that I’ve
evaluated and treated. When they come back for follow-up
visits, they’re genuinely pleased with their results and how
they’re doing. That, to me, is success.
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