he competition is heating up. Managed care compa- nies are offering a variety of services, and their need to get their message out continues to increase. Although we read much about selling services, the process needs to begin with creating a marketing plan and understanding the importance of this effort. Selling often is described as a brief inter- action with a potential customer, but marketing relates to developing a strate- gic plan and focusing on both the future of your business and the objectives you intend to reach. You cannot sell anything until you've done your homework. Mar- keting has a lot to do with homework! Any company looking to remain a long- term player in the marketplace must develop a formal business outline and strategic plan for reaching its goals. The planning process cannot be completed in an hour but only after many hours of thinking, studying, and analyzing where you are and where you intend to go. Understanding the Competition The most important aspect of any mar- keting effort is understanding the com- petition and what changes they have undergone in the past year or even just the past several months. These changes may reflect the mission of the organiza- tions you are competing with now. Although the competition should not be your only guide for where the managed care business is going, evaluating the actions of others is important because they may have completed some research or know something extra that will allow you to learn from their experience. When the mission of your organization is designed and clarified, it should be shared with all levels of the organization. Having the team captain design one game plan and the players work on a different map makes little sense. Every- one in the organization should under- stand which product lines are most profitable, which business should be turned down, and which contracts should be pursued. These issues should be reviewed at staff meetings, and every- one should understand the reasons for the responses. Everyone should know what makes money for the organization, what is the potential business from cer- tain accounts, and what actions should be avoided to maintain financial success. When you begin developing a marketing plan, look carefully at your company's internal organization. One of the most important steps to take is an evaluation of your internal operation. If you signed a contract that increased your customer load by 20 patients a month, would you be prepared to handle the new work- load? When you market and represent your organization, you want to know who you are and what you stand for. Before you seek any new business, you need to ensure that you can meet cus- tomer demands and maintain the quality you offer. Your marketing plan should be written to continually reflect the impor- tance of keeping the quality reputation you spent so long acquiring and ensur- ing. Remember, you may not be judged by your reputation but, unfortunately, by how you handled the last patient referred to you. Customers often have short memories and only remember your mistakes and failed promises rather than all the money you saved them on all those other cases! While you look at the numbers of clini- cians or case managers you work with, keep track of their areas of expertise and what other contributions they can make to the organization. Think about who you know in the field that could be enticed to join your organization as you attempt to build your business. Often we are unfamiliar even with the skills of those sitting in our own offices. Some hidden expertise may be sitting at the desk right next to you, which is why periodically reviewing your coworkers' r6sum6s is important. They may have some skills that you as a manager or col- league have yet to tap into! Looking at the Environment As you develop a marketing plan, review the environment of the industry. Listen and learn about trends in the market- place. What changes in the prospective payment system for home care compa- nies could open new doors for case man- agers? Will the reductions in reimburse- ment for oxygen services change the way they are delivered? If so, will case man- agers have an increased role in manag- ing the care of respiratory patients? No one developing a marketing plan can do so without tracking the political arena. Every legal and legislative change in the industry ultimately affects the way in which care is delivered and places a new emphasis on monitoring the health care delivery system. Are you marketing with an eye on the current reimburse- ment environment? Marketing and the Economy Marketing with the economy in mind makes good business sense. Purchasing services for cash may become a new phe- nomenon as people live longer and invest in retirement funds and savings plans. I always have envisioned that one day people will call on case managers and advisors before purchasing their health care services in almost the same way they call on realtors when purchas- ing a home or travel agents when plan- ning a vacation. A marketplace of health care advisors may be just what consumers need. If they are going to pay for products more TCM 24 September/October 1998 from their own wallets, wouldn't it be great to have an objective, professional advisor leading them to the right pur- chase for the right problem? You may see a place for this new advisor in your future marketing plans! Tracking Industry Changes Develop a fist of potential and expected changes in the industry that will and can affect your business and keep track of it. Discuss this list with your office col- leagues, continuing to share ideas and prepare for new opportunities. Does new technology exist that can make your business more effective, profitable, and interesting to the consumer? Would an improved computer system or software allow more efficient client tracking? All these issues must be considered as you develop a marketing plan. You want to be aware of any cutting-edge technol- ogy that you will want to purchase as you move into the future. Without a plan, you could be making needless expenditures that too quickly will become obsolete for a business on the fast track. As you develop a marketing plan, take time to consider factors that may be destructive to your business. Are com- petitors biting at your heels? Have other managed care plans or companies formed effective alliances that you, too, should be considering? Have you done a comparison study of your fees, services, and products? Are you comparable in your marketplace when it comes to hourly rates? Should you be providing more services, more extensive reports, and more timely information to cus- tomers? Marketing With Dollars in Mind As you continue to pursue a marketing effort, your plan must be made with a calculator in hand. Creating direct mail campaigns, designing brochures, initiat- ing special programs, hiring new staff, etc., come with a price tag. Any time you seek visibility or company recognition, you know you are about to spend some money. All those conferences, lunch meetings, and special mailings cost money. Take out your calendar and begin to plan, month by month, giving some seri- ous thought to the year ahead. Deter- mine how much money it will take to reach the market you need to penetrate. Reviewing the costs of an automobile and other transportation should be included in this planning effort. You can- not make that face-to-face meeting with- out getting there. Absolutely any type of marketing effort takes money. Planning with a View to the Future As you develop your plan, keep in mind that, with a changing industry, working with a vision of what new services or products you would like to offer is very important. You may be thinking of a new service you want to offer your current customers soon. Often you can leverage long-term positive relationships into new business opportunities. You may want to develop new reporting systems, new ways to manage cases, or new communication tools for everyone involved in the care plan. Whatever your new ideas, you will need money to pur- sue them. Research all business possibili- ties and the potential costs of bringing new services to your marketplace. Every marketing plan should include one or two new business ideas for 1999. Well, are you ready to begin your mar- keting plan? When do you start? NOW. Do some monthly planning for the next quarter. Take a look at the next few months and begin defining where you want to be; then create the plan that will allow you to reach that goal. Get input from your associates and colleagues. Make this plan a team project because its success depends on the work, commit- ment, and effort of all involved. Good luck to each of you. Don't be scared by the details of planning. The results will more than pay off for the time and energy you invest! (~ Louis Feuer, MA, MSW, b president of Dynamic Seminars & Consulting, Inc., and is a nationally recognized consultant, lectur- er, trainer, and author specializing in the health care industry. He can be reached at (954) 435-8182. Reprint orders: Mosby, Inc., 11830 Westline Industrial Dr., St. Louis, MO 63146-3318; phone (314) 453-4350; reprint no. 68/1/92348 TCM 26 s,p~b~/o~obr 1998