PHYSICIAN MARKETING

FOR AUDIOLOGISTS & HEARING AID DISPENSERS

A Step-By-Step Guide to Creating Consistent Physician Referrals to Your Practice

Maria Riccobono
Strategic Business Advisor
ELITE HEARING NETWORK

If you would like more information about how the Elite Hearing Network
can help your practice grow, please visit us at:
elitehearingnetwork.com

For questions regarding this plan, or practice development in general, feel free to contact me at:
maria.riccobono@amplifon.com

INTRODUCTION
The Hearing Aid Market today is an ever changing one. In the advent of internet sales, big box stores,
and low-cost or discount dealers, patients with hearing loss are shopping around for the best deals.
Direct mail, television, newspaper and radio ads although still have merit, have become less and less
effective for the average one- or two-office practice. Physician referrals provide consistent and prequalified patients into a practice, with minimal out-of-pocket marketing costs. Many practices dont
know how to effectively approach physician marketing, which leaves much room for the practice that
commits to executing an efficient and effective strategy for developing relationships with area
Physicians.

PURPOSE
The goal of this plan is to provide an easily executable, yet effective, way to generate referrals from
physicians in your area. By employing strategic focus and consistent efforts, the results can be very
impactful to the influx of new patients. The rationale behind this program is employing the concepts
that Pharmaceutical and Medical companies use to develop marketing strategies for their products. The
key components to an effective Physician Marketing Plan are listed below.
I.

Identify Top Physician Targets

II.

Block Time Each Month for Physician Office Visits

III.

Establish Rapport with All Staff and Physicians

IV.

Develop & Implement a Strategic Messaging Plan

V.

Gain Commitment and Provide Resources

VI.

Track, Evaluate and Modify Physician Targets as needed

Each of these components is discussed in greater detail subsequently in this plan.

I.

IDENTIFYING TOP PHYSICIAN TARGETS

Spending a little time up front to identify the top physician targets in your area, will save you a
tremendous amount of time in executing this plan. Use the following steps to identify your top
physician targets
1. Compile a List ALL Physician Practices in Market Area
a. Generate the following lists from your database:
Physicians who have referred at least one patient in the last year
Physicians who have referred in the past, but not in the last year
Physicians who have not referred, but you have a mutual patients
b. Obtain list of Physicians in market area (EHN GIS Analysis)

For questions regarding this plan, or practice development in general, feel free to contact me at:
maria.riccobono@amplifon.com

2. Create Top-Down List Using Following Criteria (in order of importance)

a. Physicians who referred in the last year
These physicians are automatically your top-level targets. They already feel comfortable
referring, but can possibly be sending you everyone possible. These are targets that you can
help identify patients in their practice that should have screenings.
b. Physicians who have referred before, but NOT if the last year
The reasons for not referring need to be identified. There is a greater potential with these
physicians to win back the referrals that are going somewhere else.
c. Physicians not referring, but have mutual patients.
Having a mutual patient with the physician gives you a warmer introduction. You can deliver
physician reports in person for these patients to introduce yourself to the practice.
d. Practice location in proximity and ease of access to your practice
e. Number of physicians in the practice
f. Patient volume and demographics
g. Physician influence in community (KOL?)
Does he/she participate in training of residents?
Is he/she a speaker for any associations or medical/drug companies?
Does he/she participate in Grand Rounds at the hospital?
Involved in any research/clinical studies?
h. Physician behavior profile and access (Early Adopter?)
Use new products/techniques?
Is office up-to-date, recently remodeled, etc?
Use social media, online scheduling, or other innovative practices?
3. Identify Top 10 Targets
More than likely, the list generated from the first 3 categories above will generate 10 physicians (or
practices, if there are multiple physicians in one practice) to make up your top 10 list. The remaining
physicians on your list will be used to replace and supplement targets on your list as needed.

II.

SET MONTHLY SCHEDULE FOR VISITS

Setting aside time each month to conduct visits and lunches will ensure that you keep to your
plan. Consistent communication and visits with offices is essential to ensure that the messages
that you deliver are remembered in your absence.
1. Pick a specific day and time each month to block out physician visit time
a. Tuesdays & Thursdays are the best days
b. First thing in the morning or late afternoon
2. Determine time needed to visit each office once per month
a. Depending on overall radius of locations, estimate 5 offices per hour for drop ins
b. Keep track of, and modify as needed, time allotments.
3. Schedule Lunch & Learns when possible
a. Schedule lunch and learns for earliest date possible.
b. Strive for one lunch and learn per office every 6 months to 1 year

For questions regarding this plan, or practice development in general, feel free to contact me at:
maria.riccobono@amplifon.com

c. Ensure that all of the physicians (or at least most) will be in attendance if not, choose another
date.
d. Ask how many people will be there for lunch and if there are any dietary constraints.
e. Confirm at least one day before lunch to confirm again that all physicians will be in attendance.
f. Plan to arrive 15 minutes prior to scheduled lunch time, and to stay at least 1 hours.
Note: Depending on the practice, some doctors will not take lunch until they have seen all of
their patients. Make sure you can stay as long as necessary to talk to all of the doctors, as the
primary reason for the lunch is to have more time with the physicians than a drop in visit.

III.

ESTABLISH RAPPORT
1. With all office staff
2. Get to know what each person does, how long they have been there, etc.
3. Ask physician about his interests, both professionally and personally
4. Ask about what challenges they have in their job/practice (ask physicians and other staff)
5. Ask physician how he determines the need for screening for hearing loss (i.e.; does he wait
for the patient to complain or is he proactive?)
6. Who does he refer to and why?

IV.

STRATEGIC & CONSISTENT MESSAGING

1. Identify patient type for physician
a. Choose one patient type for focus (i.e.; diabetics) for EVERY visit until you begin to see that
patient type referred to your office*
b. Help the physician imagine what that patient looks like or even identify examples of his actual
patients (i.e.; newly diagnosed, trouble being compliant to regimens, etc.)
* VERY IMPORTANT!! A PHYSICIAN NEEDS TO HEAR THE SAME MESSAGE MULTIPLE TIMES
BEFORE HE STARTS TO THINK ABOUT IT WHEN YOU ARE NOT THERE. THIS IS THE ONLY WAY
TO KNOW IF HE IS THINKING ABOUT THOSE PATIENTS AND BEGINNING TO IDENTIFY THOSE
WHO NEED TO BE REFERRED IS IF YOU START TO SEE THOSE PATIENTS IN YOUR OFFICE.
2. Rationale/Evidence
a. Present clinical data to support that this patient type should be screened for hearing loss (i.e.;
NHANES shows 60% of diabetics have significant hearing loss).
b. Pay attention to the type of data presented. Peer reviewed? Prospective? Medical company
sponsored versus NIH (less bias).
3. WFIM (Whats In It For Me?)
a. Explain how this will benefit the physicians practice, patient outcomes, etc.
Example: As a primary care physician, I understand you have many other priorities when it
comes to managing your diabetic patients, such as heart disease, stroke, blindness, and
wound care. I can imagine that hearing loss isnt at the top of the list. I know how
challenging these patients can be, as the risk of these diabetic-related complications
double if their A1c level is just one point above 7%. Since these patients are typically very
For questions regarding this plan, or practice development in general, feel free to contact me at:
maria.riccobono@amplifon.com

non-compliant, which, in turn correlates to outcomes, it is important that we remove any

barriers to their ability to care for themselves. Well, one of these barriers can be hearing
loss. Like I said before, I completely understand why identifying hearing loss isnt a top
priority, but if you think about it, you spend all this time trying to educate them how and
why they need to care for themselves. Poking themselves 4 times a day, journaling blood
sugars, counting carbs, bolusing when theyve eaten too many carbs, taking their Lantus at
night, plus theyre probably on an antihypertensive and a statin. Youre telling them all of
this, but what if they cant hear you? Or really understand you? How could that affect
their outcomes? (You can use the white paper from Diabetes Educator as
evidence/support)
b. Refer back to some of the information you gathered in Establish Rapport to identify areas that
the physician identified as important or challenging to him.
4. Evaluate buy-in and overcome objections
a. Most physicians at this point will give you either buy-in (such as, I never thought of that!) or an
objection (I get it, but I just dont have enough time in the day)
b. If they give an objection:
Empathize with them, let them know that you understand and appreciate their concern.
Clarify that you understand the ACTUAL objection ask them if you have understood what
they said by restating
Reassure them that you understand their concern
Present a solution to objection using evidence, facts, etc.
Evaluate if the solution overcomes the concern (repeat, if necessary)
Example: The doctor has said, I understand that hearing loss is important, but I just dont
have enough time with each patient. I see 40 patients a day, and if I spend too much time, I get
behind for the rest of the day
Response: I can imagine how busy you are, and I know what its like to get behind after
spending more time with a patient than you allotted. Even using a quick screening tool could
add a minute or two to each patient. At 40 patients a day, that could add up to 40 minutes or
more! (EMPATHIZE). Just to clarify, the barrier to identifying patients who may have hearing
loss is that you dont have enough time with each patient to add additional tests, questions,
and the like?(CLARIFY) - (Doctor responds affirmatively) That is a very valid concern, and we
have tried a number of different methods to help physicians identify those patients in need,
but just like you, most physicians dont have even an extra minute to add to each patient.
(REASSURE) However, many of the doctors that I have worked with have helped figure out a
solution that assists the doctor identify those patients easily, without adding any time to your
patient time (or your day for that matter). In most of your patient exams, do you take a look in
their ears (do an otoscope exam?). (Doctor responds yes) We have found that by asking the
patient a simple question while looking in their ears, we get a pretty reliable answer. The
question is Are you having any trouble hearing? The reason this works is that they think to
themselves.What do you see to make you ask me that? So, if they are having trouble hearing
they will respond truthfully. This simple task doesnt add any time to the exam, and

For questions regarding this plan, or practice development in general, feel free to contact me at:
maria.riccobono@amplifon.com

encourages a truthful answer from the patient. (PRESENT SOLUTION) Do you think that could
be a solution that would help you? (EVALUATE).
At this point the doctor may ask, so, what do I do if they say yes? This is your chance to show
him why you are better than the others he could refer to. Example: If a patient responds that
they have been having trouble hearing, the next step is to send them to me for a hearing test. I
will do a complete exam that includes (a, b, and c). If it is determined that they would be a
candidate for amplification, I can take care of that for them too. I differ from my other
colleagues in that (enter why you are different (here), and why it is important). Regardless of
the outcome, I will always send you a report that details what was found and what treatment
plan was advised.

V.

ASK FOR A COMMITMENT & IDENTIFY WAYS TO HELP

1. Ask the doctor for some commitment (ideally referrals, but you should get some commitment,
even if it isnt the referral). Here are a couple ways to get a commitment:
a. Ask the doctor if he would be willing to give this question a try for the next two days on all of
the diabetic patients he sees.
b. If he is willing to try the question, but is unsure of referring, here are some solutions to
overcome (and use the steps to overcoming objections).
Ask if hed be willing to send 5 patients to see how the process works. Tell him that you
want to make sure that he is comfortable, and just sending 5 patients in need should give
him a good idea of how well you treat his patients.
Invite him to come in to your office for a free exam to see the process for himself, and be
able to explain everything to his patients (if he is a hunter, motorcyclist, musician, or any
other hobbyist that could benefit from custom ear plugs/protection, you could offer a free
set as an enticement).
Ask him if it would be helpful to schedule an afternoon to do free screenings in his office.
He can still ask the patient the question, and let them know when you will be there.
Tell him to start asking the question, and just note it in the chart to ask patient again next
time (this should make him realize how many people have hearing loss). Next time you go
for a visit, if he is asking the question, the need to find a solution for these patients should
be much bigger.
2. If the doctor agrees to start referring patients, get more information so that you can help
a. Ask if he has a referral coordinator, or if he provides the referral and information himself?
b. If he has a coordinator, ask who it is, and tell him that you will stop in to see her on your way
out to see if there is anything you can do to help make it easier for her
c. Ask if there is any resource you can provide that would be helpful to him or coordinator
(brochures, business cards, a stamper with your contact information so that he can just stamp
it on his script pad, etc.)
d. Ask how he would prefer that you communicate with him if you need to speak regarding a
patient (email, cell, etc)
e. Ask how he would like you to handle a patient who needs to be referred out to an ENT?
(Reassure him that rarely this is the case, but you would like to know if he wants you to refer

For questions regarding this plan, or practice development in general, feel free to contact me at:
maria.riccobono@amplifon.com

the patient (and if there is an ENT that he prefers), or if you should send them back to him for
the referral).
All of these things will demonstrate that you care about his practice, and want to form a solid
partnership with him. It also shows that you can be a resource that he can count on.

VI.

TRACK REFERRALS, EVALUATE SUCCESS & MODIFY (AS NECESSARY)

1. Pull a monthly referral report by physician to see how many referrals came in
2. Identify if any of those referrals are of the patient type you described
a. Even if you are seeing referrals, if you arent seeing the patient type you described, continue
the same message with the same patient type next time.
b. If you are seeing the patient type you described, create new strategic message with new
patient type, but revisit first patient type by asking how those patients are doing.
3. If you arent seeing any referrals after a number of months, evaluate whether the physician should
be dropped from your top 10 list, and replace with another.
REMEMBER! This is a marathon, not a sprint. Physician marketing is a long-term strategy that can be
very effective if it is done strategically, consistently, and with a lot of patience. It can have a dramatic
impact on your bottom line, and once relationships are made with these physicians, it is much easier to
maintain. However, it WILL need to be maintained so that he wont drop off or start referring elsewhere.
Maintenance does not have to be monthly visits, but at least quarterly visits, or semi-annual lunch and
learns are recommended. And certainly, if you see a trend in decreased referrals, dont wait to make a
visit.

For questions regarding this plan, or practice development in general, feel free to contact me at:
maria.riccobono@amplifon.com