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 Feature
The Importance of Personally Delivering the Brand
Let’s start with the dermatologist. Before my appointment, I received a packet of information in the mail, including directions, information about the skin spa within his practice, and forms requesting standard insurance details and medical background information. The packet also included his policies on appointments—notification that cancellations within 24 hours would be charged a fee, and that appointments arriving more than 10 minutes late will be rescheduled so as not to throw off the schedule.
The packet did a great job of presenting the brand, establishing an up front contract, and setting expectations. I expected efficient paper processing and to be seen on time, if I showed up on time. I expected holistic care, professionalism, and personal attention—the forms asked not only for my medical background, but my nickname.
On time, I entered his lobby, a vision in creamy colors. Marble floors were scattered with small oriental rugs. Faux Romanesque statues were arrayed in corners, framed pictures of romantic scenes were on the walls, and classical music was piped in through ceiling speakers.
It was an experience unlike any medical office I’d ever been to, and I immediately remembered the packet in my hand that referred to the skin spa. A woman brought out a tester of skin cream, touted its pleasant aroma, and left it on the counter for the lobby occupants to try. Despite the standard bright-colored pajama-like medical tops and pants on the women behind the counter, I began to question how seriously the doctor took the medical side of his practice—I wasn’t there for a makeover or a skin peel, after all.
A disclaimer on the counter informed visitors that the doctor had an ownership in an ambulatory surgery center, and anyone referred there could choose to go somewhere else. Medical dermatology practice, skin spa, and outpatient surgery, too—the doctor was diversified, and obviously quite entrepreneurial. Maybe he did take it all equally seriously.
The assistant called me back to the examining room, ignoring my indicated preferred nickname, and using my legal first name. After asking why I was there (a detail not asked on the paperwork, but included when I scheduled the appointment), she said she’d go get the doctor, "before he starts surgery." Well, considering that I had scheduled an appointment with him, and that I had arrived on time, I certainly hoped he was "available" to see me!
After a quick glance at my paperwork, the doctor started off by calling me "Sarah", a name not even remotely close to anything I’d written down. When I was describing why I was there, I lifted my leg to show him, about to rest my tennis-shoe-clad foot on his exam chair. "Please don’t," he interrupted me, gesturing with alarm to the upholstery. All this was in the first few minutes of seeing him. When he finished his exam, he actually asked his assistant to wipe down the chair my foot had (almost) touched, while I was still standing right there!
From his pre-visit package and lobby branding, the doctor had set up an expectation for personal, holistic, almost elegant, service. Yet he and his staff, in their mannerisms and care delivery, fell drastically short. It would have been insulting if I hadn’t been so amused by their consistent inability to get it right. His promise of quality medical care was compromised by the loss of the data of the purpose of the visit, the potential distraction and competition of cosmetic care, and the obvious concern for his office furniture over the condition and comfort of his patient.
I had wanted to admire this doctor’s entrepreneurial approach to diversifying and growing his business, and the care with which he took to brand his office. However, I left without planning a follow-up appointment, and reporting my dissatisfaction back to the doctor who referred me. Obviously, this is the doctor who failed miserably—and comically.
Within the same week, I saw a surgeon for a relatively minor and routine hand surgery. The surgeon is one doctor among many in a private practice, with a generic-looking lobby and examining rooms for a large practice. The waiting area was spacious and busy, with lots of patients and a substantial administrative staff behind the desk.
However, when I called with my situation, the surgeon prioritized both my pre-op appointment and the scheduling of the surgery. As his assistant went over my case during the pre-op appointment, she raved about the doctor, describing how he had helped her after a complicated hand injury.
When the doctor came in, he described the routine nature of the procedure and detailed the surgery and the recovery process. He quickly narrowed in and defined the unique risk of my situation, in an honest, open assessment that inspired confidence in his professionalism, straightforwardness and abilities. And he asked what questions I had.
When I arrived for the surgery, I was nervous. The doctor and the three other members of his team all called me by my nickname, a detail they picked up without my having to write it anywhere. They each defined the unique risk of my surgery in their own terms, and what their role was going to be in addressing it during the procedure. And they each asked the story behind how I happened to need their services.
I was incredibly reassured and relaxed before the anesthesia was even introduced. Every member of the team had gone out of his way to make me understand that they were taking this procedure seriously, and that I was an individual to them, not just another hand.
Afterward, several members of the team followed up with me to assess my recovery. And the surgeon called me back after 6PM on a Friday to answer my questions. It’s no wonder that as I’ve walked around town with a splint on my hand, I’ve met an amazing number of this surgeon’s fans: "Did Dr. G do that? Let me tell you what he did for me!"
Personal delivery of your brand is as important, if not more important, than any other brand element. In the dermatologist’s case, he obviously cares about his brand and growing his income. But he’s missing a vital component of his branding.
It’s interesting to see that size doesn’t matter here. Despite the large practice the surgeon was in, his attitude about brand delivery was transferred to his team. Likewise, in the small dermatology practice, the staff took their cue from the doctor.
In terms of a business growth strategy, the dermatologist is obviously working hard to diversify and beat the squeeze created by the rising cost of malpractice insurance combined with low authorized rates for health insurance reimbursements. His entrepreneurial, diversified approach raises his overhead and lowers his margins. His poor personal brand delivery is crippling his cheapest way of retaining and generating customers—word-of-mouth.
The surgeon is in a profession that isn’t known for their bedside manner—compassionate surgeons? But through his personal delivery, he has developed a wide fan base that is eager to offer endorsements and referrals, all without additional operating or overhead costs. If he chooses, he will eventually be able to increase his profitability by picking and choosing his patient load.
If you need a hand surgeon, let me know. Meanwhile, I’m looking for a good dermatologist.
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 What Can You Do?
It’s important to know how you and your staff are personally delivering your brand. There are many ways to audit yourself. Here are a few:
Ask a friend to become a customer, and give you an honest critique.
Ask new and returning customers to complete surveys. Follow through by tracking and look at the results.
Visit your competition, and see how they are personally delivering their brand.
Once you realize the strengths and weaknesses of your brand delivery, how do you improve?
Train yourself and your staff your brand and on how their behavior toward your customer reinforces it.
Set protocols for procedures and minimum standards for behavior.
Encourage staff to give each other (and you) feedback as they observe each other interacting with customers.
Reward your staff members who develop new ways to personally deliver your brand.
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Ask the Expert
Question
I’m in a high tech environment, and our "techies" are not known for their "people skills". Is it really important to stress this?
Answer
The strength and leverage of our economy in the US rests on companies known for their intellectual innovation and superiority. More and more companies are shifting away from the direct manufacture of tangible things toward the intangible delivery of services and ideas (i.e. Google, eBay, and Accenture). Those companies that can couple intellectual advancements with excellent personal brand deliveries are those that will have a competitive edge and excel. So, yes, it is important to stress that your "techies" be aware of your customers. If your "techies" want to make money while working for your company, they need to help make your clients happy.
Submit your questions to the editor: molly@visionsmc.com
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It’s been a while since I’ve written you a newsletter. From a business standpoint, there are pros and cons to this (which will probably be explored in a future newsletter!). For the short term, let’s hope the benefit in this breather will be a renewed energy to my efforts, and increased value in the content for you.
