Pittsburgh Academy of Implantology

November 25, 2008

Pittsburgh Academy of Implantology

November 25, 2008

Agenda

• Introduction• What marketing is…and isn’t• Why marketing is needed• Define your marketing mix• Create your vision• Use your vision to develop your

marketing strategy• Implement your marketing strategy• Questions? Open discussion…

Introduction

• Auntie Anne’s, Inc. • Headquartered in Lancaster,

Pennsylvania• 950+ stores in 19 countries• Brand re-invented in 2006; strong

growth continues…• $345 million in sales in 2007

Introduction

• Heather Neary, Chief Marketing Officer– Joined Auntie Anne’s in 2005 – Responsible for brand strategy for domestic,

international, and prepared products divisions – Previously served as brand manager for Oxford

and Pendaflex office supply brands, Long Island, New York

– Early part of career spent in tech industry in California, in both marketing and journalism

– B.A., Millersville University– M.B.A, Pennsylvania State University

What marketing is…

• “Marketing is an organizational function and a set of processes for creating, communicating and delivering value to customers and for managing customer relationships in ways that benefit the organization and its stakeholders.”– American Marketing Association

What marketing is…

• A means to communicate and connect with your stakeholders, to include your staff and your patients.

• A consistent way to share your message to drive sales and grow your business.

What marketing isn’t…

• Marketing isn’t the be-all and end-all. You must have consistent execution of your strategy after your message is communicated.

• You and your staff need to live and breathe your strategy every day.

Why do you need marketing?

1. First and foremost, to grow your business and drive sales.

2. Differentiate yourself from other dentists in your area.

3. Cater your message to the wants and needs of your end-users (in this case, your patients).

Define your marketing mix

1. Product2. Price3. Place4. PromotionAnd, in a service industry…5. People6. Process7. Physical evidence

Product

• Actual goods and services to meet your patients’ needs and wants

• In your business…Implants vs. Crown & Bridge

Price

• Setting a cost for the product and the service you’re providing

• Helping your patient understand the value of the service you’re providing and how that translates into the actual price.

Placement

• Also called distribution• How the product or service gets to

the consumer. • Who is your target consumer? • How will you get to that target

consumer?

Promotion

• Advertising• Sales• Promotions• Branding• In your business…holding an open house

for your existing and new patients or creating a monthly newsletter (emailed or snail-mailed) to your list of current and potential patients

People

• Any person who may have contact with a potential customer.

• In your business…your receptionist who answers the phones, your billing person who handles insurance claims…it’s important that each person in your practice is properly trained, well-motivated, and the right type of people-person to interact with your patients.

Process

• Understanding the behavior of your target audience. What drives their thought process?

• In your business…fear. Is your patient apprehensive because of their fear of dental procedures? How can you address that fear? Or is your patient fearful of the cost of the procedure? How will you mitigate that fear?

Physical Evidence

• Services are intangible. • How can you convince patients to

visit you instead of someone else…or not visit a dentist at all?

• In your business…provide physical evidence via testimonials, case studies, or demonstrations.

Create your vision

• In defining your marketing mix (the seven Ps outlined above), you can begin to craft your vision. Include your staff in this vision.

• A vision statement – Vivid idealized description of a desired outcome

that inspires, energizes and helps to create a mental picture of your target.

– Defines the desired or intended future state of a specific organization or enterprise in terms of its fundamental objective and/or strategic direction.

Auntie Anne’s Vision Statement

• To create a culture of values where people serve, give and impact everyone in a meaningful way that honors God and leads to prosperity

How to Craft a Vision Statement

• Why did I go into practice?• When I move on from this practice,

what do I want to leave behind? What will my legacy be?

• What am I really providing my patients, beyond products and services?

• If my practice could be everything I dreamed, what would it look like?

Auntie Anne’s Values

• Honest – Provide all pertinent information required to make a sound business decision/plan.

• Kind – Treat people with integrity and show them respect even when they are not present

• Respectful – Show deferential regard, consideration and appreciation for others.

• Loyal – Show allegiance while fighting for the good of the company in aligning oneself to our Values and Mission.

• Trustworthy – Do what you said you would do.

Develop Your Marketing Strategy

I. Vision StatementII. Situation Analysis & Overview

A. Current State of the Dental Industry and Your PracticeB. Key StakeholdersC. External Market TrendsD. Key CompetitorsE. 2008 Marketing Research Summary

a. Your observationsb. Industry research

F. SWOT Analysis

Develop Your Marketing Strategy

III. 2009 Marketing PlanA. 2009 Plan

Objectives/StrategiesB. 2009 Key InitiativesC. Create a line of sight for your

staffD. Calendar/BudgetE. Analysis

Situation Analysis and Overview

• Current State of the Industry and Your Practice– What are you seeing nationally? – What are you seeing in your region? – What is happening in your practice?

Situation Analysis and Overview

• Key Stakeholders– How does your staff interact with

your key consumers? – Who is your key consumer? – Define your key consumer, either in

demographics or in categories. • Demographics – age, gender, HHI,

education level, etc. • Categories – retirees, stay-at-home

moms, booomers, etc.

Situation Analysis and Overview

• External Market Trends– What are key market trends that are

out of your control, but affect your business? • Insurance regulations• Overall state of the economy• Oil prices, unemployment rate, etc.

Situation Analysis and Overview

• Key Competitors– Who else is going after the same set

of key consumers that you’re going after?

Situation Analysis and Overview

• 2008 Marketing Research Summary– Compile and condense industry research

that is relevant to your practice. – Consider any observations you and your

staff have made over the past year. – Create a snapshot of what your consumers

are telling you (surveys, polls).

Situation Analysis and Overview

• SWOT Analysis– Strengths and Weaknesses are internal– Opportunities and Threats are external– For example…

• Strengths – Excellent customer service from receptionists, tenured staff

• Weaknesses – Small patient base, out-of-the-way location, poor signage, negative PR

• Opportunities – Grow patient base, continue education for ALL staff

• Threats – Competitors moving into my territory, shaky economy

2009 Marketing Plan

• 2009 Plan Objectives and Strategies– Define two to three key objectives to

focus on in 2009. – Use those key objectives to define

your key strategies for 2009.

2009 Marketing Plan

• 2009 Key Initiatives– Initiatives are the tactics you will

implement to support your key objectives and strategies

– For example…open houses, implementation of a newsletter, a new web site presence, plans to do public speaking, charity involvement, ongoing team meetings and training seminars, etc.

2009 Marketing Plan

• Create a line of sight for your staff. – WIFM? – Each employee must have a clear picture

of where the organization is heading and why: • Clarify the direction your practice is heading• Compose your message considering your

audience• Deliver your message to enhance focus• Rinse, lather, repeat – include this message

in all your communication with your staff

2009 Marketing Plan

• Calendar and Budget– Calendarize all your tactics planned

for 2009– Include a budget for each tactic

• What is mandatory for 2009?• What might you be able to table for 2010

because of budgetary concerns?

2009 Marketing Plan

• Analysis– How will you determine what tactics

work and how well they work?• After you execute each tactic, spend

some time looking at the results. • May not be as concrete as “execute

tactic, see increase of 50%”. • Use results to begin to outline your plans

for 2010.

Wrap-Up

• Consistency and integrated efforts are critical – from your staff, to your marketing pieces, to your office set-up, make sure your vision is played out in every piece of your practice.

• Long term – marketing isn’t an overnight process.

Questions?

Thank you for your time tonight.