Archive for the ‘Uncategorized’ Category

Today I wanted to highlight one of the biggest and most expensive misconceptions in the medical world- the difference between Advertising and Marketing.  More importantly, how much money you may be wasting.

Let us not bother with the Dictionary definitions and make this seemingly pedantic topic more palatable.  To illustrate the difference, and how it wastes your money every month, I am going to relate this difference to fishing.  Yes, fishing.

If There is Water – There Must be Fish

 Imagine yourself not as a medical professional, but as a fisherman whose livelihood is predicated on your ability to gather fish.  As you travel, you happen upon a stream.  Based upon your experiences you rationally surmise, “There is water, thus there must be fish”.  For days you drag your net through the water and do not catch a single fish.  Defeated you return home to contemplate your failure.  Suddenly, it dawns on you.  You never once factored in what draws the fish to this stream.  You never considered the water temperature, the wind speed, the tides, the migratory pattern of this fish.  You just blindly stuck your net into water and hoped for the best. This is Advertising.

Determined to never again be defeated you spend the next two weeks studying the area.  You study its predators and its prey.  Its inhabitants and its visitors. Its currents and tides.  Its migration patterns.  You take every factor into consideration and return to the stream only this time you are armed with not only your net, but knowledge and insight.

Suddenly, your net is teeming with fish.  Not only are there fish but big fish.  Even better, your research allowed you to weed out the little fish (the uninsured, Medicaid, etc).  Now, you are not only catching more fish but selling more fish as well.   This is Marketing.

The difference?  Research.

The reality is that most people assume that if a publication or medium has a large number of readers or listeners then it must have the highest number of potential consumers (patients).  There are two distinct flaws in this theory- both of which cost you patients and money.

Flaw #1 is that the Advertising Reps for these mediums know that you believe the aforementioned fallacy and will capitalize on this.  They will present you with facts and figures and number of subscribers and total reach and other assorted facts.  None of which mean anything.  Once they believe they have captivated you with their magic numbers they will reveal to you the cost.  The cost of advertising in a major regional publication or newspaper is usually quite high and requires a 3-6 month commitment to advertise.  (Biggest scam in the world)

At the end of this 3-6 month period you may have gotten a few patients.  Most physicians justify this expense because the reimbursement of the surgery or procedures covered the cost of the advertisement.  (This is an ROI misconception that is an entirely separate discussion, but wrong nonetheless.)

Flaw #2 is your return.  “Return” is not ROI but what increased exposure or authority did you get aside from your advertisement?  For the thousands of dollars you spent was the publication willing to publish medical information contributed by you that is germane to all of their readers?  Probably not.  Did the publication allow you to contribute announcements and organic information as a supplement to your ad?  Probably not.

Used Car Dealers spend thousands every month advertising in the same publications as you and also do not get to contribute content or editorial either.   Is your medical practice the same a Used Car Dealership?

This is why Gold Medical Marketing believes so strongly in demographic and psychographic marketing.  Just like the fisherman, you need to know what audience has the highest likelihood of being patients and targeting them with a specific message.  Simply sticking your net in the stream is not going to catch you fish.

Furthermore, Gold Medical Marketing believes is a strict quid pro quo relationship with any publication.  If the publication wants one of our clients business our client MUST receive something more than a simple ad in the bottom corner of page 14.  This arrangement, coupled with the research into the right publications, is what will capture the most patients.  Also, this contribution makes for excellent marketing material even after the publication is printed and can be used to create authority on a subject.

Gold Medical Marketing firmly believes in the principles of demographic and psychographic marketing over the traditional broad marketing.  Broad and generic marketing strategies have failed time and time again while creative and adaptive marketing strategies have proven effective.  No single strategy is effective for your individual practice.  Gold Medical Marketing focuses on identifying patient source markets and effectively capturing patients with tailored marketing strategies.

G.M.M brings creative and adaptive ideas to your marketing challenges and increasing your practice’s visibility. We have done exhaustive research into what attracts patients to a practice. Based on this research and our experience we are able to provide you with the most creative ideas in building your patient volume.

CEO and Creative Director Daniel Goldberg has been published in over 20 publications.  Daniel has also lectured extensively on the topics of Medical Marketing and Public Relations at some of the countries most esteemed physician conferences, including:

  • Becker’s Orthopedic and Spine Conference 2012
  • International Society for the Advancement of Spinal Surgery (ISASS) 2013
  • OMICS Rhuematology and Orthopedics Conference 2013
  • Becker’s Orthopedic and Spine Conference 2013
  • Pain Week 2013
If your practice is ready to increase its patient volume, contact us anytime.
Daniel Goldberg
goldmedicalmarketing@gmail.com
973.287.7916
http://www.goldmedicalmarketing.com

daniel goldberg spine

There’s a sea change underway that is altering how patients are relating to doctors, their own health, and medicine itself. Patients are shopping for doctors, and Daniel Goldberg, CEO and Creative Director of Gold Medical Marketing, wants to show you how to get the best out of this dramatic shift in healthcare consumption.

Gold Medical MarketingThere’s a sea change underway that is altering how patients are relating to doctors, their own health, and medicine itself.

Even a few years ago, everyone was dependent on their Primary Care Physician as the sole source of their medical knowledge. There simply wasn’t anywhere else to turn or anyone else to turn to.

That was then, and this is now, says Daniel Goldberg, CEO and Creative Director of Gold Medical Marketing. He’ll be giving a presentation, “Generating Patients Through Direct To Patient Marketing,” at the ISASS13 Pre-Course on how you as a practitioner can take advantage of the new wave of educated consumerism coming on the heels of a vast increase in direct-to-consumer advertising by pharmaceutical companies as well as patient education sites like WebMD. He says referrals are typically the surgeon’s bread and butter means of attracting new patients, but direct marketing is becoming a more powerful tool that can supercharge the usual process of recruiting qualified patients.

The keyword in that last sentence – qualified – is part of the impressive capability of direct-to-patient marketing. “By targeting the marketing we can weed out the patients place a burden on the practice (drug seeking patients, under insured, those who have not gone through conservative therapies, etc). By targeting specific groups, occupations and industries you can get a good idea of the insurance providers they share. For instance, almost all truck drivers are part of a union. If their injury was work related, it is fair to surmise they are covered by a Worker’s Comp or Union insurance program.”

Part of the effort of reaching out to consumers directly is building your own brand and web presence. If you’ve tried to go down this road, you probably know that it’s a bit of a minefield (albeit one worth traversing as the visibility to potential patients and the chance to establish your credibility with them efficiently is extremely valuable). One of the biggest snags is hiring the wrong folks to promote you: “Far too many practices waste money on employing ‘Social Media Experts.’ These ‘experts’ put no focus into building a relevant audience or creating quality content. Instead, they regurgitate content from other web sources and post it on Social Media outlets with no information about the doctor or practice included in this recycled content,” says Goldberg.

In his presentation at the Pre-Course, he’ll be explaining how to avoid just such puffed-up “gurus,” as well as busting myths in practice-building, highlighting the stark difference between “advertising” and “marketing,” illuminating where you’re potentially wasting money in patient recruitment efforts versus what is a useful investment, and dissecting successful direct-to-consumer marketing campaigns (and what makes them work so well at increasing patient volume). He’ll even touch on how to use Public Relations, an “incredibly underrated” method of driving patients to your door.

Don’t miss out on Daniel Goldberg’s presentation at the ISASS13 Pre-Course:

Generating Patients Through Direct To Patient Marketing 
Daniel Goldberg, CEO and Creative Director of Gold Medical Marketing 
3 PM, Tuesday, April 2, 2013 @ Vancouver Convention Center

The paradigm for patient generation has shifted drastically in the last decade. Patients are becoming more and more educated on physicians and procedures and deciding their own course of treatment. New and innovative approaches are available to spine surgeons allowing them to generate more volume and not be solely reliant on physician referrals. This presentation will dispel the myths and false promises of Direct To Patient Marketing and show you how to properly market your practice and increase your patient volume.

PRESS RELEASE
January/30/2013
For Immediate Release
Contact:
Daniel Goldberg
(973) 287-7916
GoldMedicalMarketing@gmail.com
Gold Medical Marketing
 

 

FRISCO, Texas, January 29, 2013 – Ambulatory Alliances, LLC, a leading ambulatory surgery center investment banking firm, has announced it will be hosting a free webinar titled “Marketing Your Surgeons and Ambulatory Surgery Center” on Feb. 15, 2013, from Noon-1:00 p.m. CST.

To register for the program, go to https://www4.gotomeeting.com/register/280302983. This exclusive webinar is limited to the first 100 registrants.

The program will feature a roundtable discussion between ASC experts Daniel Goldberg of Gold Medical Marketing, Blayne Rush of Ambulatory Alliances and Jimmy St. Louis of Advanced Healthcare Partners, followed by a Q&A with participants. The moderator for the program is Robert Kurtz of Kurtz Creative.

Topics discussed during the roundtable will include the following:
*       Importance of marketing for ASCs
*       Marketing strategies that work and those that do not
*       Properly executing a marketing campaign
*       Obstacles to successful marketing
*       Role of social media in marketing

 

###
About the Panelists
Daniel Goldberg is the CEO and Creative Director of Gold Medical Marketing (http://www.goldmedicalmarketing.com), a marketing and public relations company focused on surgeons and specialty physicians. Daniel specializes in direct-to-patient marketing efforts as well as public relations and media exposure for physicians, practices and surgery centers. Daniel focuses on four core elements of marketing: branding, identity, positioning and research.

Blayne Rush is the president of Ambulatory Alliances (http://www.ambulatoryalliances.com) and is a SEC registered and FINRA licensed investment banker. He specializes in ASC brokerage; ambulatory surgery center turnarounds and increasing ASC valuations through physician recruitment and syndications; and access to the capital markets and capital structuring consulting for surgery, urgent care centers and radiation oncology centers.

Jimmy St. Louis is CEO of Advanced Healthcare Partners (http://www.ahcps.com) and the former COO of Laser Spine Institute. Jimmy is an expert in healthcare administration, policy and procedure. He managed the medical operations and corporate administration for Laser Spine Institute. During his tenure, Jimmy’s leadership guided Laser Spine Institute through immense growth from one surgery center with one OR to four surgical centers with a total of 15 ORs.

About Ambulatory Alliances
Ambulatory Alliances, LLC (http://www.AmbulatoryAlliances.com) is a middle-market boutique investment banking, surgery center brokerage, physician recruitment and syndication and strategic advisory firm. The company focuses exclusively on ambulatory centers and more specifically radiation oncology and ambulatory surgery center niche markets.

###
Media Contact:
Blayne Rush
Ambulatory Alliances, LLC
(469) 385-7792
blayne@ambulatoryalliances.com

FRISCO, Texas, January 29, 2013 – Ambulatory Alliances, LLC, a leading ambulatory surgery center investment banking firm, has announced it will be hosting a free webinar titled “Marketing Your Surgeons and Ambulatory Surgery Center” on Feb. 15, 2013, from Noon-1:00 p.m. CST.

To register for the program, go to https://www4.gotomeeting.com/register/280302983. This exclusive webinar is limited to the first 100 registrants.

The program will feature a roundtable discussion between ASC experts Daniel Goldberg of Gold Medical Marketing, Blayne Rush of Ambulatory Alliances and Jimmy St. Louis of Advanced Healthcare Partners, followed by a Q&A with participants. The moderator for the program is Robert Kurtz of Kurtz Creative.

Topics discussed during the roundtable will include the following:
*       Importance of marketing for ASCs
*       Marketing strategies that work and those that do not
*       Properly executing a marketing campaign
*       Obstacles to successful marketing
*       Role of social media in marketing

About the Panelists
Daniel Goldberg is the CEO and Creative Director of Gold Medical Marketing (www.goldmedicalmarketing.com), a marketing and public relations company focused on surgeons and specialty physicians. Daniel specializes in direct-to-patient marketing efforts as well as public relations and media exposure for physicians, practices and surgery centers. Daniel focuses on four core elements of marketing: branding, identity, positioning and research.

Blayne Rush is the president of Ambulatory Alliances (www.ambulatoryalliances.com) and is a SEC registered and FINRA licensed investment banker. He specializes in ASC brokerage; ambulatory surgery center turnarounds and increasing ASC valuations through physician recruitment and syndications; and access to the capital markets and capital structuring consulting for surgery, urgent care centers and radiation oncology centers.

Jimmy St. Louis is CEO of Advanced Healthcare Partners (www.ahcps.com) and the former COO of Laser Spine Institute. Jimmy is an expert in healthcare administration, policy and procedure. He managed the medical operations and corporate administration for Laser Spine Institute. During his tenure, Jimmy’s leadership guided Laser Spine Institute through immense growth from one surgery center with one OR to four surgical centers with a total of 15 ORs.

About Ambulatory Alliances
Ambulatory Alliances, LLC (www.AmbulatoryAlliances.com) is a middle-market boutique investment banking, surgery center brokerage, physician recruitment and syndication and strategic advisory firm. The company focuses exclusively on ambulatory centers and more specifically radiation oncology and ambulatory surgery center niche markets.

###
Media Contact:
Blayne Rush
Ambulatory Alliances, LLC
(469) 385-7792
blayne@ambulatoryalliances.com

Organizations are still cautious about dedicating resources to social media marketing: Only 27% of those surveyed employ someone who focuses exclusively on social media, according to a study by Ragan Communications and NASDAQ OMX Corporate Solutions.

Most (65%) organizations (including for-profit corporations, nonprofits, and government agencies) have added social marketing to the list of tasks traditionally assigned to marketing communications professionals.

In addition, one-quarter (25%) of organizations employ an intern to help with social marketing.

Below, additional findings from the report titled “Structuring a Social Media Team,” by Ragan Communications and NASDAQ OMX Corporate Solutions.

Most organizations are still learning about social media: Only 13% of marketing professionals say their team’s social media efforts are an “advanced, well-run machine.”

Some 65% of marketing professionals say they use social media regularly but have more to learn and accomplish, and 23% describe themselves as “newbies.”

Hiring Social Marketers

When hiring social marketing talent, a plurality of marketing professionals (45%) says they rely on a combination of educational background (degree) and experience; 25% weigh experience above all; and 18% view writing skills as a priority.

In addition, a background in communications (77%) and public relations (76%) is most desirable, followed by one in marketing (65%), journalism (42%), and advertising (28%).

Budgets

In 2012, only 28% of organizations recorded increases in their social media budgets (excluding salaries and benefits), and 69% stayed flat.

Prospects for 2013 are slightly better: 62% of organizations expect their budgets to remain flat, 36% expected budgets to rise, and 2% expect declines.

Even so, social budgets are still small: 23% of organizations have budgets (excluding salaries and benefits) of less than $1,000, and roughly 27% have budgets exceeding $50,000, with just 14% exceeding $100,000.

Goals

Asked about their social media goals, 87% of marketing professionals cite increasing brand awareness, 62% cite boosting Web traffic, and 61% cite improving the organization’s reputation.

Some 45% of marketing professionals cite generating leads as a top goal for their social efforts, 40% cite sales, and 38% cite customer service.

In addition, many of the organizations surveyed are using social media to promote thought leadership, according to the report. Others say their goals are to listen and learn, and a teaching hospital uses social media to recruit faculty, staff, and medical residents.

Among nonprofits, engaging current donors, expanding a donor base, and building a community of donors all were goals mentioned.

Measuring Social Media

Nearly 7 in 10 (69%) of marketing professionals say they are “dissatisfied” or “somewhat satisfied” with how they measure their social media efforts, compared with 31% who are “satisfied” or “very satisfied.”

Across various metrics, 86% of marketing professionals measure interactions and engagement, such as followers, fans, and “likes.” Some 74% track Web traffic, while 58% measure brand reputation.

Fully 4 in 10 marketing professionals (40%) say they track new leads gained via various social channels, and 31% measure sales.

Most (86%) organizations monitor their own brands (i.e., what’s being said about their organization), while 77% monitor industry news, trends, and events. Only 57% monitor their competitors.

Top Channels, Frequency of Posts

Among the organizations surveyed, Facebook is by far the most popular platform: 91% maintain a Page on Facebook. Twitter is the No. 2 platform (88%), followed by YouTube (73%), LinkedIn (69%), Google+ (33%), and Pinterest (32%). At the bottom of the list are Instagram (17%) and Tumblr (9%).

Most (58%) organizations post social media content at least daily, though one-half of those don’t post on weekends. Roughly 22% post two or three times a week, with the remainder posting less frequently.

Content

Across various types of social media content, Facebook posts (86%) and Tweets (85%) are most popular, followed by images (65%) and videos (64%).

More than 6 in 10 (61%) of marketing professional say their companies publish blog posts, while 51% draft online articles.

Is the C-Suite On-Board?

Most business leaders support social media efforts: 81% of marketing professionals (working in both large and small organizations) say their executives are “very” or “somewhat” supportive of social media; only 19% say execs in their organization are unsupportive or indifferent.

About the data: Findings are based on an online survey of 2,714 of communicators, marketers, public relations pros and other business professionals, conducted in the fourth quarter of 2012. Respondents were from for-profit corporations (58%), nonprofits (24%), and government agencies (7%). Organizations of more than 1,000 employees constituted 28% of the total; most were under 1,000, and 23% worked for organizations employing fewer than 25 employees.

Reprinted from http://www.marketingprofs.com/charts/2013/9793/social-marketing-benchmarks-budgets-goals-and-more

 

ImageWith each passing year the medical landscape is plagued with more and more landmines.  Declining reimbursements, bundled payments, the looming implementation of Obamacare and the constant rule changes of insurers are just a few of those landmines you need to sidestep this year.  However, one of the most explosive of these landmines is the marketing your practice is engaging in.  Over the past year I have seen some physician marketing campaigns and efforts that have made me and, more importantly, potential patients cringe.

 2013 brings another year of opportunity. Opportunity to stop making crucial marketing mistakes. I would like to share with you the 4 Marketing Mistakes Your Practice Needs to Stop Making in 2013.  I will illustrate the difference in myths and truth and fact from fiction.  Hopefully, this will give you an insight into effective marketing strategies that will increase your patient volume.

1.  Your Practice’s Website
If you, or your practice, do not already have a website, I implore you to call me immediately.    Your website can be a very effective tool to illuminate patients as to your experience, procedures and outcomes.  But, it can also be very tricky and sometimes end up being more cumbersome than useful.

One of the most common flaws I see is the images on your website.  The trend seems to be photos of happy geriatric couples walking on the beach or riding bikes.  These photos intend to illustrate satisfied patients and an active lifestyle.  This imagery is not only ineffective but can also be detrimental.  Allow me to explain.  

The psychology of a potential patient is a factor that you must take into consideration.  Nobody wants to feel old.  Not even the elderly.  If you website is filled with images of the elderly, no amount of smiling faces is going to detract from the fact that the patient has now been made to feel old.  Furthermore, if a patient from a younger demographic views these images they can not identify with the people in the images.  They want to continue sports, working and all of their other beloved hobbies.  They more easily identify with sports imagery, youthful imagery and fitness imagery.  

Even if your patient base is elderly the images need to be active and youthful.  You will want to give the perception that your procedure is going to make them feel as healthy and youthful as they did in their younger years.

Next, there is no doubt that you desire to convey quite a bit of information to the visitors on your site, as the site acts as a digital representation of you and your practice.  You will want to show them all of your credentials, experience and knowledge in an effort to compel them to to pick up the phone and make an appointment.  But is that what they came there for?  

The important thing to remember is that most potential patients came there for answers. People  want to know the cause of their radiculopathy, back pain, joint pain or muscle weakness.  That necessary information has to be readily available to potential patients and easy to find.  If visitors have to search through page after page of content, they will most likely become frustrated and move onto the next site.  It may seem  a bit odd, but patients need to be able to trust your site and believe that your site is providing the answers they are looking for from an expert.  

Once the patient obtains the information they are seeking they will inevitably want to know who that information is coming from and how further this physician can help them.  This is where a dedicated page to each physician in the office is important.  Do not be afraid to list your credentials, accomplishments, awards and any innovations you have been a part of.  The more accomplished you seem the more a patient will bestow their faith in you.  Once you have given the patient the information they are seeking the next thing you want to do is have them contact you.

Getting a patient to visit your contact page is the most important factor in their digital experience. Having easy to find and access contact information is critical. Visiting the contact page shows that you have conveyed enough insight and information to persuade a patient to set an appointment. Having a separate tracking metric to track the traffic to your Contact page can be a very useful tool as well. This will help us determine if the layout is effective.

Too often I see this page cluttered with useless info and what I call “Black Hole Boxes”.  Your practice phone number is the item that must be most prominently displayed, as this is still the dominant method in which patients make appointments.  Next, all of your locations with addresses and suite numbers must be readily accessible.  Patients are often concerned as to how far they will need to travel for their appointment. The Google Maps application on your site is a free and effective tool for patients to figure out travel time.

Lastly, “The Black Hole” email.  On most sites there is a section of the Contact page where a patient can leave a question, comment or concern.  Almost inevitably this is in the form of a contact box with no indication of who is receiving and reading these messages.  This box often conveys a cold and faceless perception of your practice and patients are very hesitant to disclose sensitive medical information to a box on a website. The common thought is that their query is sent to a black hole where no one will ever see nor read it.  Sadly, most of the time this is true.

Consider instead putting the name and email address of someone in the practice in place of this box.  This will show patients that a live person is going to receive and reply to this inquiry.  

2.  Your Blog
Blogs are an imperative tool in establishing an online presence and makes for great social media content   However, your blog needs to be finely tuned to differentiate your website as a reference or an authority.

In most cases, practices take medical studies or medical news and regurgitate them onto their own blog.  Practices then post this information on their social media pages and sit and wait for the traffic to come to the site.  This is incredibly ineffective.  When creating a blog, originality is key for two reasons.

First, in terms of your Google and SEO (Search Engine Optimization) rankings, Google penalizes sites that are filled with reproduced content.  It forces Google to see your site as unoriginal and gives it a lower page authority. Second, it is important to relate the story or research to your own practice to reinforce your authority on the subject.  If there is no mention of your practice’s experience or expertise on the subject, then what is the function of the blog? In 2013, your can no longer survive as an aggregate news outlet.   Let me give you an example, if news came out tomorrow that Kobe Bryant was going to have a hip surgery, it would no doubt make the news and create a buzz for a few days.  If you are a physician who performs hip surgery, then you need to capitalize on this news.  Create an original blog highlighting Kobe’s career achievements, awards and what may have led to his injury.  Then, incorporate yourself into this article.  Designate a small paragraph at the bottom to discuss your experience with similar injuries, how you have treated them and how you can help others with similar injuries.  By utilizing a newsworthy case, you are asserting yourself as an authority on these types of injuries.  This increases not only your reputation but patients trust in your experience as well. Do you have time for this? As a busy physician, you probably do not. However, can you honestly afford NOT to take part in the digital revolution? These are questions that may take a rude awakening to answer. Warning- a plug is on its way. We are professionals at facilitating these techniques. For now, let us continue teaching.

3.  Social Media
With the advent of social media, one of the biggest streams of revenue for marketing charlatans has been “social media marketing”.  This is one of the most embellished and misconstrued forms of marketing in the medical world today.  Let me make something clear right now, beware of this farce.

This is not to say that social media does not have its place in your marketing efforts, but you need to be aware of how to effectively utilize these tool.  First and foremost, monitor your audience.  If you have engaged in a social media campaign, the first thing most physicians want to see is their “Likes” and “Followers” increase, as this is often the metric used to measure the effectiveness of the campaign.  More important that “how many” are following you is “who” is following you.  Many companies will engage in “back door” efforts that garner you more “Likes” and “Followers” but this increase is filled with people from overseas, spam accounts and those who have no interest in your page.

For instance, if you are surgeon in Ohio and you have 1000 “Likes” you are probably satisfied at the idea of this large audience.  But if this audience is from overseas, what is the likelihood they are going to fly from Ireland to Ohio to see you?  Probably zero.  The focus needs to be on the age and location of relevant profiles who are more likely to become patients.  Focus on your immediate area and expand from there.  As the old adage goes, quality over quantity.

Next, the purpose of your social media should be to direct traffic to your website where patients can get a better picture of your full experiences and scope of practice.  Social media can be an effective tool in disseminating your blog, practice announcements and press releases.  If you have social media profiles populated by a captive audience then this content will interest them, and can direct traffic to your site.  But trust me, if you are in New Jersey, no one in Idaho cares about your upcoming Patient Seminar. Track your audience and more importantly, track who is building your audience.

4.  Advertising
Undoubtedly during your tenure you have been solicited to advertise in the local newspaper, magazine, etc.  The advertising rep has touted all the benefits of advertising with their publication and given you “analytics” of their readership and audience all in effort to entice you. What you need to be mindful of is the effectiveness of traditional advertising.  Every day, online news consumes more and more of the market of news readers.  To combat the decline in revenue, publications have hired larger sales forces to sell as much ad space as possible in an effort to maintain enough revenue to continue being published.  

So what does this mean for you?  Well, if you choose to engage in a paper advertising campaign you are going to see newspapers and magazines filled with more ads and less news content.  This proliferation of advertisements dissuades many readers as they feel the publication is now no more than a book of advertisements.  Furthermore, your ad is far less effective because by the time the reader sees your ad they are so desensitized to ads that they will most likely skip past it.  Also, you need to keep in mind how many similar ads or competitors ads are appearing in this publication as well.  If there is an abundance of competitive ads it is often best to find another advertising avenue.

Another trick advertising reps like to employ is the “Rule of 3”. They will tell you that for your ad to be effective you need to advertise multiple times and usually engage in a contract for 3 months.  It is true that repetition is important, but there is usually a more underhanded reasoning for this rule.  Ad reps are forced to solicit new business constantly to sell ad space and this process can be redundant. If they lock an advertiser into a space for 3 months as opposed to one week, it makes their job a lot easier and they do not have to seek out a new advertiser for that space for the next 3 months.

Lastly, what are you really getting out of this relationship?  As a general rule, I never engage my clients in a paper advertising campaign unless my client is getting more than just an advertisement. Generally, I like to offer an advertisement as a supplement to original content about our practice that they will publish.  This can be an informative piece, a story of a local patient, announcement, etc. Most often, the reps are hesitant to engage in this sort of agreement as they feel it compromises the newspapers “integrity”.  At this point in the conversation I usually like to highlight how it not only behooves the publication to publish this content but how it in no way compromises their ethics.  They usually see my point.

Medical Marketing is a complex discipline and requires the implementation of several vital aspects of Branding, Identification, Research and Positioning.  Gold Medical Marketing implements demographic and psychographic marketing to generate new patient volume into your practice.  For more information visit us online at www.goldmedicalmarketing.com

ImagePain Physicians NY have announced the “Getting Your Body Back in Rhythm” program, a medical program specifically focused on treating and preventing injuries in both modern musicians and classical musicians.  This often overlooked and underserved population is at a surprisingly high risk for skeletal, tendon and nerve injuries due to the physical toll their profession takes on the muscle and nerve systems throughout the body.  A recent study showed that over 70% of musicians will take time off as a result of a music based injury.

Traditionally, most physicians were not adept at treating the injuries of musicians or understanding their needs as music professionals.  As a result, most musicians were encouraged to “play through the pain” which often led to an exacerbation of the injury and put the musicians career in jeopardy.  

Dr. Arkady Lipnitsky and the physicians at New York Pain Physicians have spent years treating musicians of all types, from classical musicians to aspiring rock stars.  Their goal is to help those who have been injured regain their strength as well as prevent injuries for those currently performing.

About The “Getting Your Body Back in Rhythm” Program

This two-fold program will be administered by Pain Physicians NY in their Manhattan and Brooklyn offices.  The program consist of a section of the Pain Physicians NY website dedicated to musicians in both Modern Music as well as Classical Music.  This section highlight common signs of injuries in their respective instrument as well as risk factors associated with their individual instrument.
 
Second, an educational component will be implemented by the physicians.  Educational seminars and Free Musician Screenings will be held at local music conservatories and music schools throughout Manhattan and Brooklyn.  This will serve as an opportunity for musicians to identify poor habits that can lead to injuries and result in missed practice and concerts.

About Pain Physicians NY

Pain Physicians NY is a multi-specialty medical practice with locations in Manhattan and Brooklyn.  Dr. Arkady Lipnitsky serves as the Director of Rehabilitative Care.  The practice also includes Dr. Leon Reyfman and Dr. Tamar Elbaz, both specialists in Interventional Pain Management.

Pain Physicians NY implement a multi-specialty approach when diagnosing and treating a patient.  Each patient’s symptoms and studies are evaluated collectively by all doctors to determine the proper treatment protocol and to ensure the most expeditious care.  Pain Physicians NY are considered pioneers in the treatment of pain in patients across all walks of life.

By Rosie Mestel and Eryn Brown, Los Angeles Times

When cancers are treated, tumors may shrink but then come roaring back. Now studies on three different types of tumors suggest a key reason why: The cancers are fueled by stem cells that chemotherapy drugs don’t kill.

The findings — made by independent research teams that used mice to study tumors of the brain, intestines and skin — could change the approach to fighting cancers in humans, experts said.

Properties of these so-called cancer stem cells can be investigated so researchers can devise strategies for killing them off, said Luis F. Parada, a molecular geneticist at the University of Texas Southwestern Medical Center in Dallas and senior author of one of the studies published Wednesday.

Adult stem cell cancer“Everything has a soft underbelly once you understand it well,” Parada said. “With all the modern molecular techniques and modern approaches we have, we should be able to find their soft underbelly.”

Cancer researchers have long suspected — and some pioneering studies have strongly suggested — that specific cells within tumors are responsible for their continued growth. But the earlier experiments hadn’t convinced everyone, and the hypothesis has been controversial.

The three papers published by the journals Nature and Science “really should seal the deal,” said cancer biologist Owen Witte, director of the Broad Stem Cell Research Center at UCLA.

“People can stop arguing,” he said. “Now they can say, ‘OK, the cells are here. We now need to know how to treat them.’ “

All three studies used molecular tricks that allowed scientists to mark certain tumor cells with bright colors. When these marked cells divided, all of the daughter cells were similarly colored. This permitted the researchers to see whether any old cell in a tumor can continue to fuel its growth or if only a subset of cells is responsible.

The three groups used different experimental approaches and different kinds of cancer, but all of them found the latter to be true.

Parada’s group, whose work was published in Nature, studied an aggressive cancer called glioblastoma that arises when brain cells called glia turn rogue. The scientists started with a hunch — if a cancer stem cell existed, it would have biological similarities to the stem cells that normally exist in the brain.

To test whether this was true, the team created glioblastoma-prone mice whose brain stem cells glowed green. When those cells divided, their daughter cells contained some of the green dye too. After enough generations, the dye was diluted away.

Sure enough, the mice developed brain tumors. When the researchers examined those tumors, they found a small number of green-glowing cells that weren’t actively dividing, unlike the rest of the tumor.

It looked as though the scientists had detected cancer stem cells.

Next, the scientists treated the mice with a chemotherapy drug that kills rapidly dividing tumor cells. When the tumors grew back, as glioblastomas generally do, the scientists used other chemical tricks to see that the new cells were all descendants of the green-glowing cells that weren’t killed by the drug.

The next step was to see what would happen if the cancer stem cells were wiped out, a test that was possible because of the way the mice were genetically constructed. Without the stem cells, the tumors never grew as large and the animals lived longer.

The scientists concluded that they had destroyed the wellspring of cells that renew the tumor when other cancer cells within the mass stop dividing.

In the two other papers, cancer cells with stem-cell-like properties were found in mouse intestinal adenomas, which give rise to intestinal cancers, by Dr. Hans Clevers at the Hubrecht Institute in the Netherlands; and in squamous cell skin tumors by Dr. Cedric Blanpain at the Free University of Brussels. Those papers were published in Science and Nature, respectively.

There are still many unknowns, said MIT cancer researcher Robert Weinberg, who wasn’t involved in the studies. Among them: Do these cells come from a tissue’s normal stem cells or somewhere else? What makes them turn rogue? Do most — or even all — cancers work this way?

Even so, the implications are obvious, he and others said: Doctors can’t just go after the rapidly dividing cells if they want to effectively fight a cancer.

“Unless we treat the cell of origin, we won’t cure the patient,” said Dr. Jenny Chang, director of the Cancer Center at Methodist Hospital in Houston.

Today, cancer medications generally kill only rapidly dividing cells, and scientists don’t yet know enough about cancer stem cells to target them. Biotech companies and academics are working on the problem.

Overall, scientists are finding that cancers are grotesque caricatures of normal body tissues, said John E. Dick, senior scientist at Toronto’s Princess Margaret Cancer Center, whose work in the 1990s provided early evidence for stem cells in leukemia.

Just as healthy tissues contain a mix of cells — ones that are dividing, ones that have taken on distinct identities, and stem cells that periodically replenish the tissue — so, too, do cancers.

And just as normal tissue growth involves a complicated dance of chemical messages among cells, so, too, might the growth of cancers.

That complexity makes the prospect of devising new therapies seem daunting, Dick said. But, he added, it opens up a whole new menu of strategies that scientists can try.

(Monica Almeida/The New York Times)

In the Inland Empire, an economically depressed region in Southern California, President Obama’s health care law is expected to extend insurance coverage to more than 300,000 people by 2014. But coverage will not necessarily translate into care: Local health experts doubt there will be enough doctors to meet the area’s needs. There are not enough now.

 
Other places around the country, including the Mississippi Delta, Detroit and suburban Phoenix, face similar problems. The Association of American Medical Colleges estimates that in 2015 the country will have 62,900 fewer doctors than needed. And that number will more than double by 2025, as the expansion of insurance coverage and the aging of baby boomers drive up demand for care. Even without the health care law, the shortfall of doctors in 2025 would still exceed 100,000.

Health experts, including many who support the law, say there is little that the government or the medical profession will be able to do to close the gap by 2014, when the law begins extending coverage to about 30 million Americans. It typically takes a decade to train a doctor.

“We have a shortage of every kind of doctor, except for plastic surgeons and dermatologists,” said Dr. G. Richard Olds, the dean of the new medical school at the University of California, Riverside, founded in part to address the region’s doctor shortage. “We’ll have a 5,000-physician shortage in 10 years, no matter what anybody does.”

Experts describe a doctor shortage as an “invisible problem.” Patients still get care, but the process is often slow and difficult. In Riverside, it has left residents driving long distances to doctors, languishing on waiting lists, overusing emergency rooms and even forgoing care.

“It results in delayed care and higher levels of acuity,” said Dustin Corcoran, the chief executive of the California Medical Association, which represents 35,000 physicians. People “access the health care system through the emergency department, rather than establishing a relationship with a primary care physician who might keep them from getting sicker.”

In the Inland Empire, encompassing the counties of Riverside and San Bernardino, the shortage of doctors is already severe. The population of Riverside County swelled42 percent in the 2000s, gaining more than 644,000 people. It has continued to grow despite the collapse of one of the country’s biggest property bubbles and a jobless rate of 11.8 percent in the Riverside-San Bernardino-Ontario metro area.

But the growth in the number of physicians has lagged, in no small part because the area has trouble attracting doctors, who might make more money and prefer living in nearby Orange County or Los Angeles.

A government council has recommended that a given region have 60 to 80 primary care doctors per 100,000 residents, and 85 to 105 specialists. The Inland Empire has about 40 primary care doctors and 70 specialists per 100,000 residents — the worst shortage in California, in both cases.

Moreover, across the country, fewer than half of primary care clinicians were accepting new Medicaid patients as of 2008, making it hard for the poor to find care even when they are eligible for Medicaid. The expansion of Medicaid accounts for more than one-third of the overall growth in coverage in President Obama’s health care law.

Providers say they are bracing for the surge of the newly insured into an already strained system.

Temetry Lindsey, the chief executive of Inland Behavioral & Health Services, which provides medical care to about 12,000 area residents, many of them low income, said she was speeding patient-processing systems, packing doctors’ schedules tighter and seeking to hire more physicians.

“We know we are going to be overrun at some point,” Ms. Lindsey said, estimating that the clinics would see new demand from 10,000 to 25,000 residents by 2014. She added that hiring new doctors had proved a struggle, in part because of the “stigma” of working in this part of California.

Across the country, a factor increasing demand, along with expansion of coverage in the law and simple population growth, is the aging of the baby boom generation. Medicareofficials predict that enrollment will surge to 73.2 million in 2025, up 44 percent from 50.7 million this year.

“Older Americans require significantly more health care,” said Dr. Darrell G. Kirch, the president of the Association of American Medical Colleges. “Older individuals are more likely to have multiple chronic conditions, requiring more intensive, coordinated care.”

The pool of doctors has not kept pace, and will not, health experts said. Medical school enrollment is increasing, but not as fast as the population. The number of training positions for medical school graduates is lagging. Younger doctors are on average working fewer hours than their predecessors. And about a third of the country’s doctors are 55 or older, and nearing retirement.

Physician compensation is also an issue. The proportion of medical students choosing to enter primary care has declined in the past 15 years, as average earnings for primary care doctors and specialists, like orthopedic surgeons and radiologists, have diverged. A study by the Medical Group Management Association found that in 2010, primary care doctors made about $200,000 a year. Specialists often made twice as much.

The Obama administration has sought to ease the shortage. The health care law increases Medicaid’s primary care payment rates in 2013 and 2014. It also includes money to train new primary care doctors, reward them for working in underserved communities and strengthen community health centers.

But the provisions within the law are expected to increase the number of primary care doctors by perhaps 3,000 in the coming decade. Communities around the country need about 45,000.

Many health experts in California said that while they welcomed the expansion of coverage, they expected that the state simply would not be ready for the new demand. “It’s going to be necessary to use the resources that we have smarter” in light of the doctor shortages, said Dr. Mark D. Smith, who heads the California HealthCare Foundation, a nonprofit group.

Dr. Smith said building more walk-in clinics, allowing nurses to provide more care and encouraging doctors to work in teams would all be part of the answer. Mr. Corcoran of the California Medical Association also said the state would need to stop cutting Medicaid payment rates; instead, it needed to increase them to make seeing those patients economically feasible for doctors.

More doctors might be part of the answer as well. The U.C. Riverside medical school is hoping to enroll its first students in August 2013, and is planning a number of policies to encourage its graduates to stay in the area and practice primary care.

But Dr. Olds said changing how doctors provided care would be more important than minting new doctors. “I’m only adding 22 new students to this equation,” he said. “That’s not enough to put a dent in a 5,000-doctor shortage.”

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Head and spinal injuries cost California’s workers’ compensation insurers more than $500 million over 10 years, according to the California Workers’ Compensation Institute’s “Injury Score Card.”

The report issued on Wednesday reflects data on California work injury claims for head and spinal injuries without spinal cord involvement.

Such cases represent only a small fraction of all workers’ comp cases, but a disproportionate share of the costs because they include catastrophic cases considered to be among the most expensive in the system, the report states.

Several statistics stand out in the score card, which uses data from open and closed claims from accident years 2001 through the middle of 2011, including notable changes in injuries by industry sector, as well as workers’ comp payments by county. Also notable is the ever increasing cost of workers’ comp in California.

“Since the recession, the types of injuries by industry has changed,” said John Ireland, an associate research director at CWCI. “It says a lot about the state of economy, but also about the nature of types of injuries.”

The construction sector went from 15 percent of all workers’ comp claims in California in the early part of decade to 8 percent last year. Manufacturing has also seen a sizable decrease, while the professional and clerical services sector rose the most, from 15.8 percent in the period from 2001 to 2007 to 21.8 percent  in the period between 2008 and 2011, according to the report.

Since 2008 construction and manufacturing also dropped percentage points for head and spine workers’ comp claims, while professional and clerical services rose for head and spine claims, the report shows.

The latest score card also features a profile of head and spine injury by claimant county of residence.

Los Angeles County topped the list with 23 percent of all the state’s head and spine payments from 2001 to 2010, and L.A.’s average of $67,002 per claim was second only to Kern County, which tops the list for average per paid claim at $67,714.

Other than the possibility that a high number of agricultural operations yielded such a high average in Kern, Ireland was at a loss as to why that rural county’s average was so high.

As for L.A.? “That’s the $67,000 question,” he said.

“We really don’t’ know why it’s so high in L.A.,” he said.

But he did have some thoughts on the matter.

L.A.’s $17,087 average for all workers’ comp claims tops the list of counties.

“We do know that there are higher attorney rates in Los Angeles,” he said. “The whole workers’ comp system in L.A. tends to be a little bit more contentious than it is in the rest of the state.”

L.A.’s average per paid claim is nearly 40 percent above the state average of $47,746.

According to the study, head and spinal injuries accounted for one out of 200 job injury claims in California. However, due to the high average cost of these claims, they consumed 1.7 percent of paid losses, the study shows.

The study shows that strains, contusions and lacerations lead the “nature of injury” categories for head and spine injuries, comprising nearly half of the claims.

A high proportion of head and spine claims involve fractures, concussions, multiple physical injuries and other cumulative injuries which are often expensive to treat and result in delayed return to work and high indemnity costs, the report shows.

More than 9 percent of head and spine injuries are fractures, 7.4 percent are concussions and 5.8 percent are considered multiple physical injuries, the report shows.

Unlike other types of injury claims, average paid losses payments on head and spine injury claims never declined following the 2004 workers’ compensation reforms, with the most recent data for accident years 2007 through 2009 showing that average paid losses on head and spine claims at one, two and three years months are three- to four-times higher than the average for all California workers’ compensation claims, according to the report.

For example, among 2007-2009 lost-time cases, average benefit payments at 36 months post injury for head and spine injury claims averaged $96,980 – that’s adding an average $67,325 for medical plus $29,655 indemnity – compared with an average of $29,211, $15,646 medical plus $13,565 indemnity, for all California workers’ compensation lost time claims in 2001, the report states.

These numbers reflect the continued escalation in workers’ comp costs, particularly in the cost of healthcare.

“Healthcare in general has gone up,” Ireland said. “The cost of healthcare has been in an inflationary spiral for many, many years.”

One driver of those costs may be prescription drugs.

Hydrocodone, or Vicodin, was No. 1 in percentage of prescriptions written (12.4 percent) for head and spine injuries in workers’ comp cases in California in 2010. Omeprazole, or Prilosec, followed at 6 percent, and Gabapentin (Neurontin) and Naproxen (Naprosyn) were at 2.7 percent.

“There definitely is an association with the prescription of opioid analgesics and costs,” Ireland said.