Ophthalmology Business

JUL 2018

Ophthalmology Business is focused on business topics relevant to the entrepreneurial ophthalmologist. It offers editorial, opinion, and practical tips for physicians running an ophthalmic practice. It is a companion publication of EyeWorld.

Issue link: http://digital.ophthalmologybusiness.org/i/993149

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Page 2 of 27

TM digital.OphthalmologyBusiness.org Vol. 9, No. 2 July 2018 • Ophthalmology Business 3 July 2018 Donald Long Publisher don@eyeworld.org Stacy Jablonski Editor stacy@eyeworld.org Julio Guerrero Graphic design julio@eyeworld.org Susan Steury Graphic design assistant susan@eyeworld.org Paul Zelin Sales paul@eyeworld.org ASCRS Publisher: Ophthalmology Business is published quarterly by ASCRS Ophthalmic Services Corp., 4000 Legato Road, Suite 700, Fairfax, VA 22033-4055; telephone 703- 591-2220; fax 703-273-2963. Printed in the U.S. Editorial Offices: Ophthalmology Business, 4000 Legato Road, Suite 700, Fairfax, VA 22033-4055; 703-591-2220; fax 703-273-2963;email: stacy@eyeworld.org Advertising Offices: ASCRSMedia, 4000 Legato Road, Suite 700, Fairfax, VA 22033-4055; toll-free 800-451-1339, 703- 591-2220; fax 703-273-2963; email: cathy@eyeworld.org Copyright 2018, ASCRS Ophthalmic Services Corp. 4000 Legato Road, Suite 700, Fairfax, VA 22033-4055. All rights reserved. No part of this publication may be reproduced without written permission from the publisher. Letters to the editor and other unsolicited material are assumed intended for publication and are subject to editorial review and acceptance. From the publisher F inding the right fit is just as important for the ophthalmol- ogist looking to join a practice as it is for the practice look- ing for a new hire. In this issue of Ophthalmology Business, "Finding a perfect fit: Assessing practice culture" includes tips for how ophthalmologists can get a sense of the practice's culture before signing on the dotted line. These include first defining what you personally would consider your right fit, listing your must-have needs and deal-breakers. The article describes what you should look for and ask to get a better sense of a practice's culture, values, and vibe before you join the team. Also in this issue, William Rabourn Jr. discusses branding and how to tell your practice story—and who should be telling this story—in "Se- lect the right team of brand builders to grow your ophthalmic practice." Selecting a team with a background in ophthalmology can be helpful to "accurately and effectively market it," Mr. Rabourn says. Practices should also consider a comprehensive marketing team that has the capacity and expertise to handle the various aspects of marketing and advertising. In "Carving out a niche with services, technologies new to your mar- ket," physicians discuss how they differentiate themselves with services and technologies that are unique to their market. These ophthalmologists have identified unmet needs for their patients and built up their practices by filling those gaps, bringing on advanced technologies or novel proce- dures and treatments. Finally, "Steps to improve patient flow" gives concrete examples of what could be hindering efficient patient flow and how to reform these inefficiencies to improve patient perceptions and care. Maybe you're try- ing to fit too many patients into your workday, leading to delays. Perhaps even the most common types of patients you see just take more time. Whatever the case, there are simple steps you can take to be more efficient and make your patients' visits—and your workday—more enjoyable. We hope you are able to take some time to soak up the sun this sum- mer. If you happen to come up with any ideas for a future Ophthalmology Business article, perhaps while reading this issue poolside, please share them with us. Thank you for reading! Donald Long Publisher

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