The product portfolio of the clinic is like a shop window, introduces the medical center and services. In trade, window dressing is handled by a merchandiser, but in medicine there is no such specialist, so a marketer, owner, and sometimes a senior administrator are involved in this. But the rule is general: the more competent and talented the window is decorated, the more confidence it inspires.

The medical design portfolio is the conceptual pillar of the clinic, which is formed on the basis of resources and a given concept of work. If the product portfolio is designed correctly, then it becomes a logical source of profit. If there is a mess in the product portfolio, the clinic loses records and the frequency of calls, the number of services per patient also decreases, and cross-marketing disappears.

It seems that the average patient does not understand medicine and does not know “how it should be.” But if in the price list or in the “Services” section of the site products are piled up – some are duplicated, some are outdated, something is simply missing – the patient is lost. It is easier for him to go to competitors than to figure out which of the 6 identical services is the right one. Yes, he can call the contact center for advice, but is it possible to correctly consult on services and prices if there is no order in the price list?

When developing a product portfolio, it is important to strike a balance between 3 parameters:

• The needs of the patients
• Profitability,
• Convenience of work.

Everything is clear with the needs of patients. With profitability – too, but the main thing is to ensure the availability of services so that it is convenient for doctors to prescribe them. Services torn off from each other and hanging in a vacuum will not give profit.

What is convenience? Any complex work, for example, a pilot, is divided into stages: takeoff, climb, flight, approach, and landing. All stages require the involvement and attention of the pilot, but each requires unique actions and data. To keep everything running smoothly, buttons, sensors, switches, and toggle switches need to be close at hand and light up instantly.

The doctor is the same. He needs to collect an anamnesis, make a preliminary diagnosis, prescribe tests, possibly refer the patient to a related specialist, look at the results, make a final diagnosis, and prescribe treatment. If there are eight identical examinations in the MIS, there are no schedules of other doctors or offices, the doctor will not be able to do his job.

Many clinics teach doctors to refer patients to related services, conduct sales trainings, introduce monetary motivation, but forget about the convenience of work and awareness. Sometimes medical centers do not even have internal notifications about new services, doctors, equipment. Doctors simply do not realize that something has changed in their own clinic and now it is possible to carry out diagnostics or treatment that was previously inaccessible to patients.

For example, a case from life: for six months the ultrasound room worked from 8.00 to 14.00, because the ultrasound doctor quit and there was no specialist for the second shift. Doctors are accustomed to and offer their patients a second appointment in the afternoon on the basis that the patient will do an ultrasound scan in the morning. Finally, the vacancy was closed, but the office is still idle. Why? Yes, because no one knows that the ultrasound room is now also working on the second shift and a very experienced specialist conducts the appointment.

Who is guilty? The one who did not notify the employees and did not develop a convenient information system and since officially there is no such person responsible, then there are no guilty ones, well, or everyone is to blame – this is about the same thing. This means that this will be repeated systematically.

The same applies to the emergence of new services that employees do not always know about or know, but do not understand at all how “their” patients have to do with these services. The owner has a logic according to which he introduces a new service, but the doctors do not understand why it is needed and do not refer patients.

What are the Most Common Mistakes?

The main mistake is a mess. Usually, the older the clinic and the more the owner loves it, the more chaos is created in the portfolio. I want everything, at once and more, plus we watched something from competitors, we can’t refuse anything – we drag everything indiscriminately. What is called: the clinic has 15 main products and all are priority. We can’t decide which banner to make first. As a result, we launch banners for everything. Humanly, this behavior is understandable, but it harms the cause.

This means that the clinic does not have a strategy, positioning, cross-marketing and understanding of what makes money. But, usually there is a underload in all offices. Unfortunately, the clinic can live in this state for a long time until the owner decides to make changes.