I. Media
- As the first full-time radiologist and the first one to live in the community, there was a front page article in the town paper, with photograph, announcing my arrival. The article gave a mini-biography and therefore those who read the paper knew this new “radiologist” was an M.D., and a doctor who had done specialty training in radiology.
- At various times over the years the hospital would run ads in the paper called “Meet the Experts” featuring doctors on the staff and giving their medical credentials and a brief biography. At other times, a feature article entitled “Ask the Experts” would run in which the doctor would answer a patient’s question. I participated a number of times.
- Whenever a new modality would arrive, such as ultrasound, mammography, CT, etc. a reporter would interview me and a large article, with pictures, would appear in the paper.
- About once a year, the paper would put out a “Who’s Who in Business” for the town. I would almost always put an ad in which would include a picture of myself (and partner, when I had one) with our names, including M.D., and specialty, etc.
- Radio: Over the years there were a number of opportunities to be a “guest expert” on the local radio station.
II. Signage and Patient Handouts
- There was a large sign in the hospital imaging department waiting area that explained who I was, my training, and what I did. Billing was explained as well. My business name, “Cottage Grove Medical Imaging,” and “Hugh B. McMahan, M.D.” were prominently displayed on my private office door.
- The hospital had a series of 8”x10” photos of their medical staff along the main hospital hallway with our name and specialty listed.
- There was a small, folded handout with my picture, CV, etc. in the waiting areas of my office and the hospital department.
- When a new imaging service was introduced, I would write a patient handout explaining the purpose and role of the new technology in healthcare.
III Service Clubs
- The service clubs like Rotary, Lions, and hospital auxiliary, are always looking for speakers and when I was asked, I always took that opportunity to give talks about the latest technology or about my mountain climbing adventures. I was always introduced as “Dr. McMahan, our radiologist at the hospital,” etc.
IV. Community Involvement
- I served on the city planning commission for 5 years.
- I served on the hospital foundation board for about 20 years which entailed numerous public functions and fund-raising efforts.
V. Direct One-on-One Communication with Patients:
- I met with any patient who asked to speak with me on any matter such as test results, billing, etc.
- I met with every diagnostic mammogram patient and went over her films and results with her. Additionally, any woman who had a screening mammogram and requested to have her films reviewed with me, I did so.
- I would spend time before all fluoroscopic and special procedures learning something about the patient and going over the procedure and answering any and all questions. All informed consents were done by me personally. I would go over the films and preliminary results of the study with the patient at the end of all procedures. I would make notes on their film jacket pertaining to the patient for future reference.
- For the first 12 years, in addition to interpreting the ultrasound studies, I performed the examinations myself. This would be unheard of today.
VI. Billing
- Both the hospital bill and my bill explained the two components of an imaging bill: the hospital’s “technical charge” and the radiologist’s “professional” charge.
Obviously, all of the above takes time and commitment for which the radiologist is not “paid” however, it certainly paid non-monetary dividends in a personal way to me by establishing a connection and an identity with the community and the patients I served. For the first 10 years, I had the luxury of a more relaxed pace which allowed many of the above “branding” activities to take place. A more relaxed and human pace was one of the primary reasons I chose a rural practice.
One of the big, and in many cases non-articulated, issues with large multi-person practices is the decision the group officers make, either consciously or unconsciously, about time vs. money. That is, what’s their trade-off equation regarding compensation, workload and time off - and time devoted to “branding” efforts? The incomes I hear discussed today are astronomic, however, I know they also come with a corresponding astronomically huge workload (assuring quality control and the radiologist-in-training pipeline are other related issues.) If “branding” activities on a local level are to be successful, the practices will have to build into their structure time for any and all of the above or similar activities. If the “bottom line” mentality prevails, i.e. every single second of the radiologist’s time is to be spent generating a billable code, “branding” will not be successful.
I hope you and the ACR find these remarks helpful.
Hugh B. McMahan, M.D. (Ret.)