Photographs tell stories.
A stunning photo that captures a compelling moment elicits pure and strong emotions from everyone who views it.
Images play a crucial role in marketing your veterinary practice, because they tell the story of your business and foster emotional bonds with pet owners.
Here are 7 tips to help you make the most of your marketing photography…
1. Be specific. Shoot real images of real people doing meaningful things. This includes your employees, clients, pets and events. Invite pet owners into your photographic conversation by asking for their images. Photo contests are a great way to engage clients.
2. Ensure that images align with your brand and are consistent with your overall messaging, mission and vision. Incorporate on-brand colors in your images. If royal blue is your primary brand color, for example, shoot images that highlight (or contain) that color.
Ford’s current slogan is “Built Ford Tough”, but before that it was “Quality is Job 1.” This was their attempt to speak particularly to those often referred to as the “Greatest Generation”, for whom quality was extremely important. Ironically, Ford used this as their slogan during a time when they were getting their rear ends handed to them by the Japanese and Germans, but that is perhaps a topic for another post. If you SAY quality is that important, you better mean it: consumers are less and less forgiving.
It is very hard to believe that 2013 is drawing to a close. This year brought several changes to the world of digital marketing, both in the technology available to market to your clients and in the mindsets of many veterinarians shifting to a more brand-savvy mentality. Join us as we look back at a few of our favorite articles from the past year.
I’ve written about veterinary excess capacity before, namely that there are too many veterinarians chasing not enough clients. So how do we fix that? Well, there are two broad possibilities: reduce supply and increase demand. As I’ve alluded to before, the former is far easier said than done. Whatever we as a profession will be able to do about veterinary supply will happen at such a slow pace that you should not consider it in your budgeting and short term strategic plans. You might as well assume that supply will remain high for the foreseeable future.
I got my veterinary degree from Cornell, and was recently asked to join the executive board of their alumni association. I was excited to give back to my alma mater, and happily agreed. We had our first meeting this past week, and I had a chance to hear a few different speakers describe the successes and challenges they’ve had in their particular practice areas.
One of these visionary leaders was Dr. Susan Hackner, who is a double boarded (IMED, E/CC) specialist and Chief Medical Officer (CMO) and Chief Operating Officer (COO) at Cornell University Veterinary Specialists in Stamford, CT. (www.cuvs.org) This hospital is a new venture that provides academic level emergency and specialty care in a high service model. CUVS opened about three years ago to rave reviews from local practitioners and pet owners alike.
Unless you’ve been living under a rock for the last several years, you surely know about YouTube. www.youtube.com This video channel is owned by Google and is the #2 ranked website on the entire internet (2nd only to Google itself). There’s no denying the immense popularity of YouTube. If a picture is worth a thousand words, video is worth a million. 62% of Google’s universal search results include video, and more than eight out of every ten of those videos are hosted in YouTube. With over 4 billion hits every day, any good marketing strategy must include this massively relevant and important site.
Dr. Peter Weinstein and our CEO Kelly Baltzell put their heads together and crafted a survey to learn more about veterinary hospital behavior when it comes to the Internet. Here is the first couple paragraphs of the study which outlines our findings. Please read the full overview and findings at Put Social Media to Work for YourPractice.
Social media is everywhere – we even see and hear about it on TV, radio and in newspapers. It has taken smartphones and their owners hostage. However, the veterinary profession tends to be slow to adapt to the changing environment.
Doesn’t matter who the person is.
Doesn’t matter morning or evening.
This is the greeting I get when I go to my local 24 Fitness. Pretty much the same tone. Monotone, non-committal, insincere. The voice varies, the face varies, the message is the same—“I don’t really care who you are, I just have to say something.”
How about this one?
#$%^&*( Animal Hospital, hold please!!!
As my MBA program winds down to an end, we’re taking more advanced marketing classes. We had one this past weekend that was a “deep dive” into customer loyalty and how little differences in client retention can translate to big differences in practice profitability. In the corporate world, marketing teams focus a lot of energy on calculating Customer Lifetime Value (CLV) because this is a critical number.
Without going into the math of how CLV is calculated (there’s a great article here for those of you who are curious http://en.wikipedia.org/wiki/Customer_lifetime_value ) suffice it to say that not all clients are created equal. If your marketing and advertising expenses are such that it costs you $100 to get a new client through your door but they only spend $75 before they leave, you’ve lost money. On the other hand, if you spend that same $100 to attract a different client and they stay for 5 years, they may spend thousands of dollars at your practice. The key here is that the longer a client stays with you, the more valuable they are to you. Here are some statistics that bear this out:
For the longest period of time, internal marketing in veterinary medicine consisted of reminder post cards. These were generated initially manually and then by our value added practice management software. There SOLE purpose was to remind the pet owner that their pet was due for its annual vaccinations. In some cases, the cards were colorful. In all cases, the text was dessert dry, arid, parched and boring.
Then came the newsletter era. You could buy one that was somewhat customized for your practice or create your own. An attempt at marketing and education to cajole and coax clients to come in more often and spend more money. Effectiveness varied based upon the content; and frequency; and readability. The frequency varied from monthly to quarterly to ‘whenever I think about it’.