O CC U PAT I O N A L M E D I C I N E Adjust Your Strategy for a Down Economy ■ FRANK H. LEONE, MBA, MPH T here is a broad consensus that our country’s current reces- sion will advance to become the harshest economic crisis we have faced since the Great Depression. On the surface, spiraling unemployment and broad-based financial pressures portend trouble for most urgent care clin- ics. Yet, crisis inevitably breeds opportunity if clinic owners avoid being caught like a deer in the headlights and proac- tively move forward. This month’s column addresses economic realities and what clinics can do now—not just to stay afloat, but to prosper in lean times. The Effect A climbing unemployment rate means fewer hires and less discretionary spending by employers (i.e., your customers). With fewer active workers in the workplace, there are un- doubtedly fewer work-related incidents, as well. Although unemployment numbers do vary by state and specific mar- ket, most markets are feeling a severe pinch. The Silver Lining Things may not be as bad as they seem, however. Having been involved with occupational health programs since 1985, I speak from experience: The provider-based occupational health program econ- omy does not historically run parallel to the national econ- omy. In fact, the opposite has often been true. For example, during our last notable national recession in 1992, I was pleasantly surprised that well-run programs not only weath- ered the storm but were thriving. Frank Leone is president and CEO of RYAN Associates and executive director of the National Association of Occupational Health Professionals. Mr. Leone is the author of numerous sales and marketing texts and periodicals, and has considerable experience training medical profes- sionals on sales and marketing techniques. E-mail him at fleone@naohp.com. w w w. j u c m . c o m During economic downturns, the strong tend to get stronger and the weak disappear. My company provides an illustrative example. Demand for our consulting services has been high in recent months. Why? Because occupa- tional health programs are looking for ways to increase their efficiency and sustain their business. They need our coun- sel during perilous times and are willing to spend their finite funds in order to do the right thing. The same is likely true for many companies; during such times, they need to turn to well-informed outside sources to ensure they are on the right track. This suggests it is possi- ble for good urgent care occupational health programs to off- set declining volumes by acquiring new clients who leave less-effective competitors. What to Do Scrub your contact base. High unemployment rates, turnover, and consolidation all contribute to the likelihood of a changing of the guard at many companies. This is a good time to establish contact with a new liaison at an old com- pany or follow up with an established ally who has changed employment. Shift some of your sales effort to marketing. Revenue growth during a recessionary period is more likely to come from new business generated by smaller companies than from an in- crease in business from large non-client targets. Compara- tively inexpensive, high-visibility marketing tactics are likely to pay proportionately better dividends. Emphasize return on investment. One might surmise that price is king during a down economy, but I believe just the opposite is true in our sector: quality, positive return-on-in- vestment relationships take on added importance among buyers who cannot afford to make wrong choices at this time. Remember, there are many defensive-minded buyers whose purchasing decisions are driven more by fear than by Continued on page 35 JUCM T h e J o u r n a l o f U r g e n t C a r e M e d i c i n e | Fe b r u a r y 2 0 0 9 33