We are always surprised to see other marketing consultants that either are to flashy in their own marketing or are not understanding the surgeon's need to grow fast and establish an image as the expert in his/her marketplace. The vast majority wants to sell advertising. We characterize them as fast marketers and old school marketers. We know the prospective patients, and we know how to position our clients to attract the most profitable patients.

In a market such as cosmetic surgery, there is no second place finish for the surgeon. It is always nice to notice that the marketing dollars spent by the second place finisher (our client's competitor) actually benefit our client's marketing program. And the competitor never knew what hit him.

We have a client who smiles at his colleagues at Medical Society Mixers when they lament how difficult the market has become.

Education based marketing that establishes the surgeon as the obvious choice in the market is rarely implemented by others. We work on all aspects of a surgeon's business, from lead generation, to consultation strategy to closing consultations into surgeries and to reducing marketing cost per lead and positioning the surgeon as the quality provider in a crowded marketplace. We find out what media placements make sense in the local market, and only use those media. Our clients are ecstatic about the results we bring them.

Our CEO has a Masters in Physics from the University in Mainz, Germany and an MBA from Northwood University. All our principals have MBAs and additional advanced degrees. Our CEO has built multiple companies and then transferred them to others to continue what he had built. Here at StrategyCity we thrive in the use of Strategy and its Execution as a means to dominate a market. We love to build companies with a solid inside reality as the market leader. We are present in two markets. One is the establishment of German companies in the USA, and the other is marketing cosmetic and LASIK (and to some extent bariatric) surgeons. As off base that this may seem, the two lines of business have one thing in common: German companies, as well as surgeons should be promoted as professionals, and the most successful marketing strategy is an education based marketing strategy. We are good at bringing the “Best Known Secret” out into the mainstream marketplace.

There are people that thrive at a job without the perspective making more money. The medical profession has quite a few of these. First, they need to be identified. It is too easy to assume that everyone is motivated by a monetary bonus. However, there are key positions where that attitude can hamper your growth. Most people that don’t want to make more money have tasks that you assigned to them that they don’t like. Growth of a practice almost always gives you the opportunity to hire more people without sacrificing your margins. Ultimately, the goal is to have everyone work at the tasks they like.

People that are not motivated by money are usually bad salespeople.

Don’t force them to sell. Show them that if the practice grows you will hire people that relieve them of the jobs they don’t like to do.

Who said there was more going to be work? One of the questions we regularly notice with a smirk is that the doctor asks: “How is my staff going to handle 185 new patients/month?” It is not about working more (harder) it is about working smarter. We design systems that let you handle 3 times the leads you have today, project a more sophisticated practice, yet have to work less on following up with those leads. However, if you have an employee that you pay well, who makes you (after his direct expenses) $300,000 a year – how many of those would you hire? That question is answered the same way as this question: If you gave me a dollar and I gave you two back - how many dollars would you give me (and take two back)? Essentially, if the work gets too much, hire more people. If the office manager can’t field the calls anymore, hire a receptionist that distributes the calls according to the questions asked.

We are all about success, and its rewards. You need to reward the key people that help you to be successful. You are going to pay us based on how much your practice revenue grows. In order for our marketing program to work, you need committed employees. What happens if all of a sudden the phone calls quadruple? Or you need to double-book consultations. Or your patient coordinator or office manager closes more Tummy Tucks than Breast Augmentations, despite the fact that you charge more than Dr. X. down the road? The doctor that we want to work for likes to reward success.