Daniel Goldberg
speaker
111 appearances
1 recordings
1 series
first heard Jan 2026
last heard 12 Jan
Daniel Goldberg’s voice in public audio — every appearance, attributed to the second.
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recordings per month · last 12 monthsRecordings per month over the last 12 months — 1 in all, peaking in Jan 2026 with 1.
Appearances
So faster time to appointment consistently drives volume and creates advantages over larger institutions or health systems.
Focusing on that messaging locally and emphasizing access and convenience has been something that for us has been proven to drive growth.
Yeah, so I'll give a few examples.
The first is understand how market dynamics influence patient acquisition.
Primary care physician referrals have historically been the lifeblood for many orthopedic practices.
But as the downward financial and reimbursement pressure continue to make independent practices struggle, many primary care groups align with health systems or payers.
These employed or aligned models often encourage PCPs to refer to other employee providers.
If you're an independent group, not employed or aligned with the health system, this means some of those referral sources that you've historically relied on may dissipate over time because they're encouraged to refer to their other employee providers.
I think it's about 70% of US physicians are now employed by a hospital or an insurance entity.
That has a dramatic impact on referral seerage.
So it's important to understand the market you're in and the consolidation in the market you're in so that you can create strategies for your field teams or physician liaison teams to continue to drive growth, both from independent primary care groups
and the employed or aligned primary care groups in some instances that means again highlighting access and convenience and expertise but in others where that entity may be involved in an alternative payment model model a clinically integrated network or a value-based care model it means highlighting cost and outcomes data to those groups so understanding what
your levers are in either the employed or independent groups is really important.
The second thing I'd say is understand your marketing ROI.
This is something that I've talked about for years.
You know, whether the marketing is done by an internal team or an external agency, having clearly defined new patient targets and metrics for success in the beginning of the year, you know, we're in January now, is really important.
clicks, impressions, these are good metrics, but understanding their impact on new patient volume is what's most important.
Most practices should know their annual patient value, and they need a clear acquisition of the cost per acquisition for new patients across multiple channels so that they can justify the spend on digital or referral strategies.
If you know what your annual average new patient value is, you can do a math problem of what the cost per acquisition is and decide if this is a channel we want to continue to invest dollars in or we want to reallocate
or manpower into things that are driving new volume.
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