Ep. 180: Inside the Clinic: ROI-Driven Strategies from a 24-Clinic Brand - Interview with Chryssa Rich from Primary Health Medical Group
About this Episode
Today’s episode is a deep dive into real-world urgent care marketing—and what it actually takes to grow and scale a multi-location clinic.
Nick and Michael are joined by Chryssa Rich, Director of Marketing at Primary Health Medical Group, a physician-owned, 24-location urgent care brand based in Idaho. With 12 years of experience leading marketing at Primary Health—and a career that spans finance, real estate, automotive, and entertainment—Chryssa brings a seasoned operator’s perspective to the mic. You’ll hear what’s worked, what hasn’t, and what most clinics are still getting wrong when it comes to measuring ROI, driving repeat visits, and building long-term brand trust in their communities.
From billboards to direct mail to an in-house built real-time patient waiting widget, Chryssa shares how Primary Health mixes old-school and new-school tactics to keep waiting rooms full and patients coming back.
This episode is packed with marketing takeaways for urgent care clinic owners, directors, and anyone juggling strategy with daily operations—and it’s a must-listen for any startup clinic trying to scale without wasting money on the wrong moves.
Topics Covered
📈 How Primary Health measures marketing ROI across 24 clinics
📍 Why location signage does matter—but only to a point
📬 Why direct mail still works (and how they track it to patient visits)
📲 How their new Patient Waiting Widget boosts the patient experience
🎯 Why repeat visits happen in the first 90 days—or not at all
💡 The difference between urgent care, primary care, and pediatric marketing
🧠 Why most urgent care clinics underutilize their front desk for marketing
“We can’t make someone need urgent care—but we can make sure we’re the first name they think of when they do.”
Chryssa Rich, Director of Marketing, Primary Health Medical Group
About Chryssa:
Chryssa Rich is an Idaho-based marketing expert whose experience spans multiple industries including finance, automotive, agriculture, entertainment, real estate and health care.
She earned numerous advertising awards during nearly a decade agency-side in Austin, Los Angeles and Boise, and in 2013 joined Primary Health Medical Group as Director of Marketing, where she directs brand strategy and all marketing efforts for the group’s 24 locations across southwest Idaho.
Chryssa holds a BFA in graphic design from Boise State University and an MA in Advertising from the University of Texas. In her free time, she enjoys camping, biking, snowboarding, and traveling with her family.
Connect with Primary Health: www.primaryhealth.com
Connect with Chryssa: https://www.linkedin.com/in/chryssa-rich/
PCMP (00:00)
What is happening? Walk-ins welcome family, Nick and Michael here, another episode. And you're here because you want more patients. You want to deliver better care. You want to get repeat visits and you want to scale your clinic. And I can't think of a better way to scale your clinic than to bring people onto the podcast who are up into the 20 plus locations and know what they're doing. But more importantly, they share a brain with us because they're marketers. Michael, what's up? Absolutely. I'm actually super excited about this because we're bringing on a marketing person that's in the urgent care space currently.
And so she can confirm or deny the things that we've been telling you all this time. So it'd be one of those great opportunities. you can, can just tell us if we're wrong, which we're totally fine with. But anyway, so we have Chris Rich here with, from primary health medical group. She is a director of marketing there. She's not just been there for a short while. She's been there for 12 years. And it is like, think about 12 years ago. So you're talking 2013 timeframe.
So much has happened. seen a thing or two. She has seen a lot of things from the good, the bad, the ugly, and here we are today. So Chris, I'm so glad to have you on today. Chris, welcome to the podcast. Say hello to the Walkins Welcome family and tell us one thing about you that nobody else knows.
Chryssa Rich (01:06)
Yes, thank you so much for having me. ⁓ Hello everyone, my name is Krissa. Something that most people don't know about me is that I have synesthesia, which means I associate colors and musical notes in my head. So I play the piano or when I listen to a piece of music, I see the notes in colorful patterns. And there are a lot of different versions of this that I didn't even know was a thing until I was well into my 20s. I thought everybody
PCMP (01:21)
I love that.
Chryssa Rich (01:35)
pictured high notes on the piano in shades of pink.
PCMP (01:40)
I was thinking there was like a Disney movie about this, but it's not as ratatouille. It's where you do food in color. yeah. But no, I wonder if it's a connection. That's really cool. I've never heard of that. So are you a musician as well? What do play?
Chryssa Rich (01:46)
okay.
Yeah, they're a of different. I am, yes.
Saxophone, piano, mostly.
PCMP (01:57)
So I went to school for studio music and jazz performance saxophone. We could talk shop. Now I need to know what kind of saxophone you have.
Chryssa Rich (02:01)
⁓ perfect! I love it, yeah I was... I
have an alto, I'm probably gonna buy a soprano this year. I know. I'm rusty on my grounds. I was a music major for two years before shifting over to graphic design just because I realized music teachers don't make any money, so.
PCMP (02:09)
I brand we can talk brands here. We're good. I'll go ahead and leave and just let y'all
Yep. Correct. Yeah. We're the same thing. So I have a, I have a Yamaha 62 tenor and I'm always looking for a Selmer Mark six, which you probably are too. So, okay. All right. We have lost the whole marketing. I'm just here now. Yeah. We may have to cut. We may have to cut all of that out just to keep people. Awesome.
Chryssa Rich (02:27)
nice.
yes, for sure.
you
So are they.
PCMP (02:41)
Well, that's fantastic. And thank you for keeping that a secret too on the pre because if you had mentioned it before we started, we'd still be talking about it and not start the episode, which is totally fine. I don't see in color. I see an excellence and attractiveness. That's how I see things. Okay. I'm just kidding. Let's get back to the podcast. Let's talk marketing. So Chris, tell the audience about who primary health medical group is so they can kind of get an understanding. know, 24 locations, we know that much, where do they come from? Like where are they?
Where are they at right now? Like what did you see in the growth patterns? Just kind of give us a nice baseline of what primary health matters.
Chryssa Rich (03:17)
Yeah, so primary health actually started out over 30 years ago as a dedicated clinics for a specific insurance plan. It was then purchased by a group of physicians. Today we continue to be physician owned and ⁓ Idaho's largest independent medical group. We have 24 clinics, as you said, with ⁓ urgent care, family practice, pediatrics, and then a number of specialty lines as well.
PCMP (03:45)
So you have a whole family of services that you offer. You're not niche directly into urgent care. You're branching out. Tell it. Just tell me the story. I want to hear the story. If you've been there for 12 years and then you're the marketing person, you know the story of this brand. Go for it.
Chryssa Rich (04:00)
Yes. Yeah, absolutely.
So historically, we've led with urgent care. That's a great way to get people in the door. Our clinics are placed at highly visible, ⁓ busy intersections. And so it's not they're not tucked away, you know, back in, you know, medical plazas like you would see with the hospital system. So we lead with urgent care. It's very easy for people to choose us for the first time for urgent care because of all of our locations and ours. Very low barrier to entry.
We also take almost every insurance plan and so super easy for people to come in for the first time. Hopefully they have a great experience and then if they have additional needs our staff will refer them over to family practice or specialty or whatever else they might need.
PCMP (04:43)
So I've heard you say the word easy about five times now, which I love that because that's part of your brand, right? We want to give you easy access, easy pay model, and then an easy transition to the other services. Yeah.
Chryssa Rich (04:46)
Yes.
Absolutely, yes.
Absolutely, yeah, and we
have parking lots. So again, to compare with the hospital system, you're not going downtown parking in a garage and walking and taking an elevator to the seventh floor. You're parking within a few steps of the clinic front door usually.
PCMP (05:13)
That's good. I imagine and Michael, you chime in whenever you want. I've always got questions, but I imagine there has to be a, I don't want to use the word disconnect, but a separation when you're marketing and urgent care. That's very different than marketing at primary care, which is different than marketing a pediatric anything. So how are you taking your brands and connecting the dots?
Chryssa Rich (05:14)
Thank
Yeah.
Yeah, and again, a lot of that connection has to happen in the clinic. ⁓ We know when the patient's looking for a primary care provider or specialist, it's an entirely different consumer journey compared to urgent care. So urgent care is, I think my kid needed stitches, I think I broke a bone, I can't deal with the sinus stuff any longer, it's been a week, I need to go in somewhere. When someone's looking at getting a primary care provider or specialist, they don't know, can I self-refer? ⁓
How booked out are they, right? It's a whole other process. And so that process we've found is done much more successfully within the clinic setting with the staff that they've already come to know and trust on the urgent care side.
PCMP (06:21)
That's good. Yeah. mean, is that in the training of that too? Cause we've talked to lots of urgent cares where they struggle to get their staff to understand we offer this service. I don't know why you're not telling them about it because they're right there in front of you. It's like, how hard can this be if it's a real thing? So what are the things that got us originally connected? So I'm on this urgent care list through the UCA. I don't think I'm supposed to be on it, but I'm on there.
There was a question from one of the urgent cares talks about how do you measure ROI with your marketing, all that type stuff. And you had a fantastic answer around it where a lot of it was you can't just put, you know, measure it off a month or whatever. You got to look at it from a longer scale. You got to look at the actual patient numbers and just start looking, is there an actual lift that's happening or not? So our audience, majority of our audience are urgent care owners and marketing people.
But majority are by far are the urgent care owners where they're wearing multiple hats. They may be the doctor in the clinic. They may be doing marketing as well. They may be doing some operational things, do all these things. So speaking to that urgent care owner from your experience with marketing side, like how do you judge is my marketing actually working or not? Should I be pursuing this? How long should I be waiting before I can make a decision on any of this?
What is your mindset? Cause I know you got to answer to people, right? Like, I've made these decisions and now I gotta go have this meeting with a bunch of doctors and tell them this was a great decision. Or let me defend it a little longer.
Chryssa Rich (07:52)
Yeah, and it's different
for every effort. Really, there are just so many different pieces. Prior to being at Primary Health, I was with an e-commerce company, which is the exact opposite, right? You run your A-B test, you run your Google Ads, and you can see within 500 impressions whether things are converting and whether you're convincing people. You can do sales, you can do discounts, referral links. None of that applies in healthcare, obviously. We can't do sales, we can't do discounts. When I first started here, it was like, hey, could we like...
PCMP (08:16)
You
Chryssa Rich (08:20)
do a cover your copay promotion. Like, you win this contest, we'll cover your next copay. No, you can't do any of that. So you really have to be prepared to take ⁓ a longer term view in a lot of cases. ⁓ I'll speak first to the couple of things that we do that show a little bit more instant results. And one of those is QR codes. So I know when QR codes first came out, people were super excited about them. And then you realized you needed a special app to dump.
to scan them and they disappeared. Now they're back because you can scan them with your camera on your phone. And so we've had really good luck with QR codes in certain instances. So ⁓ we have some clinics recently where the service hours changed or the services offered changed. We have a large poster at the clinics and handouts at those clinics with QR codes that provide information and a map to the next closest location. Those get lots of scans. Those get really busy scans. Events.
QR codes are not working at events. So people come up and it's like, scan to meet our family doctors. They don't get any scans. So the QR codes have done really well at point of sale, essentially, when patients are looking for that information right then and there. On a lot of the other efforts, it is, you have to take a long-term view and you have to have context around it. If flu season peaks in January instead of December, as you were expecting,
PCMP (09:27)
Trust me.
Chryssa Rich (09:47)
Your analytics for the entire year could be screwed up if you're looking at it on a yearly basis. Why did all this go sideways? How are our projections so wrong? So there's just so much information that has to go around every effort so you know what you're looking for. ⁓ Something that we've measured pretty thoroughly that really takes a long time is whether added signage at the clinic level makes a difference. So changing the wording on our electronic sign.
PCMP (09:52)
Mm-hmm. yeah.
Chryssa Rich (10:14)
hanging a banner on the building, putting signs in the yard around the building. ⁓ In some cases, we've paired those efforts with direct mail sent to targeted households. Three to six months later, we'll pull the numbers, look at patient reports and see, it make a difference? Did those people we targeted with direct mail, did those households end up showing up for the first time? And we can say conclusively that signage.
point of the clinic, does it make a difference? So once they know you're there and you're open, you're not going to get much more mileage out of signage than that is what we've learned.
PCMP (10:50)
That's pretty good. It's good to know, right? Because there's a lot of wasted dollars in the science. Science is expensive.
Chryssa Rich (10:54)
Oh, the feather banners,
feather banners everywhere. And you have to pay for a permit with the city to have signs on the building and you have to send them blueprints showing exactly how big the banner's gonna be and where it's gonna be placed. It's a pretty heavy lift, so doesn't work.
PCMP (11:08)
Yeah, I know
that majority of urgent cares that we talked to, they're convinced, I think we're convinced too, as long as the front of the building has urgent care in red letters, they're probably going to understand what that is. Yeah, you very rarely see a brand that way.
Chryssa Rich (11:21)
Yes, yes, or with pediatric urgent care in our case,
there are pediatric urgent care in our case, multicolor letters followed by a red urgent care.
PCMP (11:31)
Yes, exactly. Because then you know, it's a kid thing. So we know I'm in the right spot.
Chryssa Rich (11:34)
Yes, exactly.
We did focus group testing around designing that logo and as much as I wanted to do something different, multicolor letters is what was going to communicate with parents.
PCMP (11:46)
Is it like red, blue, yellow? that like the? There's purple in there.
Chryssa Rich (11:48)
Well, it's the word pediatrics,
so it's every letter, it's every color. Lots of shades and colors to make it through the whole word pediatrics.
PCMP (11:52)
Every color, okay. ⁓
That's fantastic. They're just like big, big red urgent care at the end of it. Genius. I love it. So you have an Omni channel approach to your marketing. You have leading metrics and lagging metrics. Are you following me on that? What do you consider? Because I know that you know what I'm talking about. I didn't mean that. I want to explain it to the audience a little bit, but I want you to, because I think you may have a different perspective than I do because you're in it every day with one company.
Chryssa Rich (12:14)
Yes.
PCMP (12:26)
where I'm in it every day with hundreds of locations. So leading metrics versus lagging metrics and how are you measuring those like on a spreadsheet or in a software or what?
Chryssa Rich (12:38)
Yeah, a little bit of everything. That's one of the challenges right now is that reporting does come from a lot of different places. So we get reports from our agency that handles our media bias. We'll get quarterly reports on performance, on digital, on streaming. ⁓ Of course, if we're making a purchase out of home, we want to know traffic counts. We want to know what attendance was like. ⁓ so yeah, reporting comes from a lot of different places. ⁓
PCMP (12:40)
Okay.
That's real.
Chryssa Rich (13:05)
And so we do have a company-wide dashboard where we feed in our top points. And then we can look company as a whole, department by department, how those certain things are going.
PCMP (13:18)
assuming this is broken down by clinic and by type.
Chryssa Rich (13:21)
Absolutely, yeah, we can break it down by clinic, by service line, by provider on the appointment-based side. And of course, with our patient satisfaction surveys and our NPS reports, we can split those a million ways as well.
PCMP (13:34)
I love it. So I was talking about metrics. If you were going to boil down to one metric that if this number is true, that I know what happened actually worked. What tends to be that metric?
Chryssa Rich (13:47)
⁓ Depends on the effort, but I will say I could tell how COVID was trending in the community based on web traffic. I could log in that morning first thing and go tell our CEO whether you're going to see it, whether we are going to go through it or not that day. Based on the web traffic alone. ⁓ New patient visits is a huge one. So I get a report every month of previous month's first time urgent care patients.
⁓ That's a really great indicator of are we reaching new people or are we just bringing in our own mothers and family members over and over? They're fine too, but we want to be reaching that new audience. ⁓ Really, I mean, web traffic, comes to web traffic quite a bit. those new patients get put into a special 12-week follow-up marketing campaign. And the first piece of that campaign is a customized text message that says, thank you so much for choosing us for urgent care for the first time.
PCMP (14:25)
right.
Okay.
Chryssa Rich (14:46)
⁓ Did you know we have family doctors here? Click here to meet our providers. And so I can tell when that link goes out because our traffic to that page spikes that day. And so even though we can't go in and measure who opened their text messages specifically due to privacy rules, we can certainly see the traffic spike to that page when that message goes out. And then of course with
PCMP (15:07)
You know,
it's fantastic that you're talking about like a 12 week follow up. I'm very confident the majority of urgent cares don't do that. They don't do like this long funnel basically of like putting them through a process, a drip process and engaging that patient because they don't in their eyes, I sent the request for a Google review and that's about it. You know, like that's as far as most urgent cares go.
But the fact that you have this long pro and I bet too, like I bet you have better return rates because I'm one of the biggest things that we find in the urgent care space. Getting patients is not the cheapest thing in the world, but getting patients to come back is challenging. Like repeat visitors. It's just an absolute challenge, but it sounds like you guys have gotten some of that figured out. I don't know what your rates look like in terms of what the percentages are to actually do come back, but it sounds like you're, more ahead of the scale the most.
Chryssa Rich (15:57)
I
Yeah, and we measured the return rates as well. So we have an incredible data and reports team that has set this up for me. So we can go back and measure at 90 and 180 days, how many of those first time urgent care patients came back and whether they came back for urgent care, family practice or specialty. And what we've seen is the vast majority of that return rate is going to happen in that first 90 days after their first urgent care visit with us ever. The rates taper off pretty quickly after that initial 90 days.
PCMP (16:31)
Interesting. What do you think the reason for that fall off is?
Chryssa Rich (16:34)
Ooh, it's hard to say. think a lot of times there's a natural follow-up that comes from an urgent care visit, especially if it was for illness. So that might be part of it. I also think that if they had a really great experience, they're not going to delay in setting up with a family practice provider.
PCMP (16:42)
Sure.
Okay, so they've been
passed down the front they've been passed along in the mindset is okay
Chryssa Rich (16:56)
Yeah, yeah, and it depends. need, they have to have a need, right? I mean, we can't make someone need urgent care. We can't make someone need a family doctor. Nobody wants to come in and fill out all the forms and have a checkup when they feel fine, right? Like, you have to get to a certain stage in life before you're willing to do that, so.
PCMP (17:00)
Mm-hmm.
Yeah. Right.
Well, I'm curious. So Nick has mentioned this a lot in different podcast episodes. And we talked about this. There should be mostly an opportunity to book an appointment from an appointment. Do you guys have a mindset around that with your patients that come in? Do you look for opportunities to say, come and come back for a flu shot or for whatever, just going to get them back on the calendar?
Chryssa Rich (17:37)
Yeah, and yes, we do. have a special follow-up, ⁓ you know, special follow-up materials that happen in the clinics. A lot of those are at the provider's discretion. They have their own systems that they like to bring them back in. And then we do mass, you know, e-blasts to all of our patients around that time. So flu shot, for example, when we get flu vaccine in, when we get an updated COVID vaccine, there's always that initial rush of people who are eager to get that. And so we'll get that information out and make sure they know they can come in for it.
PCMP (18:07)
From a marketing perspective, if you're anything like most companies, you're looking to market the things that are most profitable. It is a retail healthcare space. What are you, what is working for you from a profitability? Like what's driving your profits? Let's just say it that way in marketing.
Chryssa Rich (18:29)
Sure, think, I mean, I can tell you what we're not super interested in. That's to be your $20 drug screens, your $20 sports physicals, that type of stuff we do offer, but we're not spending any time or effort out there promoting those items. In some of those cases, you're actually losing money on those visits. If you have one thing go wrong and the patient has to come back in for recollection,
PCMP (18:35)
Okay, yeah, that's a great way to do it.
Mm.
Chryssa Rich (18:59)
or the lab has a problem, know, any of that stuff and you've just lost money on the visit. So we don't go for that. But in terms of, you know, marketing our services, we're not trying to press people to come in for any sort of specific, ⁓ you know, procedure or treatment. ⁓ If anything, you know, our providers, for example, when it comes to prescribing antibiotics, we have some of the best rates, I think in the nation.
PCMP (19:05)
Okay.
Chryssa Rich (19:26)
⁓ in urgent cares in terms of not overprescribing antibiotics in order to try to avoid antibiotic resistance building up. So the interest is going to be in the best care of the patient as opposed to how can we increase the bottom line per visit.
PCMP (19:45)
Nice. Yeah. So thinking through, obviously you've probably have to, is there a marketing lever that you have not pulled yet you've wanted to? Is there anything out there?
Chryssa Rich (19:56)
that's a great,
no, I love that question. So we just ran an internal promotion of the entire month of March at primary health, where we encouraged everyone in every clinic, every position to submit their marketing ideas. And it could be, it could be the most built out or the least built out. And we saw everything from just like casual phrases, like quick phrases submitted to people who had notebook pages full of sketches and ideas of things we could do. So we just took a really comprehensive look.
PCMP (20:08)
Okay.
Chryssa Rich (20:25)
at kind of what we want to do. And podcasting actually came up, was mentioned a few times. And then of course, having a TikTok channel has been recommended a number of times. I think both of those obviously are a heavy lift from a production standpoint, from a quality standpoint. And so it would be fun to do those. I don't know if we can maintain, commit to what.
PCMP (20:33)
Okay.
Yeah.
Chryssa Rich (20:52)
that would require to be successful in those two areas. But I would say we've done just about everything else you can think of. We're just wrapping up production on our new TV ads. We have a new radio that's gonna go along with that, and outdoor and digital and social. So we get our hands in everything. It's a lot of fun.
PCMP (21:15)
have a great idea that I will submit to your marketing for you. It's may as fine. You can have it. If you use it, you have to agree to come back on the podcast and tell us how it worked for you though. Yeah. All right. And if you're already doing it, you don't tell anybody. But I think it's a good idea. And I think it would probably work really well for your company. So I'll give that to you. So we've talked a little bit about Omni-channel. I want to ask you kind of
Chryssa Rich (21:19)
I can hear it.
Okay, ⁓ deal.
Great, yeah.
Okay.
PCMP (21:44)
a two-part question here. One, what is your favorite marketing channel? And two, what is your most effective marketing channel? And I know they're not always the same.
Chryssa Rich (21:53)
No, but I think in this case it might be. So I would probably go with direct mail. Yeah.
PCMP (21:56)
Okay, that's perfectly fine.
Okay, direct mail is your favorite
and it's also your most responsive. ⁓ I want to hear about this because this isn't, I don't hear it a lot. So let's unpack that.
Chryssa Rich (22:05)
It's the, we can measure it the best. We can
measure it the best. And so I want to say it was 2016. I went to a conference with DMA. It was an and then conference. don't think they're around anymore, but it was a great conference, heavy direct mail focus. What I love about this, so we work with a company that lets us target qualified households who have never been to a primary health before.
And we can do new movers or we can just do general population. We send them a mailer and 90 days later we can run another report and see what percentage of those households came in for the first time compared to a control group. And so we do this without seeing any patient specific info. We don't know who came in or what they came in for. And we here at Primary Health don't even see those addresses. We just get the numbers as a result. But what's so interesting about this is that we can see
What percentage of those households came in for the first time after getting that mailer within 90 days? We can see what they came in for, whether it was urgent care, family practice, pediatric specialty. But then we're also seeing that control group data, which is so valuable because that tells me what kind of lift are we getting from our general marketing that runs all the time? And then what is this targeted mail piece adding ⁓ on top of that? So our, you know,
I don't remember the last numbers off the top of my head. want to say it was about 4 % of the households in the control group we picked up in that 90 day period. ⁓ And then the new movers are going to be anywhere from 8 to 12 % depending on the mailing in the time of year. Now that might be a little bit of a unique opportunity here in the Treasure Valley because we're consistently one of the fastest growing places in the country. So if we want to target new movers, there's never a shortage of people who were either moving within the valley or
just recently moved here from out of state or out of the area. So it's really cool to be able to see that. It's really valuable. It's fun to be able to target out that specific message. And something that stuck with me from that conference is that people don't always open their texts. They don't always open their emails, but they get their mail. And so if you have a nice big flyer and it's shiny and it's colorful and you treat it like a billboard, right?
Ideally you're looking at like three to five word headline max because you want them to read it and understand what it is on the way to the recycle bin. ⁓ You can treat it that way and target it well. It's going to be successful.
PCMP (24:34)
Yeah, that's true.
I got 20 steps before this goes into the trash can. That was funny. Sorry.
Chryssa Rich (24:42)
Yes. No, but that's the
reality of it, right? And you're not putting anything in an envelope. There's no extra work required. know, it's shiny, it's big, it's easy to read, it looks like fun, and it works. And we can measure it.
PCMP (24:58)
Okay, I love it. So how much are you leaning on branding versus direct response marketing?
Chryssa Rich (25:07)
So, you know, again, the nature of urgent care, can't make anyone need urgent care. We can't entice them to come to urgent care. So we really have to be in this constant brand building and awareness campaign. But it has to be educational too.
PCMP (25:13)
Exactly. Yep.
Hold up, hold up,
hold up. Back up three sentences and say that a little louder for those in the back. Yeah, exactly. They forget.
Chryssa Rich (25:28)
Which part? That we can't make people in urgent care? Or that we're constantly wearing it?
PCMP (25:31)
What
you said right after that. The branding piece.
Chryssa Rich (25:35)
Constant awareness, building brand, and educating people. We've found that even though we've been in this area for over 30 years, people still assume that we're not open on weekends or that we close at five during the week or, you don't do x-ray, right? you probably can't do stitches, right? And so we are just having to constantly beat the same drum of this is who we are, here's who can come in, here's what we do.
PCMP (25:39)
What?
Mm-hmm.
I'll try and make this analogy as simple as I can. We work with a plethora of different urgent cares, right? We work with big name branded urgent cares and we work with ⁓ brand new startup urgent cares and we actually love them all. But the thought process is if I just put an urgent care in a good spot, it's going to win. And I'm trying to help for those who are listening, what I'm trying to help you understand is that
Just because I'm really good at making a hamburger doesn't mean I'm going to outpace a McDonald's that's established. I don't care how good my product is. If they don't know who you are and you haven't built any kind of mind share with them, you'll still get patients, but it's not going to be the same. And you can't compare yourself. That's what I'm really trying to get you to understand is you cannot compare yourself. have to, you have to measure where you are and then look at it year over year, not day after day. Yeah.
Chryssa Rich (26:54)
Absolutely, and people aren't always in a position to wait a year. So yeah, I mean, you got to do as much as you can as soon as you can do it. ⁓ Something I've noticed that if we've had a number of competitors come and go here in the area, and we do still have some competitors, but no one's really stuck around long term and made a big name for themselves. I think. ⁓
PCMP (27:00)
Right.
Mm-hmm.
Chryssa Rich (27:20)
Empty parking lots. It's kind of like when you go up to restaurant at dinner and no one's there. You're like, uh-oh, maybe not, maybe not this one. ⁓ If you have an urgent care, you can have all the signage. You can have a high visibility intersection, know, red paint. And if your parking lot's empty, that's a problem.
PCMP (27:38)
Yeah, yeah, I've always heard in certain retail situations. If you're brand new, make sure your staff parks in the front of the parking lot so that it gives the appearance that somebody is always there right because an open establishment look is always more inviting a closed looking one. So.
Chryssa Rich (27:53)
Yes, right. So it
either looks like you're closed or no one's choosing to go there. And either way, not helpful. Well, it's the same thing at an event, right? The best way to get people at your booth at an event is to already have people at your booth and people will wait in line before they will walk up to a booth with no other customers.
PCMP (27:59)
Yeah, exactly. ⁓ Either one of them is negative.
Exactly. I love it. That's real. That's good. Hey, we'll be at the UCA next week. So I'll have to remind myself that making sure people in front of us. Are you, are you going? Okay. Fun fact on the booth. A while ago, I worked in radio and we were at some kind of a conference and one of these events, right? Like a booth heavy event. And there was this guy who had a laser shot on the ground with like things for kids to look at.
Chryssa Rich (28:19)
Yes. I'm not, no.
PCMP (28:40)
And it would bring, would bring the kids, which would bring the parents. And while they were playing with the lasers, he's pitching hard, whatever it is, like he had a pile of people around him. So I didn't even, I thought that was fascinating. All right. Let's switch gears real quick. You have a online scheduler that we wanted to talk about that is, is, is innovative. It's making some waves in your clinics. Tell us about that.
Chryssa Rich (28:43)
Yeah.
Thank
that's a great idea.
Yes.
Yeah, so that I must be referring to the patient waiting feature, patient waiting widget. Yeah. So the patient waiting widget, had built a custom with a local web company, web markets, give them a little shout out. And that shows how many patients are waiting in line for urgent care at each clinic in real time. So before COVID, our clinics were open, you know, eight to eight every day, seven days a week, every clinic always open, just walk in. ⁓ After COVID as patient behaviors changed,
PCMP (29:06)
Yep. Yes.
Okay.
Chryssa Rich (29:32)
it didn't make sense for us to be open all those hours. ⁓ And so we have ⁓ consolidated or made more efficient our urgent care footprint. So we're seeing the same number of patients, ⁓ but in a much more efficient way. So we had to shift, again, after 30 years of training people, just walk in, we're always open. We had to shift and start to retrain people ⁓ to find the shortest line first so that they have the shortest wait.
That's what the feature of the patient waiting widget is, or that's the point of it, is so they can see. And a lot of times we'll have ⁓ clinics, one clinic will have 16 patients waiting for urgent care, and the one a mile and a half away will have one or two. I mean, the differences are huge. And so we want to help patients spread themselves out more evenly. Everyone's happy that way. So once they use that feature, they can either choose to walk in at that time, or they can reserve their time slot for later the same day.
through that same widget. And then that online scheduler ⁓ integrates with ECW. And so we've had that in place for quite some time and then just built the patient waiting widget to incorporate with that on the front end.
PCMP (30:43)
It literally sounds like the Disney world app where I'm looking at waiting times. I was at Disney world a year ago and I remember, ⁓ we walk for five minutes, we can get on this ride. has a 10 minute wait compared to the ride in front of us that has a 90 minute wait. Let's go ahead and make that walk. And, and so I get it. And I think in you guys are poised for that because you have 24 locations. So you're densely located, right? So it's not inconvenient to drive another five or 10 minutes.
Chryssa Rich (30:47)
Yeah, sure. Yes.
Yeah. Yep, absolutely. Absolutely.
PCMP (31:12)
⁓ So it makes a whole lot of sense. And ⁓ how long have you all been doing the patient waiting widget? Like how long has it been live?
Chryssa Rich (31:19)
So it has been live a little less than a year.
PCMP (31:22)
Okay. And are you finding, is people like adapted to it? do they understand it and want to utilize it or is it still new?
Chryssa Rich (31:24)
and
Yeah, they're getting used to it and it is a little hard to measure how many people are looking at it. We know how many times the map moves per day, but if one person goes on and clicks and then zooms around and stuff, it's not a super accurate measurement of how many people are using it. But yeah, they're definitely catching on. They're enjoying the ease of that. then also online booking ⁓ is steadily increasing as well.
PCMP (31:57)
Pretty soon you're going to have a staff version where you have over staffing. I need y'all to go over here. I need you to go over here. Just like Disney.
Chryssa Rich (32:04)
Right. Our scheduler would love
that. Our scheduler would love that for sure.
PCMP (32:09)
Yeah, because that's like Disney, right? Where they can see crowd control with your magic bands. They don't tell you that, but they can. And so they know where to send staff when things start crowding up in certain parts of the park. So it's just the same mindset. Send a parade.
Chryssa Rich (32:15)
Right.
Yeah, go send a character
to divert the crowd. Yeah.
PCMP (32:24)
Yeah, exactly. It's brilliant.
Well, let's do a ⁓ fire round of questions. You can make them as quick answers as you want. I only got a few, but ⁓ first of all, ⁓ AI, what is your favorite AI tool that you're using in your clinics right now?
Chryssa Rich (32:39)
I am not on that side of things at all. I know that they recently started using Heidi for scribing, I believe. As a creative marketer, I want original ideas and I want to own my ideas. And so we've played around with AI, with chat for fun, but have not incorporated it into our creative efforts at this point.
PCMP (32:42)
Okay.
Okay.
All right. And your favorite marketing software.
Chryssa Rich (33:06)
Creative Suite for sure.
PCMP (33:08)
Creative Suite. That's Adobe, right? Clearly, I'm not a creative. That's that BFA coming out. Like, grew up on that type of stuff. All right.
Chryssa Rich (33:10)
Yeah. Yes. Yes, right. My
purple iMac.
PCMP (33:19)
There. Yeah. ⁓ the clam shells back in the day. You remember those?
Chryssa Rich (33:22)
I have
the clamshell laptop and the purple desktop with the handle on top.
PCMP (33:26)
I love both of those. That one had the door. ⁓ you could, anyway.
Chryssa Rich (33:28)
I think I had to use
student loan money to purchase Photoshop the first time because it's so expensive.
PCMP (33:33)
Yeah.
Yeah. As much as I love those, they had the stupidest mouse on the planet. That little circle with the one click thing. Anyway, I got big hands. You just crush it. You and I look different, right? Like you probably.
Chryssa Rich (33:40)
Oh no, I love that mask!
You don't need right click when you can control click. It's not a problem.
PCMP (33:50)
That's right.
No, I don't disagree with that. All right. You can only pick one marketing channel to deliver your message. Which one?
Chryssa Rich (33:58)
Yeah, like I said, it would probably be direct mail. Yeah, I think so.
PCMP (34:01)
Right mail still. Okay, we're gonna stick with that. like it.
And a follow up question to that is if you were a brand new urgent, like you have all this knowledge, right? You know what works and what doesn't work and yet and you're on a very limited budget, you're starting up a brand new urgent care in a brand new area. What are you going to do first? Like what is your I got your patience in the door. I'm going to do this one thing. What's it going to be?
Chryssa Rich (34:23)
Yeah,
I would contact local TV and radio stations and I would have them out with their trucks for everything they do. Giving away concert tickets, come do it from my clinic parking lot. ⁓ Local news, talk to me about flu season and allergies and how to not slip and fall on the ice, right? I would go for that earned media, get every local TV station, every local radio station you can.
PCMP (34:34)
Yeah.
I love it. That's good. Well, I've had a great time talking with you today. I appreciate you coming on the podcast. Don't go anywhere. I want to give you that, that, that thought process that I was going to give you earlier in the podcast. So we'll do that. ⁓ but give me, any last parting words that you want to tell our audience and do me a favor. You have an experience as a marketer with 24 clinics, talk to the one urgent care of that's a year old.
Chryssa Rich (34:54)
Yes, for sure.
One of my favorite things to do, ⁓ you had asked about the UCA conference, and one of my favorite things to do is go to conferences and attend things that are not about healthcare. Because when you go to things that are not healthcare, you're just gonna talk, you're just gonna hear about what everyone else is trying and what's already been done. If you go to general advertising, general marketing conferences, you're gonna get a lot of great ideas that you can apply to what you're doing that maybe your competitors aren't doing or that maybe hasn't already been brought up in healthcare circles.
PCMP (35:19)
OK, I love that.
Think outside of the urgent care box. It's real. I totally agree with that. Yeah, 100%.
Chryssa Rich (35:41)
Absolutely. Think of it
as retail. It is. It's retail. know? And take that approach first.
PCMP (35:45)
Yep.
⁓ Almost another sounds crazy, but if you can go to where there's a conference that deals with like ⁓ cafes, banking, these different kinds of things, how people are receiving like you think, think retail anyway, Chris, I've had a good time with you on the podcast today. We definitely want to have you back on in the future. If you're open to it, especially if your idea works, I well, the ideal work is just whether or not she's doing it. You don't have to worry about whether or not it'll work. It'll work. Come on.
Chryssa Rich (36:11)
Absolutely.
PCMP (36:18)
Anyway, all right, Krista. Thanks. We'll talk to you soon. All right.
