Marketing the dietetics profession to consumers and stakeholders: a social and professional imperative.

Abstract

In the present paper we argue that despite the potential impact of dietetic practice on public health, the use of professional dietetic services appears to be stagnant. To redress this position, dietitians may need to increase their use of marketing activities to promote the value of the profession. We discuss the different roles of the Dietitians Association of Australia and of individual members in marketing activities, provide an overview of the key components of a marketing plan and strategy, and outline specific steps that dietitians can take to actively promote their services. We argue that promotion of the dietetic profession may ultimately contribute to better health through nutrition for the Australian population.

Key words: medical services marketing, professional services marketing

(Nutr Diet 2005;62:158-160)

Introduction

The Australian population, like many Western countries, is facing an unprecedented growth in obesity, diabetes and high blood pressure, with serious health and social consequences. The prevalence of obesity in Australia has more than doubled in the past 20 years, (1) and the worldwide prevalence of obesity has been said to be increasing at an alarming rate. (2) A government report in 1999 estimated that Australian direct health-care costs related to diabetes could reach $2.3 billion by 2010, and added that 'the indirect social and personal costs are incalculable' (p. 4). (3) Under these circumstances, the dietetics profession, one of the groups most able to ameliorate these problems, might be expected to experience commensurate growth in demand for its services.

A changing health environment

Despite concerns about increasing levels of obesity, demand for dietetic services has experienced one of the lowest rates of growth in health insurance payments of seven health groups, as shown in Figure 1. In contrast, the amount paid in rebates for what is classified as 'natural therapy services' has increased fivefold since 1995. (4) Although these figures may be an underestimation, as they do not represent public health, government or industry nutrition programs, it does suggest that dietitians need to strengthen their image as expert practitioners on diet and nutrition. Key targets would be consumers, funding bodies and referrers.

The concept of marketing

Marketing is a process for 'creating, communicating and delivering value to customers'. (5) 'Creating' requires an understanding of what customers (including key stakeholders) want; 'communicating' means making sure that the customers and stakeholders know what an organisation can offer, and 'delivering' means ensuring that the product or service adds value for the customer. Marketing is often confused with advertising, and applying marketing to a profession may seem odd, or even unprofessional. (6) Traditional discussions of marketing have tended to neglect marketing of professional services; for example, the largest selling marketing textbook (7) does not discuss professional services marketing, and a search of the Library of Congress, the world's largest deposit library, reveals only two books on professional services marketing. (8) However, marketing can be a useful tool for improving the effectiveness of professionals by allowing them to better convey the benefits that they can provide to their clients. The present paper considers how marketing can be used by dietitians to better convey their value to clients and organisational stakeholders.

Approaches to marketing

The major voice of the profession is through its professional association, and there have been calls for the Dietitians Association of Australia (DAA) to raise the profile of the dietetics profession, and to further increase its investment in marketing activities. (9,10) For individual dietitians attempting to develop and/or maintain their position, or trying to build a clinical or consulting practice, or for the public sector clinician struggling to raise the profile and funding of dietitians in the public sector, the apparent need for a mass market, consumer-directed, marketing campaign could appear compelling.

However, there are many reasons why investment in such campaigns by the DAA is unlikely to be the best option. First, any substantial increase in DAA marketing activity would be very expensive, and without significant new sources of funding would require a cutback in other activities provided by the Association. Second, the DAA represents a diverse group of professionals. DAA funding of an expensive campaign that might be seen to directly benefit private practitioners may not be supported by dietitians employed in the public sector. The Australian Physiotherapy Association appeared to face this problem several years ago, with a marketing campaign leading to negative reactions from members. (11)

[FIGURE 1 OMITTED]

A more efficient and effective way to influence the public is likely to be by member-driven marketing activity, building on the DAA's branding, member education and public relations activities. Marketing activity by members is likely to have several critical advantages over DAA-funded schemes; first, and most importantly, by using the combined efforts of members, a much greater marketing effort is possible within the constraints of Association funding. Second, members in different areas of practice can concentrate marketing efforts on areas that will benefit them. A private dietitian can work to increase their profile in their local area, and a hospital or community sector dietitian can concentrate their marketing activity on building influence in order to increase funding and/or staffing. Finally, with member-based marketing activities, the benefits of marketing activity will primarily go to those who make the most effort, minimising the 'free-rider effect' that will occur if Association-funded activities provide benefits to non-members.

What then should be the role of the DAA in marketing activities? The DAA has an important role to play in providing support for a range of member-driven marketing activities, such as publications (12) and workshops. It provides a strong brand for members to align with, and resources for members to market their services, for example, through the Accredited Practising Dietitian programme.

Marketing in action

The central instrument for directing and coordinating any marketing effort is the marketing plan, (7) and Armstrong recommends that an effective plan should involve: (13)

* Specifying objectives

* Generating strategies

* Evaluating strategies

* Monitoring results

* Seeking commitment from key stakeholders, such as staff

A specific format for a marketing plan is described in detail in the DAA publication Marketing for Dietitians. (12) Once a formal marketing plan is developed, the practitioner needs to make specific decisions about what services will be offered, at what price, in what location, and monitor and respond to client reaction. The marketing plan can then assist in determining what is important to potential clients (or to funding bodies for the public sector) and on specific goals and strategies to achieve those goals. For example, one of the key skills that dietitians offer is expert dietary advice. Over recent years, however, the perceived value of advice from a dietitian is likely to have been substantially diminished by the wide availability of extensive dietary information on the Internet. Unless dietitians recognise this competition, and convey a substantial benefit to clients and potential clients over and above the offerings of the Internet, it is likely that demand for dietetic services will continue to decrease in relative terms. In the public sector, marketing may include lobbying to increase the visibility, power and funding of a service. For example, Williams has called for dietitians to advocate for changes to improve the food provided in hospitals, (14) and such changes will be more easily achieved if marketing can be used to build influence in the public arena. (15) Table 1 shows nine steps for developing and implementing marketing efforts.

Conclusion

Dietitians are a skilled professional group, who possess substantial expertise in helping people to counter the growth of obesity and related health problems. However, the statistics on health usage suggest that consumer use of dietitians' services is low and not increasing, in contrast with other health professionals. If the profession is to continue to play an important role in contributing to public health, individual dietitians need to promote the value of their services by targeted marketing efforts. By better conveying the value of dietetic services to the public, to funding bodies and to potential referrers through an Association-backed programme, dietitians can contribute to better public health, enhance the standing of the profession, and achieve more satisfying and rewarding professional practice.

Acknowledgements

This paper grew out of a seminar in September 2003, 'Marketing Yourself, Your Products and Your Services' supported by the Australian Dietitians Association.

References

1. Cameron AJ, Welborn TA, Zimmet PZ et al. Overweight and obesity in Australia: the 1999-2000 Australian Diabetes, Obesity and Lifestyle Study (AusDiab). Med J Aust 2003; 178: 427-32.

2. WHO. Obesity--Preventing and Managing the Global Epidemic: Report of a WHO Consultation on Obesity. Geneva: World Health Organization, 1998.

3. Commonwealth Department of Health and Aged Care. National Diabetes Strategy 2000-2004. Canberra: CDHAC, 1999.

4. Private Health Insurance Administration Council (PHIAC). 2004. (Cited 16 July 2005.) Available from URL: http://www.phiac.gov.au/statistics/trends/index.htm

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8. Library of Congress. (Cited 16 July 2005.) Available from URL: http://lcweb.loc.gov

9. Dietitians Association of Australia. DAA member surveys. 2000, 2001, 2003.

10. All about Eve. 'Weighty Issues': a report for the Dietitians Association of Australia. 2003.

11. Australian Physiotherapy Association. Bulletin, 1998 (October-November).

12. Dietitians Association of Australia. Marketing for Dietitians: An Introductory Guide to Practical Marketing. Canberra: Dietitians Association of Australia, 2002.

13. Armstrong JS. The value of formal planning for strategic decisions: review of empirical research. Strategic Manage J 1982; 3: 197-211.

14. Williams P. Nutrition and patients--whose responsibility? Nutr Diet 2002; 59: 229-30.

15. Burton S. Marketing for public organisations: new ways, new methods. Public Management 1999; 1: 374-85.

Macquarie Graduate School of Management, Macquarie University 

S. Burton, PhD

Women's Wellness Centre, London

J. Freeman, APD, BSc, GradDipDiet & NutrMMgt

Correspondence: S. Burton, Macquarie Graduate School of Management, Macquarie University, NSW 2109, Australia. Email: [e-mail]

Table 1. Nine steps for marketing dietetic services

1. Start with a formal marketing plan, identifying specific goals and
measurement criteria.
2. Be scientific: measure the effect of whatever you do.
3. Establish your effectiveness, and communicate it to clients,
referrers and funders.
4. Reassess and revise.
5. Share ideas and resources with friends.
6. Encourage positive word of mouth.
7. Improve services by creating partnerships.
8. Build visibility.
9. Do some market research.