Nothing major–nothing structural–but new carpet, new moldings, fresh paint on the walls, and some new wallpaper as an accent. He had also found some new wall art, and had updated the furniture. When I complemented him on the beautiful changes, he told me that the whole job was under ten thousand dollars. He had budgeted the cost by using his business line of credit, and had paid it back over four months. With bank borrowing rates so unbelievably low, it is practically an interest free loan.

Don’t get me wrong. It is not like the place was a dump before–just dated. Now it is flat-out gorgeous! No question, you walk through the door and you just know that you are in the right place. Existing patients are flattered that you have made the investment in their comfort, and new patients cannot  help but be impressed.

So if it has been more than five or six years since you have redecorated, you should definitely consider a makeover. It is a big bang for the buck. And I strongly recommend  using the services of an interior designer to help you.  Here are some additional thoughts on this topic.

First– “why would someone spend their money with you–so what is unique about you?” There certainly is no lack of dentists out there, so how do you separate yourself from the competition? It is all about building relationships that are based on trust. The patients must feel and perceive that the doctor truly cares about their well-being and is not motivated by dollars. This doctor–in the most low key way–must be able to explain the need for dental treatment–what are the benefits and what are the consequences of not moving forward. The doctor needs to be skilled at presenting choices because while people like to buy, they do not like to be sold. The patient needs to feel comfortable that the doctor possesses excellent clinical skills.

Second– “why would someone work for you?” I have always felt that it is the responsibility of the doctor to create an environment where staff can flourish. This wonderful workplace allows people the independence to make important decisions, yet ultimately holds them responsible for their actions. This workplace will reward and recognize excellence with bonuses and incentives. This workplace will promote the concept of teamwork. I revisited an article that I wrote in 1997 about staffing in the dental office, and I was pleased to realize that my thoughts haven’t changed all that much. The bottom line is that happy staff are great emissaries for your practice, and when patients interact with happy staff, they instantly realize they are in the right place.

As the new year begins, it would be time well spent to analyze the essence of what you and your practice are all about – what is unique – and what is remarkable – and how can you better convey that image to your patients.

The most important management system in a dental practice is scheduling, because the only thing we have to sell is our time. Yet over the years, I have observed that many practices are terribly inefficient in the way the doctor is scheduled to deliver treatment, wasting upwards of two hours every day. I didn’t say they weren’t busy–I said they weren’t efficient. There is a huge difference between being busy and being profitable.

I believe that when an effective scheduling system is introduced into a practice:

• the stress level of every one can be significantly reduced.

• the appointment backlog can be cut in half.

• the need for an associate is often eliminated.

• production is increased dramatically without raising fees or altering the mix of the practice.

.• every hour in the practice becomes a productive hour no matter what procedures are being performed.

In the two and a half years since I began writing blog posts, I do not believe that I have ever touted my own services. But this whole topic of how to increase revenue got me thinking. Teaching other busy dentists productive scheduling techniques was how I began my consulting career 22 years ago.  So if you are feeling maxed out -  perhaps scheduled out two  to three weeks or more-  feeling overworked and can’t seem to find the way to get to the next level of profitability other than working more hours -  you might want to consider speaking with me. But first read this to see if you qualify.

As Yogi Berra said, “It’s tough to make predictions, especially about the future”. But after seeing the significantly increased annual revenues in practices that have learned and implemented the Jodena advanced scheduling rules, this might be worth your consideration.

If you own a store, there are only four ways to increase revenue: raise the prices of the merchandise or products that you sell, increase the frequency of shoppers visiting your store to buy your products, open longer hours, and add different or additional products to the shelves. Let’s get back to basics and apply these simple principles to your store–your dental practice–and see how that will increase your revenue.

Raise prices–you need to raise your fees every year in order to cover budgeted anticipated expenses. If revenue stays flat, but expenses rise – and there always seems to be upward pressure on our costs -  your current level of profitability will suffer.  Read this article to understand the mechanics.

Increase frequency of patient visits–do everything that you can to promote the concept of the value of continuing care. Incentivize with warranties on previous dental treatment. During bad economic times, it is more important than ever to stress the value to your patients of frequent maintenance visits to avoid expensive major dental treatments. Every six months is better than every twelve -  and every four is even better.

User friendly office hours – I am a big proponent of work hard/play hard – so I am not suggesting that you work more hours. But perhaps mixing it up by offering some real early morning starts and evening appointments would make it easier for patients to come to your practice.

Add new products–if you are a general dentist, the world is your oyster. If you are not busy enough, you should consider learning to do additional procedures that you currently refer to specialists. If you choose not to make that commitment, another option and a very profitable one, is to bring itinerant specialists into your office. You receive half of the revenue on the procedures they perform, and an often overlooked benefit is that your patients love the convenience and comfort of being seen in a familiar environment. Implants–endodontics –adult orthodontics–these are all great profit centers and are easy to incorporate into your general practice.

It is almost the New Year. Resolution time. Start planning and take action to raise revenue.

One company claims that you have been “chosen” to participate in an exclusive club of top cosmetic dentists in your area. Opting in gets you a promotional video for your website and some combination of pay per click advertising. The cost is an up front fee of $5000 plus a twelve month commitment of $650/ month. On investigation, I actually discovered that EVERY dentist in your area has been  ”chosen”–so it has nothing to do with exclusivity, but rather who is the biggest sucker to jump on board. How about signing up for a twelve month program at $695/ month where you will be taught “ethical sales techniques” that will enable you to give lectures to the general public in your community on implants and veneers. Maybe they will even dress you up in suspenders and a bow-tie and help you to do standup comedy!

These offers are introduced by inflammatory language. Here are word for word examples: “Most practices are severely down in production and profits and there is no sign that the trend will turn around soon or ever”…or “If you have experienced a dramatic negative change in your practice over the last few years, you are not alone!”  In my opinion, there are a number of reasons for this increase in outrageous promotions.

1. Dentists in general are not the most savvy business people. They received little or no business training in dental school, and thus they are easy marks for aggressive sales people.

2. Dentists in general have little sales resistance. They are always buying “the latest toys” for the practice.

3. Dentists in general have the market covered on paranoia–two patients leave the practice unexpectedly and the sky is now falling!

4. The economy is bad with unemployment nationally at 9%.

5. The stock market has been essentially flat for 12 years with no growth. So dentists are really concerned with what is happening to the value of their 401(k).

Mix this all together and it is like the perfect storm for scam artists to prey on the uninformed or misinformed. My message is simply to ignore the hype and be patient. There simply is no free lunch. There is no magic bullet. It may be that flat is the new up. It may be that 80 is the new 65. I don’t have a crystal ball that will provide the answers to the future, but there is no question that we have to continue to work harder, smarter, and undoubtedly longer. So please stay true to your clinical and moral principles, and in the long run you will be successful.

Setting realistic hourly and daily production goals is something that I advise my clients to do at the morning huddle. That just makes good economic sense, because there are only a limited number of hours in a day when you have the confluence of staff, high-speed suction, compressed air and patients .

But in my opinion, it is a mistake to think of these goals in terms of individual staff members reaching some kind of daily “sales” quota. That is too transparent and could easily be perceived by the patient as “selling”. Remember that people like to buy, but they don’t necessarily like to be sold. A better approach — a more laid-back approach — is to focus on having a plan that reinforces your agreed-upon criteria or standards of clinical excellence and great customer service. Then encourage each staff member to be an unabashed  spokesperson for those standards.

Thus everyone should look for opportunities to share information with patients about new and exciting clinical advances in your practice like invisible braces, non –surgical periodontal treatments, in-office whitening, and one visit crowns. Talk up your e-mail blast capabilities, blog posts, your website, and Facebook participation that enhances the way your practice connects with your patient base.

Be totally interested in your patients. Inquire about their family members and what is going on in their lives. The goal, whenever you engage them in conversation, is to make that patient feel that when they are in your office, they are the most important person in the universe. Making your patients feel special is a talent and will differentiate you from your competition.

Sales training 101 says  to concentrate on building a solid relationship with your prospect. Once they like you and trust you, the sale is easy. An understated  but  consistent  approach to selling dentistry works way better than high intensity used-car salesmanship. So while that Macy’s employee may only see dollar signs when asked about his or her goal,  let’s make sure that our staff sees beyond the dollar signs to excellent customer service which when done correctly translates into a more profitable office.

The list of benefits to the seller’s patient base might include the following:  that with this move there will be better coverage; it is a better location with updated technology; perhaps better parking; I (the selling doctor) was having trouble negotiating the terms of a new lease arrangement and this is a great opportunity, etc. The acquired doctor “appears” to just move his location, but in reality he has sold the practice. This is what I call a “below the radar” transition because to the community at large and to the patients, nothing other than the location has changed.

The selling doctor’s name is on the door and the letterhead. He continues to see and treat all of his own patients, including hygiene checks. Initially – space permitting – he works the same schedule with the same hours.  All of his staff — or most of them — come over in the transition. But the seller no longer shares in the hygiene revenue of his patients, and is paid a percentage of his own production or collections. That revenue is how the buyer leverages the purchase so that this sale can happen with bank financing and the buyer never takes any money out of his own pocket.

The advantages of this transition from the perspective of the seller is that the seller receives maximum value in a lump sum payment for his practice, yet still has the opportunity to continue to work and earn money, continue to make contributions if he wishes to a pension plan, and do all of this with no administrative responsibilities. The advantage to the buyer is that when the selling doctor eventually retires, all of his patients are used to coming to the new location and will of course remain.

This is a wonderful win/win situation that I have had the opportunity to facilitate many times. I feel it is worth your consideration.

Geography. It is of paramount importance that your existing office be located fairly close to the location of the practice that you are acquiring so that patients will not have an objection to travel and an excuse to go elsewhere.

Age. This type of acquisition works really well when the selling doctor is quite a bit older than the buyer. I have seen many doctors practice into their late 70s. They love what they do, they have an extremely loyal patient base, and most of them never gave much thought to an exit strategy. They have slowed down  and are now perhaps practicing two to three days per week. There is a ton of dentistry to be done for these patients — but as I have said before – only at the appropriate time when you have earned their trust. So these are not big practices by any means. The equipment is usually very outdated. Often there is no management software. Often no hygienist. These doctors don’t necessarily need to make a big score with selling the practice. Rather, they are truly concerned with finding someone to take over the care of their patients.

Low cost. There really is zero value for the dental equipment or the location of the  retiring doctor. Many times these doctors are actually practicing in a home office. These patients need to be seen at your office from day one. So the value is only in the Goodwill. I usually recommend a price of $200-$300 per patient chart for patients seen within the last twenty-four months.

Introductory letter. The selling doctor is able to transfer and deliver these patients by a great letter of recommendation. I have examples — available on request — that have proven effective.

Ace in the hole. I absolutely insist in these kinds of situations that the front desk person from this retiring doctor’s practice stays on in your employ for a three to six month period. This person may in fact have considered retiring along with her doctor, but I advise making it a condition of the sale that she is able to come over and work in your office. Pay her extremely well. She can work two to three hours per day appointing the patients. You must at all costs win her over because these patients will do whatever she recommends. I can’t emphasize this point enough.

Start expanding your horizons – this type of situation may very well exist in your own backyard.

I recently had sinus surgery, and I chose the doctor completely from an internet search – and then confirmed my choice by reading what others had to say about their experience. Statistics show that positive online reviews will help your business. More reviews provide a listing that stands out for the right reasons when somebody is doing a search for a dentist in your area.  And Google is the king – the number one ranked website in the world – the number one place for people to search – the most trusted resource for quality information.

Now that you know how to accumulate Google reviews, I am suggesting that you can show these reviews easily on your website. Check out what I have added to my site. On the left hand side of the magenta colored navigation bar, my webmaster installed a Google review button. This links directly to my Google Place Page and in one click, someone can read all of my reviews.

This linkage is an easy and attractive strategy – another piece of the puzzle for your overall on line approach to marketing. It has the additional benefit of helping improve website optimization and organic discovery.

There was a lot of resistance from staff because of the time required to spend with the patient in helping them to sign in to Google, and to help with the intricacies of the computer. Logistically, in order to have any chance of success, the office needed to set up a kiosk with a separate laptop computer. A few offices tried using an iPad. Often times the patient – although perfectly willing to endorse a top flight dental experience – did not want to spend the additional time after a visit. It was also reported that patients were possibly inhibited about writing a review while in the dental office.

After much discussion and thought , I believe I can offer a much better solution to reach a realistic goal of obtaining just one Google review per day. My idea is to ask your patient to write a review based on a long history with your practice. This patient appreciates receiving post treatment telephone calls from the doctor, painless comfortable dental procedures, caring attentive staff, and over the top exquisite, consistent customer service each and every time they interact with your office. This is why they return – this is why they refer others – and this is why they love you. Here is how this works.

• Go to your Demand Force dashboard and print out the list of names and e-mails of your patient base. I imagine you could do this in Dentrix or any other management software as well.

• Narrow this list to only gmail or hotmail addresses.  This is because it is so much easier to write a Google review if you have one of these types of email addresses. You don’t have to create an account.

• Choose 15 or 20 great patients from this narrowed  list. These are good friends or patients with whom you have a fabulous relationship.

• Have a staff member call them and ask them if they would be willing to do a nice review or recommendation for you in your practice. This should not be a problem because of the close relationship.

• Once they agree you will send them the following e-mail.

Dear (patient’s name)–I would so much like to thank you for taking the time to do a review of my dental practice. This will help me maintain my first page status when patients do a search for me on Google. There are just a few steps you need to follow.

1. Click on the link below. (This will be the hyper-link to your Google Place Page).

2. Hit the red button that says WRITE A REVIEW.

3. Then sign in with your Gmail or Hotmail account.

4. Select under “your rating” the number of stars you’re giving me. Hopefully five!

5. Write the review in the box.

6. Hit the blue PUBLISH  button and you’ll be all set.

Thanks again for taking the time to do this for me. I truly appreciate it.

If you decide to make obtaining patient reviews a serious priority for your practice, you should be able to quickly accumulate 15 to 20 reviews – and that will truly separate you from the competition. I would very much appreciate your comments and feedback. Please email me at jodena@cox.net and I will be happy to share in future posts.