We can all agree that the dental landscape is changing. These days you can’t read a dental publication or blog or listen to a podcast or lecturer without hearing about these changes. The consolidation of dental practices, a rise of managed care, employing a new generation, and direct-to-patient care are the new normal in today’s dental industry.
The good news is that by now nearly everyone is aware of these changes and trends. The bad news is that implementing effective, sustainable, affordable solutions to win in today’s industry is a challenge, and it’s a big one.
If you’re struggling with adjusting to changes in the industry, I invite you to continue reading.
Meet Dr. T
In December of 2016, I met with Dr. T to discuss the highlights and challenges of the year. We talked about how he could get from where he was to where he wanted to be the following year. An hour and a half into the discussion Dr. T told me he was tired. It wasn’t the take-a-nap kind of tired. It was the “I’m working so hard without reaping what I’m sowing” kind of tired. He was on the goal line of defeat.
He said, “I’m working harder than ever, but I’m making the same amount of money as I was seven years ago, all while my expenses have increased. I’ve implemented new technology, had my staff revamp our marketing in hopes of generating new patients, and attended CE courses to improve my skill set and ultimately increase my service offerings.”
Dr. T had been practicing for 17 years and had been a practice owner for 14 years. His efforts did temporarily provide relief and incrementally grow his business, but his underlying problems still lingered and he was discouraged.
What would happen if things did not change? Who would be impacted if the practice did not change its course and start operating at new levels? What were we going to do?
Focus on “moments”
It became Dr. T and his staff’s mission to create the best possible experience for their patients. We looked at industries outside of dental, everything from hotels, restaurants, hair salons, and even successful auto body shops, to better understand the strategies those businesses were leveraging to gain market share and customer loyalty.
To make this work, we determined that one of two things needed to happen—hire additional personnel to free up the administrative staff to create this experience, or outsource tasks on which the current administrative staff was spending many hours. Dr. T chose the latter. By outsourcing his marketing, human resources, and insurance, his staff was able to shift their focus from tasks to creating “moments.”
It should be noted that an unintended consequence of outsourcing these tasks was that employees liked their jobs more. This is because they were not bogged down by tasks they didn’t like and, in this case, were underqualified to perform.
Back to the basics
During our discussion, Dr. T mentioned that his office had worked with a practice management coach in the past and experienced success. But with margins decreasing he was forced to stop the coaching. Appreciating the benefits of coaching and considering the constraints (cost), we landed on a hybrid alternative—digital coaching. This gave him and his team access to on-demand education at a fraction of the cost of in-office coaching. In addition, digital coaching reinforced everyone’s expectations and accountability.
I share Dr. T’s story with the hope that it will spark thought and discussion. If any of Dr. T’s story hits close to home and you would like to learn more about the resources available to you through Henry Schein, visit hsdbps.com/.
Joe Lamour, MBA, is a business consulting specialist for Henry Schein Dental who is committed to assisting doctors build and grow the practice of their dreams. He is particularly passionate about working with start-up practices and doctors who want to own multiple locations. Joe has an MBA from Missouri State University and a professional sales and marketing degree from Kennesaw State University. Contact him at [email protected].
