How your staff approaches referrals can become second nature by asking patients their opinion, and if it's positive, then asking for that all-important new patient referral.
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1. Set either a monthly or quarterly goal.2. The goal is based on what is commensurate with 25% or less payroll percentage. Example: Say your payroll is normally around $20,000. Collections must be over $80K per month for there to be any kind of bonus.3. If the goal is exceeded, a bonus is given. How much you bonus and how the bonus is split among the staff will vary from office to office. It can be an arbitrary amount of $200 to $400, or be specifically calculated on how much "bonus sum" is available, i.e., the difference between 25% and the...
1. Testing: Much of marketing involves testing, which is a fancy word for trial and error. Try different marketing actions to see what produces the best ROI. What will work in one town may not work in another. A discounted new patient exam might produce a response or not. If it does not, perhaps a teeth whitening offer will. It's all about testing.2. Practice name: Unless your name is well known and respected in your town, it's a bad marketing decision to use it for your practice's name. Instead you want a name that is memorable and clearly tells patients what type...
Comparing monthly production/collections year to year has value, especially in snowbird states, pediatric practices (August being normally quite busy,) and the hectic holiday months (Nov/Dec).Stat management tip: If you wait until the end of the month to notice that none of your plans were implemented or effective, expect your team to get upset. When it comes to coaching your team to excellence, you must be active and timely with your observations and feedback. If on the first day of the new month, you have added $1,500 in new treatment to the schedule, you need to praise your team's progress, analyze the...
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There is the good, the bad and the ugly of dental practice management, but many dentists will still tell you the probability is your dental consulting will work if you and your consultant are on the same page. It stands to reason that if a dental consultant had little value, worth or benefit that consultant could not stand up to harsh economic realities for long. A veteran dental consultant is also a "personal coach" who shold bring management wisdom based on "in the trenches" experience along with systems and protocols to that have been successfully implemented in other practices. Top dental consultants talk and network with each other. They pay attention to what systems work and don't across many dental practices.
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What gets monitored, gets managed. It is as simple as that. The only way to monitor what gets done is with daily stats especially for your weak areas. For example, one employee should be specifically responsible for calls to patients who are unscheduled, overdue for re-care or need reactivation. Other staff can and should help in coordination with the accountable employee.
What most practice owners are lack in knowledge is not how to book an appointment, but rather how to be an effective leader. The best systems in the world are useless if the staff do not comply. Good leaders know how to get staff to willingly follow through and comply.
Questions To Ask
Do you and/or your staff have to travel or does the consultant come to you?
Is the program mostly one on one consulting versus seminars or courses with multiple clients in attendance?There are advantages to both.
If the dental consulting is one on one who will actually deliver the consulting? I recommend knowing who your specific dental consultant will be prior to signing on the dotted line.
Is program based on a specific dental practice management system? You want to avoid cookie-cutter programs. Ensure the program will be tailor-made to fit your practice's specific needs.
The cost (including travel expenses and downtime) is certainly not the only factor, everything else being equal, it is still a major factor to consider. It's unwise to pay too much, but it's worse to pay too little.
Top Dental Practice Mangement Consultant
My name is Kevin Tighe. I am Cambridge's CEO and Senior Consultant. Before joining the Cambridge team I was in charge of setting up workshops for large nonprofits throughout the United States and Canada. During that time, I was fortunate to receive mentoring from several world-class business consultants, including a dental practice management guru, which led to a position at Cambridge as their seminar organizer. In time, I began crisscrossing the country delivering seminars myself for the better part of a decade. Subsequently, I moved up to senior consultant and eventually owner. Contributing writer to Dental Economics/DIQ, JADA, AGD Impact and Dental Town Magazine.
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