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Take advantage of the economic recovery

Dr Roger P. Levin
Dr Roger P. Levin, USA

Dr Roger P. Levin, USA

Thu. 10 December 2009

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The economy is slowly recovering from the worst recession in decades. Like many other small businesses, dental practices have been adversely affected. Many patients put off treatment, so some practices are seeing alarming drops in production. However, Levin Group clients have seen significant growth even during these tough economic times.

How is it possible to excel in a recovering economy?

To grow successfully, Levin Practices have two primary objectives in the current economic climate:

1. Put more patients in the chair.
2. Be prepared to handle increased production.

Put more patients in the chair

Although new patients are obviously important, re-care appointments provide many opportunities to reinvigorate a practice. The dentist should have the staff review patient records. They should look to reactivate:

Patients who are six months or more overdue for hygiene appointments.
Hygienists can call individuals who are six or more months behind schedule, gently reminding them that regular dental care can stave off serious problems — and potentially greater expenses — down the road.

Patients who canceled an appointment, especially one for treatment follow-up, without rescheduling.
The front desk staff can be well-equipped to contact these patients, balancing a friendly attitude with a genuine concern that patients reschedule to maintain their dental health.

Patients who had cases for treatment presented to them but never made a decision.
The dentist should personally call all the patients who have been presented with the largest cases without having decided to accept treatment. The clinician can express concern for the patinets’ health, highlight the value of the recommended treatment and urge the patients to make an appointment. If the patients can be convinced to return to the practice, buoyed by the dentist’s evident care for their well-being, the case can be presented again.

Every single name on this list is a chance for the practice to reach out and reactivate a patient. But doing so effectively is something that requires careful preparation.

Be prepared to handle increased production

With an increase in re-care appointments, it is easy for dental offices to be overwhelmed if they are not prepared. Dentists should step back and review all aspects of their practices to identify any inefficiency that could limit production growth.

Striving for greater efficiency can help a practice remain healthy through tough times and position it for maximum growth in a better economy.

While many steps are required to build scheduling capacity, the following three strategies are essential:

Redesigning the schedule

Find more time in the schedule.
As more patients present to the practice and schedules fill up again, more room must be found. Many schedules that appear full are simply inefficient. Nearly all practices with “full” schedules can free as much as 30 percent more time for appointments by removing inefficiencies.

Institute procedural time studies.
Dentists and team members need to better understand the length of time that each treatment requires. Practices often incorrectly estimate treatment times and accept gaps as unavoidable. Through procedural time studies, treatment can be more accurately scheduled.

Implement 10-minute scheduling units.
Gaps in the schedule could mean practices are using 15-minute units rather than 10-minute ones. This can result in blocks of time during the day that are simply wasted. Practices should adopt 10-minute units and use the results of procedural time studies to take advantage of additional time found in the schedule.

Enhancing communication

Script all patient conversations.
Practices need to flow patients into appointment times that work for the practice. Through PowerScripting, team members are empowered to better control the schedule.

Provide accurate and consistent information.
Only through scripting can dentists and teams demonstrate to patients that they are all on the same page. Patients who receive conflicting information during an appointment will lose trust with the practice.

Build value for future appointments.
Every appointment should be synonymous with maintaining good oral health. When patients understand the importance of regular dental appointments, they are more likely to keep them.

Conclusion

To make up for past production declines, practices need to re-establish the value of the practice to people who think they can put off dental care. Without ever diminishing the genuine economic concerns of any patients, a practice can remind them that dental care is crucial to their health and a wise investment of their time and money.

Dental practices can grow today if they remain disciplined and focused. This rededication can translate into exponential growth as the economy recovers in the months ahead.

About the author

Dr Roger P. Levin, DDS, is founder and chief executive officer of Levin Group, a dental practice management consulting firm. For more than 20 years, Levin Group has helped thousands of general dentists and specialists increase their satisfaction with practicing dentistry.

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