I love working for a company that can provide confidence to its customers, so they can support and assist; not just during the sale but after the sale. As your Patterson Dental rep, I promise to be a truthful and trusted advisor for you and your practice team and to provide confidence and peace of mind as we grow together. This article was published on our offthecusp.com blog and I believe you will see the confidence I have in my companies’ ability to support both of us.
They say it’s key. They say it’s the most attractive quality you can have. They say it goes with everything. They even say it’s contagious! What is this all-powerful epidemic? Confidence, of course! As a practicing dental professional, you already have loads. You have confidence in your ability to provide your patients with top-notch care. Confidence that your team is professional, courteous, enthusiastic, and capable. Confident in your business’s philosophy of care, and confident that it will serve as the foundation of your growth.
But…what about your technology? Do you have confidence that your equipment is working as hard as you are? Confident that you have selected the tools that will best help you deliver on your care philosophy? Confident in your capacity to wield these tools to their fullest potential? Patterson wants the answers to these important questions to be a resounding, “confident,” YES!
Confidence doesn’t suddenly materialize.Rather, it requires building up firm trust both in yourself and in a partner. Here are some reasons you can be confident thatPatterson will serve as your steadfast, trusted technology partner
…You Can Have Confidence That We’re Invested in Your Future
Technology isn’t a fad. It’s not going anywhere, and neither are we. As the demand for state-of-the-art tools and equipment continues to grow, we will continue to invest in the staff necessary to support those tools in your practice.We have expanded from 30 employees in1997, to a PTC team of 450.
…You Can Have Confidence That We’re With You for the Long Haul
We don’t believe in dropping equipment at your doorstep and *poof* pulling a disappearing act. After we make sure that your purchases are expertly installed, first, we clean up after ourselves. Then, we continue to partner with you “for the long haul.” Feel free to reach out any time– the PTC team averages 5,000 contacts per day, whether that’s via phone, email, live chat, or its FAQ website.
…You Can Have Confidence That ThisIsn’t our First Rodeo
Think you’ve got a stumper for us? After two decades, chances are “we’ve heard it before.” And if not, we’ve put the teams tools, and resources in place to get it figured out. The PTC features on-site resource rooms, where our specialists have access to the very same equipment that you have. This means literal hands-on support.
…You Can Have Confidence in the Expertise of Our Team
Any time you reach out to the PTC, you’ll have the industry’s most knowledgeable support team by your side. In fact, theteam engages in an average of 8.3thousand annual training hours, so we can continue to “confidently” claim that title. No one helps dental practices choose, install, onboard, and make use of their technology investments every single day, better than Patterson Dental.
10 Proven Steps To Reduce Cancellations and No-Shows In Your Dental Practice
-By Kevin Tighe
When it comes to cutting down on cancellations and no-shows, there are similar but different protocols FOR
- New patients
- Patients due for re-care
- Patients past due for re-care
- Patients scheduled for operative, and
- Patients who broke their appointment for operative.
Here are 10 tips that address all patients:
- Talk to patients. Despite all the wonderful technology available to dental practices, the most vital step to keep no-shows and cancellations low is talking to patients while they are in the practice to ensure they’re educated on the negative effects on their oral and overall health if they do not move forward with their treatment or re-care.
- Assign confirmation to one team member so that the practice has accountability. That team member should have excellent communication skills and have his or her ear“tuned” in to lack of commitment phrases from patients.
- Find out whether patients prefer to be contacted by text, email, or phone. Texting is quickly becoming the preferred method, at least for my clients’ patients.
- Keep the basic schedule for confirming appointments, which is 3-3-1three weeks, three days, and one day, unless a patient tells you differently.
- Know that certain types of patients must be confirmed directly.
a) Those who have previously broken an appointment.
b) Patients in their 20s. Older people are often more reliable.
c) Patients who use Medicaid or any other government plan (those who pay cash or have private insurance are more reliable).
d) Those who have not been in the practice for some time.
e) International patients, which is probably due to a language barrier or different moral codes, etc.
f) A parent or spouse making the appointment for a grown child or their spouse.
Note: For chronic broken appointment patients(at least three broken appointments, or someone who is not sorry after the second broken appointment), dismiss them or only allow them to be on your short call list.
Every year, the marketing potential of the Internet escalates. Your online presence is more important than ever. And this remains the case even if you are a referral-based practice. After all, where does a referral go before scheduling an appointment? Your website. Word of mouth alone is no longer enough. Your online presence must validate the referral.
- Have an active short call list to help plug any holes in your schedule.
- For new patients, a call from the dentist to welcome them to the practice will cut down on new patient no-shows.
- If a patient fails to show up, call the person right away.If you do not reach the patient, let the person know you’ll try back in a week. Repeat a week later if necessary. If there is still no response, put them on automatic reminders using their preferred form of communication.
- After a month or so of someone not responding, continue to make calls based on your knowledge of a patient without becoming obnoxious or seeming desperate.How many calls you make should be based on what you know about a patient. You should not be rote about how often you call, i.e., if you know the patient is out of the country for a few weeks, is ill, or whatever the case maybe.
You and I both know that the largest expense of your overhead categories is Staff Wages/Salaries.Entreprenuer.com had some great advice in an article that I wanted to pass along.
7 Ways To Keep Your Best Employees
- Promote appropriately - When your best people are doing the kind of work that makes a difference, recognize it! One great way is to give them a well-deserved promotion. This tells the rest of the company (and others outside) that you appreciate the extra effort they put forth to make the practice more profitable and efficient.
- Pay above-standard rates - To hire and keep the best, you need to pay them the best.We aren’t talking about a ridiculously high salary for these people, but pay that’s at or below the market rate for the position tells employees that their work is not truly valued.What’s more, they may walk. Change their pay to anywhere from 20 percent to 40 percent over market rate.
- Get employees’ input - then apply it. - Who knows what it takes to do a job right? The people who are doing it best! If you want to keep people, then involve them in the decision-making process. Create a “safe zone”where you ask them the hard questions about what should be changed . . . then hear them out. You may not be able to implement every suggestion, but change where you canand let them know you value their input.
- Encourage creative innovation - The previous point was about changing the present; this one is about changing the future. Give your best people the time and resources to test out fresh new ideas. This will keep them engaged and may just bring in another revenue stream. Many people love to create. Let them do so; it benefits everyone involved.
- Clean out the dead weight - This may be the most difficult move. There are likely people in your organization that hold others back.Through their lack of a good work ethic, negativity, sub-par production, gossip and engagement in office politics, they are a cancer to your team. Great people need to work with other great people. Do the hard work of removing those who slow everyone else down.
- Use friendly competition - People in competition with one another tend to increase their production. Put together teams in your organization working on solving similar problems or projects with a simultaneous time line. Offer a small reward (perhaps a dinner out for the winners) to the team that does the highest quality work in the shortest time. Competition is fun, exciting and very engaging.Engaged people stick around.
- Get off their backs - Great employees know what they are supposed to be doing and when it needs to be done. Constant reminders and micromanaging will drive them right out the door.Give them the task or project, and be available to answer questions, but otherwise leave them alone. They do their best work without someone always looking over their shoulder.