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Selling your practice: when, why and how
Although I often speak to young dentists about the ins and outs of setting up their practice, I also enjoy talking to my contemporaries about the process of leaving their practice.
At the Excellence In Dentistry conference taking place April 27-29 in Destin, Florida I’ll be giving a number of talks including one on the steps to take when preparing to sell a dental practice.
Here are a few of the points I’ll cover:
- When should you start the process?
This requires some finesse but in general, the sooner the better. It’s a two-way dance between you and any potential buyers. You want to sell to someone who’s going to be successful and will treat your patients well. The buyer will want to evaluate all aspects of the practice from the demographics of your patient base to the vintage of your equipment. They may even want you to stay on awhile to help them learn the ropes of running your practice.
- How do you know if you’re ready and able to sell?
This is a very personal decision and there are many factors involved. Discussions with your wife or husband come first, then your partners in the practice if there are any. More importantly you need to answer the big questions, are you ready to hang up the drill? Are you ready to let your practice go?
- Can I use a simple formula to determine what I might sell my practice for?
There are so many factors that go into determining the selling price of a practice. Some include the actual dental office. However many extend far beyond that to demographics, client base and the location of the office.
There are other factors of course and I will cover them in my talk at the conference.
I look forward to discussing this with my colleagues at the Excellence In Dentistry conference. If you haven’t already registered I encourage you to do so by clicking here.
If you can’t make the practice and you’d like to speak to me about the hows and whys please get in touch.
Finding Excellence in Dentistry
Much of my professional life these days involves working with dental practices on how to deliver superior customer service while increasing profits.
It’s engaging and invigorating work. But It’s good to recharge the batteries and meet with my professional contemporaries in an environment where my core message can reach many people at once.
The Excellence In Dentistry conference taking place April 27-29 in Destin, Florida is an excellent example. It’s a way for dental professionals of all stripes to make presentations on their areas of expertise. For my part, I’ll be speaking on Practical Systems For Same Day Dentistry at the conference.
Others will delve into a wide range of topics including:
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As a dental speaker, it’s an honor to have my experience and successes showcased to others in the profession who might be struggling with where to take their practices in this increasingly competitive landscape.
In any business, it’s easy to get stuck in your own systematic method of addressing problems. Pulling on different levels of expertise from across the country can shake the figurative cobwebs and open eyes to new ways of doing things. So the best part about this conference, for me, will be the opportunities I get to discuss issues in the dental industry with contemporaries with a wide variety of viewpoints.
If you haven’t already registered I encourage you to do so by clicking here.
E9: Podcast: Designing a Winning Customer Strategy
Hello and welcome to Ascent Dental Radio. A program dedicated to the balance between the clinical aspect of health care and the business of health care. And now here is your host, Dr. Kevin Coughlin.
Welcome to the following podcast. My name is Dr. Kevin Coughlin, owner and creator of www.ascent-dental-solutions.com. Please visit my website and listen to additional podcasts, but today’s podcast is on designing a winning customer strategy.
So let’s get started. First, there’s a difference between believers and achievers. Data indicates that about 92 percent of CEOs believe they are providing excellent customer satisfaction. The reality, however, is only about eight percent really achieve it. The goal is to be that eight percent. How to become that eight percent and bring you from a believer to an achiever is to focus on what I refer to as the 3Ds. You must first design then develop and then deliver.
Design simply means the appropriate segmentation of your patient or customer base to complete customer experience in each of the segments involved in your valuable final product. Develop simply means you must reinvent and renew your customer experience over and over. Change is good but change must be for the better.
Lastly and perhaps most importantly, is the action step of delivering. Every department, every team member must be pulling in the same direction. Failure to achieve this last action step will put you in the 92 percenters of believers rather than achievers. The alternatives of not becoming an achiever is simply more money on advertising, more sales people, more acquisitions, more products, more gimmicks, more waste of time and money. Simply stated, you must delight your patient or customer base in all aspects.
It’s common knowledge that managers tend to feel more accountable for improving profits. Most managers do not feel they are accountable for improving patient or customer relationships or the quality of that relationship. What truly creates the difference between an average manager and an outstanding manager are those managers who focus on the accountability of improving customer relationships or the quality of that relationship.
In general we’ve talked in past podcasts about promoters versus detractors. Promoters should be the core of your business. They are the best group to invest in. They create high margins, they love to do business with us, they constantly refer additional business to us and they should drive our strategic priorities.
Detractors do not like doing business with us. They spread negative word of mouth and they defect at the first opportunity to another company or business. You constantly should try to convert your detractors to promoters and if not possible, eliminate these detractors from your business plan.
The vast majority of your customer base will be passive customers. They can be easily lured into the detractor group if you do not focus constantly on improving relationships, products and service. The goal is to take the passive group and move them into the promoter group. Constantly you should be on the lookout for finding additional promoters for your business.
As a golden rule, what is ever good for your patient or customer base and team members will generally be good for your company. You need to look at your business in totality. You need to look at your phone system, your appointment systems, your orientation and treatments, the ability to discharge, evaluation of charts if you are in the medical or dental profession, financial arrangements should be clear, concise, honest and upfront.
You must take a look at every aspect of your business, including your reception room or office, your restrooms, your operatories, your magazines, the appearance, the communication skills. In order to achieve this, most focus in on the 3Ds which is design, develop and deliver.
For additional information about this podcast and other podcasts, please visit www.ascent-dental-solutions.com. Thanks for listening and we look forward to spending more time in the future on additional business topics to help your medical and dental practice grow along with your overall business. Thanks for listening. My name is Dr. Kevin Coughlin.
E8: Podcast: Differences and similarities of patients VS customers
In this episode Dr. Coughlin discusses the differences and similarities of patients versus customers.
Hello and welcome to Ascent Dental Radio. A program dedicated to the balance between the clinical aspect of health care and the business of health care. And now here is your host, Dr. Kevin Coughlin.
My name is Dr. Kevin Coughlin, owner and creator of Ascent Dental Solutions. The following podcast is a discussion of the difference and similarities of patients versus customers.
For those of us in the health care industry, my particular expertise is dentistry. For over 34 years I have been practicing dental care in Massachusetts with 14 offices and over 140 employees. I would like the health care professionals, but those particularly associated with dental health to consider patient versus consumer. Is there a difference and should there be a difference? In most cases, I believe the dental profession considers when the mouth is open you’re a patient and when your mouth is closed, you’re a consumer. If you don’t treat both of these in the correct and accurate way, your results to your organization and practice, in my opinion, will suffer.
First during this thought conversation is to consider the patient types. There are generally five types of patients. There are the event-driven, there are the reactive-driven, the proactive-driven, the discretionary-driven and the regenerative-driven.
Of these five classes, the event-driven is when something happens they seek care. If a tooth breaks or they have pain, they come in for a visit. If there is no event, they avoid health care and in particular, dental care.
The reactive-driven patient is they know they should and if something precipitates an issue, they will seek care and treatment. They are simply reactive. They are not proactive.
The proactive-driven patient is tooth-based. The decisions are prioritized one tooth at a time. This tooth is a problem, this area of my health is a problem, I will address it, but they don’t treat themselves systemically or in a whole person type of manner.
The discretionary-driven patient simply says I want to look or feel better and if I have the discretionary income, I will move forward. And the regenerative-driven type patient simply says to themselves, “Is it worth the investment? And if I find value, I will proceed with care and treatment.”
In my opinion, the event, reactive and proactive types are driven by insurance. These patients are a necessary part of a practice but you should understand that in most cases what you will hear for them is the first thing they will say is what does my insurance cover. What is my financial responsibility? If my insurance doesn’t cover it, then I am not going to proceed with care.
The last two groups of patients, which I refer to as discretionary and regenerative types, are non-insurance driven. If they have a problem, they would like to seek care and help and the insurance is just an insularly part of care and treatment.
The following statistics are of interest. The average patient in the United States over 20 years of age spends between $500 and $10,000 per year. If we looked at 1,000 patients, that would equal approximately $500,000 per year. Out of every 1,000 patients approximately 20 patients will say yes to your treatment plan and recommendations. If you could focus on your ability to increase the yes number of patients from 20 to 60, you could increase another $22,000 a year to your organization.
Basically what it boils down to is when you evaluate many organizations and offices particularly in health care, the treatment plan in most cases is acceptable. However, the problem is case acceptance by the patients or i.e. customers, is low. In most cases the poor case acceptance is extremely important for you to focus on to improve the delivery of health care and your overall bottom line to your office and organization.
In the end, it doesn’t matter how well you treatment plan. If your patient or customer is not accepting that treatment plan, your outcomes are going to be poor and your patients and organization will suffer.
In 2009 through 2011, during those two years, approximately 73 percent of the United States’ population saw a dentist. Those between the ages of age 16 and 25 were missing three teeth, and this includes wisdom teeth. Those over the age of 65 were missing nine teeth.
With the population between the ages of 16 and 90, that comes to approximately 60 million missing teeth. In 2011, it was recorded that only 2.1 million implants were placed in the United States. This means that 58 million people, customers, patients missed the opportunity to replace these missing teeth. Again, this is a glaring amount of evidence indicating that the treatments were planned but patient acceptance of doing the treatment was certainly lacking.
You should understand vision and purpose. What is actually in the best interest of your patients or customers; their oral health, systemic health, social health, lifelong health?
In my opinion, when you start as a practitioner or a health care provider and your goal is to focus on lifelong health rather than just oral, systemic, social, you will get a better outcome. Patients or customers will be moved when they understand the value and the value is the goal of lifelong health.
When you evaluate consumers in the United States, data indicates that the majority, 80 percent, will finance purchases over $1,000. If your practice or organization is not offering adequate financial arrangements, whether it’d be through CareCredit, Wells Fargo or other opportunities, this could possibly be part of the reason why case acceptance is poor.
You should also be able to understand and distinguish trust and value. As I like to say, if your patients do not believe, like and trust, or BLT with you, then it is very difficult to get case acceptance. And when you do get case acceptance and the patient does not believe, like or trust in you, I question whether you should provide care and treatment because ultimately it will lead to problems.
My suggestion is you should be focusing on aesthetics, function and structure. If you combine these three elements, you will significantly see an improvement in case acceptance. Understand that some of your patients will do nothing, some will do something and others have to do something.
In the end, to determine whether your case acceptance is adequate and you’re doing a good job communicating and your patient base actually believes, likes and trusts in you, you have to provide tracking. You must understand are your patients making an appointment, yes or no? Are they accepting your treatment, yes or no? Are they referring family and friends to your practice or organization, yes or no? Are they paying for the care and service on the way out of your office, yes or no? What is the revenue that you are generating per day? This data will tell you whether you’re heading in the right direction and whether you’re moving forward in the direction you should be.
In the end, health care providers are held in high esteem. Keep in mind that selling is not negative. If the product has value and service and you’re providing value to your patients, then it is your utmost goal to make sure that not only is your treatment plan acceptable, but your patients are accepting your treatment plan and moving forward.
I hope you’ve enjoyed the podcast. You can get more information on my website www.ascent-dental-solutions.com. My name is Dr. Coughlin and thank you for listening.
