Post on 01-Nov-2014
description
Thursday, March 21, 13
SHOW ME THE MONEYFinding Hidden Profit Potential in Your Practice
Provided by: Bethany Petty, M.A., M.S.
Thursday, March 21, 13
Thursday, March 21, 13
SEMINAR PREVIEW
Profit Potential #1: The Phone
Profit Potential #2: Treatment Acceptance
Profit Potential #3: Reducing Write-Offs
Profit Potential #4: Hygiene Department
Profit Potential #5: Your Team’s Talent
Thursday, March 21, 13
Thursday, March 21, 13
THE PHONE
Thursday, March 21, 13
THE PHONE
Two Profit Potentials
Incoming Calls
Outgoing Calls
Thursday, March 21, 13
Thursday, March 21, 13
INCOMING CALLS
Thursday, March 21, 13
INCOMING CALLS
Live Example/Bad
Thursday, March 21, 13
INCOMING CALLS
Live Example/Bad
Unfriendly
Thursday, March 21, 13
INCOMING CALLS
Live Example/Bad
UnfriendlySeems preoccupied and busy
Thursday, March 21, 13
INCOMING CALLS
Live Example/Bad
UnfriendlySeems preoccupied and busy
Allows patient to control call
Thursday, March 21, 13
INCOMING CALLS
Live Example/Bad
UnfriendlySeems preoccupied and busy
Allows patient to control call
Doesn’t lead to an appointment
Thursday, March 21, 13
INCOMING CALLS
Live Example/Bad
UnfriendlySeems preoccupied and busy
Allows patient to control call
Doesn’t lead to an appointment
Gets stuck on patient’s questions
Thursday, March 21, 13
INCOMING CALLS
Live Example/Bad
UnfriendlySeems preoccupied and busy
Allows patient to control call
Doesn’t lead to an appointment
Gets stuck on patient’s questionsDoesn’t seem personal (patient’s name)
Thursday, March 21, 13
INCOMING CALLS
Live Example/Bad
UnfriendlySeems preoccupied and busy
Allows patient to control call
Doesn’t lead to an appointment
Gets stuck on patient’s questionsDoesn’t seem personal (patient’s name)
Live Example/Good
Thursday, March 21, 13
INCOMING CALLS
Live Example/Bad
UnfriendlySeems preoccupied and busy
Allows patient to control call
Doesn’t lead to an appointment
Gets stuck on patient’s questionsDoesn’t seem personal (patient’s name)
Live Example/Good
Friendly
Thursday, March 21, 13
INCOMING CALLS
Live Example/Bad
UnfriendlySeems preoccupied and busy
Allows patient to control call
Doesn’t lead to an appointment
Gets stuck on patient’s questionsDoesn’t seem personal (patient’s name)
Live Example/Good
FriendlyUndivided Attention
Thursday, March 21, 13
INCOMING CALLS
Live Example/Bad
UnfriendlySeems preoccupied and busy
Allows patient to control call
Doesn’t lead to an appointment
Gets stuck on patient’s questionsDoesn’t seem personal (patient’s name)
Live Example/Good
FriendlyUndivided Attention
Listens well and repeats patient
Thursday, March 21, 13
INCOMING CALLS
Live Example/Bad
UnfriendlySeems preoccupied and busy
Allows patient to control call
Doesn’t lead to an appointment
Gets stuck on patient’s questionsDoesn’t seem personal (patient’s name)
Live Example/Good
FriendlyUndivided Attention
Listens well and repeats patientTakes control of the phone call
Thursday, March 21, 13
INCOMING CALLS
Live Example/Bad
UnfriendlySeems preoccupied and busy
Allows patient to control call
Doesn’t lead to an appointment
Gets stuck on patient’s questionsDoesn’t seem personal (patient’s name)
Live Example/Good
FriendlyUndivided Attention
Listens well and repeats patientTakes control of the phone callRedirects patient’s questions
Thursday, March 21, 13
INCOMING CALLS
Live Example/Bad
UnfriendlySeems preoccupied and busy
Allows patient to control call
Doesn’t lead to an appointment
Gets stuck on patient’s questionsDoesn’t seem personal (patient’s name)
Live Example/Good
FriendlyUndivided Attention
Listens well and repeats patientTakes control of the phone callRedirects patient’s questions
Uses patient’s name
Thursday, March 21, 13
INCOMING CALLS
Live Example/Bad
UnfriendlySeems preoccupied and busy
Allows patient to control call
Doesn’t lead to an appointment
Gets stuck on patient’s questionsDoesn’t seem personal (patient’s name)
Live Example/Good
FriendlyUndivided Attention
Listens well and repeats patientTakes control of the phone callRedirects patient’s questions
Uses patient’s nameLeads to appointment
Thursday, March 21, 13
Thursday, March 21, 13
OUTGOING CALLS
Thursday, March 21, 13
OUTGOING CALLS
Thursday, March 21, 13
OUTGOING CALLS
Thursday, March 21, 13
OUTGOING CALLS
Thursday, March 21, 13
Thursday, March 21, 13
OUTGOING CALLS
Thursday, March 21, 13
OUTGOING CALLS
Assign a team member
Thursday, March 21, 13
OUTGOING CALLS
Assign a team member
Thursday, March 21, 13
OUTGOING CALLS
Assign a team member
Make him/her accountable
Thursday, March 21, 13
OUTGOING CALLS
Assign a team member
Make him/her accountable
Establish a calling protocol
Thursday, March 21, 13
OUTGOING CALLS
Assign a team member
Make him/her accountable
Establish a calling protocol
Ensure that the calls are being made properly
Thursday, March 21, 13
Thursday, March 21, 13
PROFIT POTENTIAL #2
Thursday, March 21, 13
PROFIT POTENTIAL #2
Treatment Acceptance
Thursday, March 21, 13
PROFIT POTENTIAL #2
Thursday, March 21, 13
Thursday, March 21, 13
MOTIVATIONS TO PURCHASE
Thursday, March 21, 13
MOTIVATIONS TO PURCHASE
I Want &
Must Have
Thursday, March 21, 13
MOTIVATIONS TO PURCHASE
I Want &
Must Have
I Want &
Will Wait
Thursday, March 21, 13
MOTIVATIONS TO PURCHASE
I Want &
Must Have
I Want &
Will Wait
I Need &
Will Wait
Thursday, March 21, 13
MOTIVATIONS TO PURCHASE
I Want &
Must Have
I Want &
Will Wait
I Need &
Must Have
I Need &
Will Wait
Thursday, March 21, 13
MOTIVATIONS TO PURCHASE
I Want &
Must Have
I Want &
Will Wait
I Need &
Must Have
I Need &
Will Wait
Pleasure
Thursday, March 21, 13
MOTIVATIONS TO PURCHASE
I Want &
Must Have
I Want &
Will Wait
I Need &
Must Have
I Need &
Will Wait
Pleasure
Thursday, March 21, 13
MOTIVATIONS TO PURCHASE
I Want &
Must Have
I Want &
Will Wait
I Need &
Must Have
I Need &
Will Wait
Pleasure Displeasure
Thursday, March 21, 13
MOTIVATIONS TO PURCHASE
I Want &
Must Have
I Want &
Will Wait
I Need &
Must Have
I Need &
Will Wait
Pleasure
Personal Emotions
Displeasure
Thursday, March 21, 13
MOTIVATIONS TO PURCHASE
I Want &
Must Have
I Want &
Will Wait
I Need &
Must Have
I Need &
Will Wait
Pleasure
Personal Emotions
Social Situations
Displeasure
Thursday, March 21, 13
MOTIVATIONS TO PURCHASE
I Want &
Must Have
I Want &
Will Wait
I Need &
Must Have
I Need &
Will Wait
Pleasure
Personal Emotions
Social Situations
Individual Goals
Displeasure
Thursday, March 21, 13
MOTIVATIONS TO PURCHASE
I Want &
Must Have
I Want &
Will Wait
I Need &
Must Have
I Need &
Will Wait
Pleasure
Personal Emotions
Social Situations
Individual Goals
Core Values
Displeasure
Thursday, March 21, 13
Thursday, March 21, 13
WANTS VS. NEEDS
Thursday, March 21, 13
WANTS VS. NEEDS
Wants
Thursday, March 21, 13
WANTS VS. NEEDS
Wants
Love
Acceptance or Belonging
Social Prestige
Higher Self-Esteem
Achievement
Thursday, March 21, 13
WANTS VS. NEEDS
Wants
Love
Acceptance or Belonging
Social Prestige
Higher Self-Esteem
Achievement
Needs
Thursday, March 21, 13
WANTS VS. NEEDS
Wants
Love
Acceptance or Belonging
Social Prestige
Higher Self-Esteem
Achievement
NeedsCommunity NeedsInformational NeedsCausal NeedsFelt Needs
PainDiseaseFunction
Thursday, March 21, 13
Thursday, March 21, 13
TYPES OF PURCHASERS
Thursday, March 21, 13
TYPES OF PURCHASERS
Pragmatist
PracticalUseful
QualityDurability
Thursday, March 21, 13
TYPES OF PURCHASERS
Pragmatist Aesthetically Inclined
PracticalUseful
QualityDurability
BeautyHarmony
Thursday, March 21, 13
TYPES OF PURCHASERS
Pragmatist Aesthetically Inclined
PracticalUseful
QualityDurability
Beauty
Intellectual
HarmonyTruth
Knowledge Hyper Critical
Thursday, March 21, 13
TYPES OF PURCHASERS
Pragmatist Aesthetically Inclined
Politically Motivated
PracticalUseful
QualityDurability
Beauty
Intellectual
HarmonyTruth
Knowledge Hyper Critical
Enhanced Power
Social Position
Personal Advantage
Thursday, March 21, 13
TYPES OF PURCHASERS
Pragmatist Aesthetically Inclined
Politically Motivated Social
PracticalUseful
QualityDurability
Beauty
Intellectual
HarmonyTruth
Knowledge Hyper Critical
Enhanced Power
Social Position
Personal Advantage
EmpathyNurture
Kindness
Thursday, March 21, 13
Thursday, March 21, 13
TREATMENT ACCEPTANCE
Thursday, March 21, 13
TREATMENT ACCEPTANCE
Know your patientFirst phone call, gather informationFirst appointment, gather informationDuring exam, gather information
Thursday, March 21, 13
TREATMENT ACCEPTANCE
Know your patientFirst phone call, gather informationFirst appointment, gather informationDuring exam, gather information
Customize communication for each patient
Thursday, March 21, 13
TREATMENT ACCEPTANCE
Know your patientFirst phone call, gather informationFirst appointment, gather informationDuring exam, gather information
Customize communication for each patientMove patient from “need” to “want”
Thursday, March 21, 13
TREATMENT ACCEPTANCE
Know your patientFirst phone call, gather informationFirst appointment, gather informationDuring exam, gather information
Customize communication for each patientMove patient from “need” to “want”Take it one step at a time
Thursday, March 21, 13
TREATMENT ACCEPTANCE
Know your patientFirst phone call, gather informationFirst appointment, gather informationDuring exam, gather information
Customize communication for each patientMove patient from “need” to “want”Take it one step at a timeInvolve your team (more to come on this)
Thursday, March 21, 13
Thursday, March 21, 13
PROFIT POTENTIAL #3
Thursday, March 21, 13
PROFIT POTENTIAL #3
Reducing Write-Offs, Two Types of Write-Offs
In-office discounts
Insurance write-offs
Thursday, March 21, 13
Thursday, March 21, 13
REDUCING WRITE-OFFS
Thursday, March 21, 13
REDUCING WRITE-OFFS
Whether you participate in write-offs is dependent upon:
Your location and demographicsYour brandYour specialtyYour treatment coordinator
Thursday, March 21, 13
REDUCING WRITE-OFFS
Whether you participate in write-offs is dependent upon:
Your location and demographicsYour brandYour specialtyYour treatment coordinator
If write-offs are necessary, you can reduce them by:Negotiating your contracts with PPOTraining your treatment coordinator to assess patients correctlySetting firm parameters on in-office discounts
Thursday, March 21, 13
Thursday, March 21, 13
PROFIT POTENTIAL #4
Thursday, March 21, 13
PROFIT POTENTIAL #4
Hygiene Department
Profit in Scheduling
Profit in Perio
Profit in Treatment Planning
Thursday, March 21, 13
Thursday, March 21, 13
HYGIENE DEPARTMENT
Thursday, March 21, 13
HYGIENE DEPARTMENT
Thursday, March 21, 13
Hygienists should produce 30% of total office production
HYGIENE DEPARTMENT
Thursday, March 21, 13
Hygienists should produce 30% of total office production
30% of production should be Perio
HYGIENE DEPARTMENT
Thursday, March 21, 13
Hygienists should produce 30% of total office production
30% of production should be Perio
47.2% of Americans have periodontitis
HYGIENE DEPARTMENT
Thursday, March 21, 13
Hygienists should produce 30% of total office production
30% of production should be Perio
47.2% of Americans have periodontitis
8.7% Mild
HYGIENE DEPARTMENT
Thursday, March 21, 13
Hygienists should produce 30% of total office production
30% of production should be Perio
47.2% of Americans have periodontitis
8.7% Mild
30% Moderate
HYGIENE DEPARTMENT
Thursday, March 21, 13
Hygienists should produce 30% of total office production
30% of production should be Perio
47.2% of Americans have periodontitis
8.7% Mild
30% Moderate
8.5% Severe
HYGIENE DEPARTMENT
Thursday, March 21, 13
Thursday, March 21, 13
HYGIENE DEPARTMENT
Thursday, March 21, 13
HYGIENE DEPARTMENT
If Hygiene Department is producing less than 30% in those two areas then:
Check schedule openings. No more than 10% schedule openings.
Thursday, March 21, 13
HYGIENE DEPARTMENT
If Hygiene Department is producing less than 30% in those two areas then:
Check schedule openings. No more than 10% schedule openings.
Check active patient base to ensure appropriate number of hygiene days.
Thursday, March 21, 13
HYGIENE DEPARTMENT
If Hygiene Department is producing less than 30% in those two areas then:
Check schedule openings. No more than 10% schedule openings.
Check active patient base to ensure appropriate number of hygiene days.
Check perio protocol and standards.
Thursday, March 21, 13
HYGIENE DEPARTMENT
If Hygiene Department is producing less than 30% in those two areas then:
Check schedule openings. No more than 10% schedule openings.
Check active patient base to ensure appropriate number of hygiene days.
Check perio protocol and standards.
Check education/communication protocols.
Thursday, March 21, 13
Thursday, March 21, 13
PROFIT POTENTIAL #5
Thursday, March 21, 13
PROFIT POTENTIAL #5
Maximize your team’s potential
Thursday, March 21, 13
PROFIT POTENTIAL #5
Maximize your team’s potential
Find the best person for each task (conduct personality testing, when needed)
Thursday, March 21, 13
PROFIT POTENTIAL #5
Maximize your team’s potential
Find the best person for each task (conduct personality testing, when needed)
Provide on-going training and on-going performance evaluation
Thursday, March 21, 13
PROFIT POTENTIAL #5
Maximize your team’s potential
Find the best person for each task (conduct personality testing, when needed)
Provide on-going training and on-going performance evaluation
Integrate your entire team in attracting and retaining patients
Thursday, March 21, 13
PROFIT POTENTIAL #5
Maximize your team’s potential
Find the best person for each task (conduct personality testing, when needed)
Provide on-going training and on-going performance evaluation
Integrate your entire team in attracting and retaining patients
Initiate a total team approach to treatment acceptance
Thursday, March 21, 13
Thursday, March 21, 13
SHOW ME THE MONEY
Thursday, March 21, 13
SHOW ME THE MONEY
“To Do” List for Today:
Thursday, March 21, 13
SHOW ME THE MONEY
“To Do” List for Today:Evaluate the person answering your phones
Thursday, March 21, 13
SHOW ME THE MONEY
“To Do” List for Today:Evaluate the person answering your phonesRun the “Unscheduled Treatment” report
Thursday, March 21, 13
SHOW ME THE MONEY
“To Do” List for Today:Evaluate the person answering your phonesRun the “Unscheduled Treatment” reportRun the “Unscheduled Recall” report
Thursday, March 21, 13
SHOW ME THE MONEY
“To Do” List for Today:Evaluate the person answering your phonesRun the “Unscheduled Treatment” reportRun the “Unscheduled Recall” reportAssign a team member to evaluate write-offs
Thursday, March 21, 13
SHOW ME THE MONEY
“To Do” List for Today:Evaluate the person answering your phonesRun the “Unscheduled Treatment” reportRun the “Unscheduled Recall” reportAssign a team member to evaluate write-offsMaximize your team’s personality and shift positions
Thursday, March 21, 13
SHOW ME THE MONEY
“To Do” List for Today:Evaluate the person answering your phonesRun the “Unscheduled Treatment” reportRun the “Unscheduled Recall” reportAssign a team member to evaluate write-offsMaximize your team’s personality and shift positionsEvaluate your team’s treatment presentation
Thursday, March 21, 13
SHOW ME THE MONEY
“To Do” List for Today:Evaluate the person answering your phonesRun the “Unscheduled Treatment” reportRun the “Unscheduled Recall” reportAssign a team member to evaluate write-offsMaximize your team’s personality and shift positionsEvaluate your team’s treatment presentationRun the “Annual Productivity” report
Thursday, March 21, 13
SHOW ME THE MONEY
“To Do” List for Today:Evaluate the person answering your phonesRun the “Unscheduled Treatment” reportRun the “Unscheduled Recall” reportAssign a team member to evaluate write-offsMaximize your team’s personality and shift positionsEvaluate your team’s treatment presentationRun the “Annual Productivity” reportRun the “Production by Procedure” report
Thursday, March 21, 13
SHOW ME THE MONEY
“To Do” List for Today:Evaluate the person answering your phonesRun the “Unscheduled Treatment” reportRun the “Unscheduled Recall” reportAssign a team member to evaluate write-offsMaximize your team’s personality and shift positionsEvaluate your team’s treatment presentationRun the “Annual Productivity” reportRun the “Production by Procedure” reportOR Call me
Thursday, March 21, 13