Blog Archives

The Magic of Apple Employee Training

We often hear about how brilliant Steve Jobs was, and what a good job Apple does of marketing its products.  What I want to talk about is their employee training in retail stores, and how it can be applied to any small service business.  (And if you don’t think you’re in retail health care, take some time and read Chapter 3 of my book—it should convince you.)

As you may have noticed, Apple stores are the busiest stores in the mall.  For the statistic-minded, retail stores in malls average sales of $341 per square foot per year.  The top 20 retailers average $787.  Apple stores average $6,200!!  More than twice the next highest retailer, Tiffany & Co., which does $3,000 per square foot.*  And this is just what is sold in the Apple stores, not online.

So, now that I have your attention, here’s an acronym Apple uses in its employee training for the retail stores:

Approach customers with a warm, personalized greeting;

Probe politely to understand all the customer’s needs;

Present a solution for the customer to take home that day;

Listen for and resolve any issues or concerns;

End with a fond farewell and an invitation to return.

Do you see how these might apply to your practice?  I’m thinking they all do.  A warm, friendly greeting by everyone in the office who encounters the patient?  Check.  Probing politely to find out what their dental needs and desires are? Roger that.  Presenting a treatment solution that can be started and ideally completed that day?  Sounds ideal.  Listen for issues they may have, concerns about cost, treatment complexity, time involved, fears or misgivings they may have?  Pathway to success. And finally, ending with fond farewell AND an invitation to return or, better yet, an appointment already scheduled, and expressing how you’re looking forward to seeing them at that time.

In reality, it isn’t magic.  It’s just what we all want, and Apple is just smart enough to do it in a genuine and consistent way.

*Source: RetailSails Company Data 2012

Bring Online Reviews to Your Daily Huddle

I just had a great conversation with Anastasia Turchetta, who is a dental speaker and hygienist, (she’ll be speaking at TBSE this year) and I was showing her our new product, Reputation Monitor.  She immediately had a suggestion which I thought was great, which was to use it in the morning huddle and read the previous day’s reviews to the team.  This serves many purposes.  If there was as negative review, then the team can discuss what went wrong and how to correct it going forward. (It also should be someone’s job to respond to the negative review, but that’s not for the huddle.)  If you had positive reviews, this lets the team know that they are doing a great job and that people are noticing, and gets everyone excited about the day.

It also has the benefit of reminding team members that they are being reviewed, like it or not.  And so that should make them step up their game, and be conscientious, considerate and courteous throughout the day.  And it keeps the idea in mind that they should request that the patients do reviews for the practice, and that they can even do it in the office on their smartphone.  Or the patient could be encouraged to check in on Facebook and post a comment.

Reputation Monitor is a great tool for showing every comment that is being posted about the practice, whether it’s in social media like Facebook or an online review on Yelp or Google.  And this is a terrific way to take advantage of that information.  Thanks, Anastasia!

The Junior Mints Principle

My wife is originally from Thailand, so when we visit there we bring a suitcase full of American items for her friends and family, such as Sonicare toothbrushes, Tide-to-Go, Doritos, and various other bizarre items.  My sister-in-law in particular loves Junior Mints, so we bring several boxes over, as they are not available in Bangkok.  One year, I decided to give her a real treat and brought her some expensive Ghiradelli Chocolates with mint, just so she could experience the next level of quality and flavor.  I gave them to her and she was polite and grateful.  The next year, before we went over, she told my wife, “Just bring Junior Mints this time.”

How often do we do that–automatically assume someone wants a first-class experience when their tastes don’t run that way?  It’s important to keep in mind that many patients don’t need premium-level dentistry. They don’t need a perfect smile.  Some of them have a smile that we can barely look at, but they don’t really care.  As long as they can chew their food, they’re fine.

And that has to be all right. Obviously you want to keep your patients informed on treatment that is going to preserve and protect their dentition, but not everyone wants veneers or cares how white their teeth are.  They aren’t going to die if they’re teeth aren’t perfect.  Often we try to impose our own sensibilities on other people, or believe that everyone wants the best of everything. One of the big mistakes people and businesses make in marketing is assuming that everyone is like them.  It’s almost never true. A whole lot of people are content with average, are comfortable with it, and maybe even prefer it.  They’re still going to need restorative dentistry as they age, but they need to know that you’re okay doing the minimum, not the maximum.

(As an aside, let me just say that your smile, and your team’s, should be PERFECT!)

Take the time to really listen to your patients. Find out what they want, make sure they always at least get what they need, and you’ll have a great practice serving a wide range of people.

Also, I believe Junior Mints outsells Ghiradelli Chocolate Mints by about 1000 to one.

Online Reviews Are Like Vampires

The dental world is abuzz with stories of online reviews of practices, with good reason. Like vampires, online reviews live forever.  And also like vampires, if you’re not careful they can suck your blood until you’re dry.  A recent study showed that 89% of online reviews are positive.  This is absolutely not true for dentist reviews.  Because people don’t really have a good way of assessing treatment plans or a dentist’s clinical skills, they go by impressions created by the cost, the practice environment, the staff attitude, and a host of intangibles, and when they are scared, unhappy, disappointed or think they are overcharged, now they go on Yelp, Google or someplace like that and spew about it.  Venomously.

And you can’t get that review down. Many have tried. And people who read them don’t come away with much factual information, but people give credence to reviews, because they’ve been reading reviews on Amazon, Trip Advisor, Rotten Tomatoes and FourSquare (and Facebook, too) for years, and they won’t make a decision without hearing from the masses.

It’s a scary environment, and it’s also very hard to track. There are literally hundreds of websites that have some information about you, most of it that you didn’t submit and don’t know anything about.  And it would take hours every week to search them out and respond or correct them.  Until now.

Here at my company we felt that this is such a critical area of marketing that we developed a tool for dentists to easily track that information, and then do something about it.  Last week we officially launched Reputation Monitor.  Here in one dashboard you can track everything from reviews, to social media, to competitors’ ratings online.

This program goes out and searches hundreds of websites and compiles the data for you, and then gives you an easy way to fix it, or at least comment on if it’s a review, or even bring positive reviews into your own Facebook page or website.

It will even send you alerts when a new review appears, by email or right to your cell phone if you’d like.

I think this is an essential tool for dentists or office managers to take control of their online reputation without spending a huge amount of time.  There are other products that claim to do some of this, but this is the most comprehensive and user-friendly product out there.  I’m really proud of it, and I hope you’ll try it and tell me what you think.

It does so much that it takes 15 minutes or so to fully demonstrate it.  If you’re interested, click to schedule a demo for Reputation Monitor.  In a later blog I’ll talk about my recommendations for dealing with negative reviews.

This is what the overview page looks like:

Make the Bread, Buy the Butter

This is the title of  a terrific cooking book by Jennifer Reese.   She has done all sorts of research to basically see which makes sense for all different types of cooking, doing it yourself or letting someone better do it. (Hence the title.)  I think it’s a great principle to apply to any business.  With all the systems and processes in your practice, ask yourself, what are you doing that you shouldn’t be doing yourself, and what are you not doing yourself that you should be?

For example, do you sign your own checks?  Or can someone else pay bills and charge things without your approval.  Embezzlement only happens when you don’t have knowledge and control of your money.  I know businesses doing $40 million a year where the owners still sign the checks, except for payroll, and require two signatures for anything over $3,000.  Do it yourself.

How about your website?  Doing it yourself, when you get around to it?  Search engine optimization is the most rapidly changing aspect of the advertising world.  Web design is 10% art and 90% results-testing. How could you possibly keep up with it?  Outsource it.

Your lab.  Should you send all your crowns out, or should you get on the CEREC train?  Well, more than 10% of practices now use CAD/CAM, and it’s saving them money, and getting their patients out of the office in one visit instead of two.  That’s a pretty good consumer benefit.  And it gets even better when you stop doing composites and use porcelain for inlays and onlays as well as for crowns.  DIY, I say.  Anteriors? Maybe not yet.

Are you writing your own advertising? Where did that skill come from?  Outsource it.  You can even use a website like www.99designs.com to create logos and ads and even Facebook pages.  Have someone do your keyword buying too, if you’re doing that yourself.  It’s trickier than Google says it is.

Social media. Are you letting some outside service do your posts for you?  Nothing is more obvious–and unappealing–to a Facebook reader.  Someone in your office should be doing the Facebook posts, commenting, and tracking your reputation online.

The list goes on: insurance billing, reactivation calls, payroll, supply purchases–take a few minutes with your office manager or your whole team and ask the question.  You may be wasting time, or not getting something done the way it should be, or not protecting yourself.  Question everything.

That way you can concentrate on making more bread.

(Feel free to comment on this blog with what you would change.)

 

The Best Places for Patient Reviews

After a speaking engagement last week in Atlanta, a dentist asked me how I would rank the various places where patients can review his practice.  I thought my answer would be of general interest.

#1.  Google.  No surprise there.  80% of business search is done on or through Google or Google Maps.  And underneath the search results are the number of Google reviews that can be read. (These reviews have to be written by someone with a gmail address, by they way.)

I will again use my friend Dr. Craig Spodak’s results to show you.  See how he has 89 reviews?  Also note that someone can click next to that count and write their own review.  The more reviews you have, the better you will come up on Google in a natural (unpaid) search.

#2. Your Own Website. This is the next place people are likely to look for reviews (and Google will also be searching your site for them, which will boost your website’s SEO).  This means you have to have a website that is dynamic.  That word means something specific in the web world–that is, that you can add and change information yourself, rather than having to use your webmaster.  You need to be able to add photos, video, your blog (if you’re doing one) and especially patient reviews and testimonials.

This requires you to solicit those reviews from your patients, and then post them yourself. Or, much more simply, you could use a digital communication application like Patient Activator, that has as one of its features automatic patient surveys.  This application will email patients three days after their visit and ask them to respond to a short survey, and encourage them to write a review of the practice.  It is then posted to a microsite of your practice (more SEO for you), and you can also use the reviews you like on your own website, and also pop them onto your Facebook fan page.

#3. Yelp. The usage of this business review site varies widely city by city, but more and more people are posting reviews about everything, including dentists.  About 70% of US dentists have at least one review, I’ve been told.  You want to invite your patients to do this, ideally while in the office.  The best way is to get a few tablet computers for them to use, as I suggested in a previous blog.  One key point: Yelp gives preference to reviews that are written by frequent reviewers on their site.  This means that if a patient doesn’t normally review on Yelp, the review might not appear, or will not float to the top.  Yelp does not list your reviews chronologically, but by a combination of rating and some more mysterious elements.

#4. Facebook.  This is not technically a review site, but patients can now write “recommendations” on your Facebook fan page, and these are shown separately.  One glitch–if you have not properly categorized your dental practice there will not be a place for recommendations.  I also don’t feel like people use Facebook to see recommendations that much, but rather go to your fan page to see what people post about you, or what you and your team post about yourself.  You should use iPads to get patients do post here as well while they are in the office.

#5. Everywhere Else.  Angie’s List, LinkedIn, CitySearch, Dr. Oogle all have reviews.  Angie’s list is probably the next most important place, but reviews can only be read by subscribers, and only subscribers to the site can post reviews.  It narrows the audience considerably, and also the number of your patients who could review you there.  The site does a wide range of businesses, while Dr. Oogle is strictly health care, but the latter site gets significantly less traffic than all the others.

Reviews will matter more and more, so now is the time to focus on them, but make sure you are getting them in the most advantageous places.  And remember, you don’t need hundreds of reviews.  No one would read that many. But you need a steady stream of fresh ones. Even two a week will add up quickly, and help with your SEO, but I would aim for one a day, and you’ll be well on your way!

Further Thoughts on James Dwyer and Dental Insurance

Let’s start with what we know when it comes to dental insurance and patients.

First, the dental patient doesn’t really care if the dentist gets paid fairly or makes a different living. That’s the dentist’s problem, not theirs.

Second, dental insurance companies are out to make a profit.  And thus they benefit from under-utilization. Paying more for a treatment code, or for more patients being treated, doesn’t work. Neither does encouraging people to take care of their teeth.  All this either lowers profits or requires increased premiums. So what would seem to be the point of dental coverage––to get people to see a dentist and get treated––contradicts the business model it is managed through. But even when there is less utilization, these companies generally don’t lower premiums, but rather increase them every year.  That is, unless they do what Washington Dental Service did, which was cut payments to dentists so they could lower their premiums to businesses. These institutions are tax-exempt, but make no mistake, they are motivated by profit.  So dentists get to absorb the shock.

Third, for as long as I’ve worked in dentistry (since 1986), up until five years ago, the general trend, indeed the goal, was for dentists to gradually move their practices to full-fee-for-service, and not be a provider for any dental plan.  This came to a screeching halt in 2007, and has reversed itself continuously.  More and more practices are adding plans, for the simple reason that people are not spending money on their dental care like they used to.  The days when every month one or two patients would borrow against their home to do a full set of veneers or extensive implants are over.  Practices have had to adapt, accepting more plans, and in so doing have handed more power to the dental insurance companies.  And with this you get the arrogance exemplified in CEO James Dwyer’s remarks (see my previous blog on those, as well as Gary Takac’s call for Dwyer’s resignation.)

So the simple question is, do we want to go the way of general medicine, which is to say, let insurance companies call the tune?  For physicians, it is the insurance companies who determine the treatment, the fees and even the allowed medications.  If the doctor or the patient disagrees with that determination, then the patient has to pay out of his own pocket. And because 95% of physicians’ income comes from insurance, the average income for general physicians is now lower than that of general dentists. What’s more,  it is virtually impossible for a general physician to double or triple his income from the average level, while it is quite possible for most dentists to do so.  And everyone expects physicians’ income to continue to decline.  How’s that going to play out?

I think this problem needs attention right now, before control is fully surrendered to insurance companies, or before the government steps in to make sure that everyone in America has some sort of dental care, regardless of whether it provides a living income for a dentist who has a facility, leases, loans and employees to reckon with on a monthly basis.

And, as other people in this blog have mentioned, it’s not financially bearable for a dentist to drop the insurance provider when that company tries to cut their payments.  But in my mind that’s what your state dental society is for.  When Delta or any other company decides it’s time to do an across-the-board fee cut, then there ought to be an immediate call by the society for their entire constituency to drop that carrier the next month.  They don’t need everyone to comply; if 40% do, then the insurance company gets hit right where they care most–the profit end of their revenue.  It should be a swift, resounding and unequivocal response.  And my guess is after one or two states do it, and the results are proven, then an even greater number of dentists will join in the protest.  And the insurance companies will fall back into line.

Along with this response by the societies, there should also be a unified message sent out to each dentist’s patients as to why this is happening.  They should let all their patients know that the insurance company, in an effort to increase their profits, is paying less for the same services, and thus limiting care to the patients.  (In Washington, it was the insurance company who seized the opportunity, and communicated with the patients when a dentist stopped being a provider because of the fee cut, and recommended the patient move to a different dentist who accepted the plan, and even provided a list.  Outrageous behavior, unless of course you’re in business to make money, not provide dental care.)

This response by the society is only step one.  The next step is to take a hard look at how dental insurance is provided.  We live in a world where data can move instantaneously and simply between entities. Why do we even need a middle man to provide discounts on some dental services for a business’s employees?  In three months I could get five 20-year-olds to write a program that lets any business choose from a menu of services, calculate the premium, allow the employees to choose a dentist and get care, and subsequently the dental practice can file the claim and have the money in their account the next day.

Certainly there are regulations to follow, but does an enormous profit for an intermediary organization benefit anyone but that organization?  I don’t think so.  I say let them all work somewhere else where they don’t have a negative impact on the overall health of Americans.

One last point.  Dentistry in many ways is different from general medicine. There are millions of people in this country who will never be able to get high-end dentistry.  For example, we all know that implants are the ideal solution to missing teeth.  But this quite simply will never be insured, because eventually everyone will need them.  A quadruple bypass surgery is incredibly expensive, but not everyone is going to need one, so the cost gets spread over a thousand other people.  But as the population continues to live longer, most people are likely to lose some or most of their teeth. Either they can afford implants or they can wear dentures.  But it is not reasonable to imagine an insurance plan that provides virtually everyone with implants.  We need a wiser, more balanced solution that does not emulate health insurance.

Sometimes you can’t just modify business models.  They become antiquated, or fail to serve their original purpose, diverging from their mission to one that is more self-serving, (like Congress!) and we need to abandon them and start over.  Why not create a brilliant, modern solution that helps the greatest number of people, and is the envy of the entire world?

I’m open to your thoughts, and I will do my damnedest to get them in front of the right people.

 

Post Script: I have been told that the FTC views any such action by dental societies to be illegal boycotting, and precedent has been set.  Sounds like the wrong lobbyists got to the right ears (and pockets) to me, but if that really is the case, then dental societies are virtually powerless in this situation, until that precedent is challenged.  The Washington State Dental Association spent many hours and legal dollars trying to deal with this within the parameters of the FTC ruling, so other avenues may be more appropriate.  I’m not sure that the FTC could have much say about dentists using Twitter to say that they are personally dropping the insurance plan.  I’m not fond of laws or precedents that protect corporations to the detriment of individual citizens, and I can’t accept that boycotting of a company by anyone or any group can be considered illegal.  But I’m no lawyer, so the pathway through this is not clear to me.

Who Profits from Dental Non-Profits? Not you!

If you didn’t know the level of contempt that the dental insurance companies have for dentists, look no further than the actions and comments of Washington Dental Service and their CEO, James Dwyer.

Dwyer, in an interview with King5 TV station in Washington State this month, casually suggested that dentists “could start working five days a week” to make up for the 15% across-the-the board fee reimbursement cut WDS instituted in 2011.  Easy for him to say, as he makes $1.2 million a year.  He subsequently apologized, (which of course means nothing), saying also that his words were taken out of context.  So the TV station ran more of the video, where Dwyer says this not once but twice and also says, quite smugly, that dentists only work three and a half days a week.  “They certainly don’t work four days a week,” he adds, dripping with contempt.  I think this man believes that in saying this he will garner public support, that people don’t like dentists, and think that dentists make too much money already, and now he’s letting people know that they have short work weeks.  Excellent strategy, from an adversary.

And that’s my point. They are not in the dentists’ corner.  Washington Dental Services, part of Delta Dental, operates as a non-profit organization.   Of course, they are a non-profit in name only, and for one reason: to avoid paying taxes. WDS had a net income of $13.7 million in 2010, and paid no taxes on that.  On top of that, their executive compensation that year was $5.8 million (including Mr. Dwyer’s $1.2 million.)  Remarkably, the executive compensation of WDS has increased an average of 45% over the past five years, right through the recession.  How many dental practices grew 50% in the past five years? Only a few? Well, maybe they should work harder.  How many of your patients experienced that kind of salary growth? Maybe they should work harder too.

Why did they, and by “they” I mean Delta Dental, do an across-the-board cut?  They said to stay competitive.  Really?  They have 90% of the dentists in the market already.  They said they need to be able to lower their premiums to employers.  Why exactly should premiums go down?  Has the price of anything in dentistry gone down? I missed that.  Dwyer’s advice was “work harder”.  Work harder for less money is what he meant.  Making lots of money is for people like him, not for dentists.

Here’s the other reason why I think Delta did it.  They wanted to see  how the dentists and the societies would react, so that they could do it in other states.  To make more profit for their non-profit, and give bigger executive pay increases.  I mean, what better way to fulfill their stated mission, which is to promote oral health?

Yes, Mr. Dwyer actually stated, with no sense of irony, that the mission of WDS was to promote oral health.   How exactly are they doing that? The statement is ludicrous. Their clear purpose is to make money, crush the competition, pay no taxes, and pay themselves incredibly well.  You can’t do that and promote dental health, because that would result in more claims.  Which would hurt their profit.  I mean, their non-profit.

As I said, they are your adversaries.  Seldom are they so open about it, but Mr. Dwyer’s contempt is symbolic of an industry that is at crossed purposes to the health of Americans.  40 years ago in this country it was basically considered immoral and unethical to make a profit providing health insurance.  Now the opposite is true.  Now the  job is not to provide coverage and promote health, it is to be competitive, limit care, and pay extremely high salaries so you can attract better executives.  Recently, Blue Cross/Blue Shield of Massachusetts gave an $11 million severance package when they fired their CEO.  That would turn most businesses into a de facto non-profit, but BC/BS absorbed it nicely.  Because they don’t pay taxes.  It was chump change.

So what do I think the dental society should have done?  I think they should have recommended that their entire constituency drop WDS the next day–the old-fashioned American response to robber barons.  They didn’t do that, of course.  They sent a letter out recommending that dentists find cheaper dental suppliers. (Huh? How’s that going to offset 15% less in fees?)  And when an individual dentist did drop WDS, the company sent a letter out to all the dentist’s patients,  giving them a list of dentists who accepted their plan, and suggesting that their dentist simply wanted to make more money.

And there is that ridiculous statement: “They certainly don’t work four days a week.”  Really?  I personally know about 1,000 dentists, and virtually all of them work at least 4 days a week doing dentistry, and another day or more doing the business side of their practice or getting CE.  But Dwyer knows that.  He’s not an idiot. But he also knows how easy it is to turn public opinion against doctors and their incomes, which was exactly his intention.  So that WDS could maintain their fee cut, lower premiums and everyone still gets a raise next year.  Contemptible?  Reprehensible?  To be sure.  Does Dwyer care?  Not a bit.

So what is a dentist to do?  In the end, this is big business against the small businessperson.  So you work smarter, learn more procedures and techniques, and realize that some things are in your control, and some aren’t, and all your energy needs to go to those things that you can control, you can have an effect on.  And you’ll still have a great business.  And still change people’s lives for the better every day. The best revenge I think is doing good, and doing well.  I’d rather be you than Jim Dwyer any day.

Hot Off the Presses–my 4th Edition

The latest edition of my book, “Everything Is Marketing” was just released today.  It has a lot more information on the internet world, from what type of website to have, to dealing with reviews, Google Places, Facebook and more.

For my readers I’m doing a special offer.  You can get the book at the link on this page using the discount code “fred joyal” (with the space and not the quotation marks) and the book is $10 shipped, and the audiobook is $20.  The book is also available on Amazon and Nook. (I’m working on the iBook and Audible editions–whew!)

Howard Farran of Dentaltown fame says, “This book is a must-read for every dentist and everyone on the team.  Fred shows dentists how to think about their business from a marketing standpoint, and offers dozens of ways to put that knowledge to practical use.”  Thanks, Howard!

If you already have my book, the most critical change is in the online chapter, and I’m happy to send you that chapter for free.  Just email me at fred@1800dentist.com and ask for Chapter 23,  and I’ll send you a word doc.

Thanks to all my supporters out there, and I hope this book and blog continue to help dentists thrive and enjoy every practice day!

The Last Thing Your Patient Hears

Many times in life, great experiences are completely erased by what occurs in the last few moments.  How often have you loved a movie right up until the predictable (or incomprehensible) ending? Or gone to a fine restaurant, recommended by your friends, and had a fabulous meal.  Great service, unusual dishes, worth the money, terrific atmostphere, and then you waited 35 minutes to get the check!  It wiped out the whole positive experience.  Now when people ask you about the place, you say, “Yeah, great food, but…” It’s that “but” that changes everything.

If you’re aware of the fact that most patients are evaluating your dentistry by the experience of being in your practice as much or more than they by your clinical skills, then you should be thinking about what the last thing is that the patient experiences in their visit.  There are two critical times in any service experience: what happens first, and what happens last.  I speak at length about the first experience–how you answer the phone, how you greet new patients–and those moments are very important, but I want to talk now about what happens last.

The problem is we make this mistake all the time in dentistry.  The last few minutes of the appointment very often involves someone trying to get the money out of the patient, and even worse, having to explain why the insurance doesn’t cover it.  Or trying to get the next prophy appointment scheduled while they’re trying to run out the door to get back to work.  You can have the sweetest people working in your office, in a fun environment, with great technology and wonderful chairside manner, but then the last taste in the patient’s mouth is money issues, and insurance confusion, and your scheduling needs.  Tainting everything.

My point is, take care of all these things sooner. Get the money chairside.  Do the explanation of coverage ahead of time.  You have to do it anyway, so slide it forward.  We love to put off things we don’t like to do until last–it’s human nature.  But you need to override that tendency because it’s tarnishing the experience of the patient visit.  There are thousands of practices who get all the money dealt with chairside, as soon as the diagnosis takes place.  It’s just a matter of changing procedure, and using the right words.  Don’t say, “It’s our policy,” say, “We like to take care of all of this ahead of time, so that you can just leave the office when your done and not worry about it.  We have to take care of it anyway, so let’s do it now.”  Then you know if they have sticker shock about the treatment.  Or if they actually don’t have the money to pay for it, because then you’ll be trying to collect your fee, and hoping to get some percentage of it.  Get all your money, or don’t start treatment.  It’s just a change in procedure.  You are in business to make money, right?  There’s nothing mercenary or unprofessional about it.  You completed an expensive education and set up a facility that is costly to equip and operate.  You should be paid for the services you provide.

And do schedule their next appointment chairside as well.  Most people have smartphones with their calendar right there, and you have computer access.  Get it done.  Slide it forward.

So now, instead, the last experience of the practice is you giving them a little goody bag of some floss, toothpaste, a travel toothbrush, maybe a pack of Advil and some home care instructions.  And maybe, just maybe, it’s the dentist giving the patient a call later, or sending a text, asking how the patient is doing.  Now that’s a great way to end the visit, and make it a positive experience right through the finish.  Whatever it is, be conscious of what you’re doing, knowing that it is your last chance to make a good impression.

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