Bethany Petty, a practice management consultant in Dallas delivered this presentation to the Dental RoundTable of Goldin Peiser & Peiser, LLP in March 2013. If you want to learn more, contact Bethany at bethany@dallasdentalconsulting.com or go to her website www.dallasdentalconsulting.com.

1. Thursday, March 21, 13

2. SHOW ME THE MONEY
Finding Hidden Profit Potential in Your Practice
Provided by: Bethany Petty, M.A., M.S.
Thursday, March 21, 13

3. Thursday, March 21, 13

4. 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

5. Thursday, March 21, 13

6. THE PHONE
Thursday, March 21, 13

7. THE PHONE
Two Profit Potentials
Incoming Calls
Outgoing Calls
Thursday, March 21, 13

8. Thursday, March 21, 13

9. INCOMING CALLS
Thursday, March 21, 13

10. INCOMING CALLS
Live Example/Bad
Thursday, March 21, 13

11. INCOMING CALLS
Live Example/Bad
Unfriendly
Thursday, March 21, 13

12. INCOMING CALLS
Live Example/Bad
Unfriendly
Seems preoccupied
and busy
Thursday, March 21, 13

13. INCOMING CALLS
Live Example/Bad
Unfriendly
Seems preoccupied
and busy
Allows patient to
control call
Thursday, March 21, 13

14. INCOMING CALLS
Live Example/Bad
Unfriendly
Seems preoccupied
and busy
Allows patient to
control call
Doesn’t lead to an
appointment
Thursday, March 21, 13

15. INCOMING CALLS
Live Example/Bad
Unfriendly
Seems preoccupied
and busy
Allows patient to
control call
Doesn’t lead to an
appointment
Gets stuck on patient’s
questions
Thursday, March 21, 13

16. INCOMING CALLS
Live Example/Bad
Unfriendly
Seems preoccupied
and busy
Allows patient to
control call
Doesn’t lead to an
appointment
Gets stuck on patient’s
questions
Doesn’t seem personal
(patient’s name)
Thursday, March 21, 13

17. INCOMING CALLS
Live Example/Bad Live Example/Good
Unfriendly
Seems preoccupied
and busy
Allows patient to
control call
Doesn’t lead to an
appointment
Gets stuck on patient’s
questions
Doesn’t seem personal
(patient’s name)
Thursday, March 21, 13

18. INCOMING CALLS
Live Example/Bad Live Example/Good
Unfriendly Friendly
Seems preoccupied
and busy
Allows patient to
control call
Doesn’t lead to an
appointment
Gets stuck on patient’s
questions
Doesn’t seem personal
(patient’s name)
Thursday, March 21, 13

19. INCOMING CALLS
Live Example/Bad Live Example/Good
Unfriendly Friendly
Seems preoccupied Undivided Attention
and busy
Allows patient to
control call
Doesn’t lead to an
appointment
Gets stuck on patient’s
questions
Doesn’t seem personal
(patient’s name)
Thursday, March 21, 13

20. INCOMING CALLS
Live Example/Bad Live Example/Good
Unfriendly Friendly
Seems preoccupied Undivided Attention
and busy
Listens well and
Allows patient to repeats patient
control call
Doesn’t lead to an
appointment
Gets stuck on patient’s
questions
Doesn’t seem personal
(patient’s name)
Thursday, March 21, 13

21. INCOMING CALLS
Live Example/Bad Live Example/Good
Unfriendly Friendly
Seems preoccupied Undivided Attention
and busy
Listens well and
Allows patient to repeats patient
control call
Takes control of the
Doesn’t lead to an phone call
appointment
Gets stuck on patient’s
questions
Doesn’t seem personal
(patient’s name)
Thursday, March 21, 13

22. INCOMING CALLS
Live Example/Bad Live Example/Good
Unfriendly Friendly
Seems preoccupied Undivided Attention
and busy
Listens well and
Allows patient to repeats patient
control call
Takes control of the
Doesn’t lead to an phone call
appointment
Redirects patient’s
Gets stuck on patient’s questions
questions
Doesn’t seem personal
(patient’s name)
Thursday, March 21, 13

23. INCOMING CALLS
Live Example/Bad Live Example/Good
Unfriendly Friendly
Seems preoccupied Undivided Attention
and busy
Listens well and
Allows patient to repeats patient
control call
Takes control of the
Doesn’t lead to an phone call
appointment
Redirects patient’s
Gets stuck on patient’s questions
questions
Uses patient’s name
Doesn’t seem personal
(patient’s name)
Thursday, March 21, 13

24. INCOMING CALLS
Live Example/Bad Live Example/Good
Unfriendly Friendly
Seems preoccupied Undivided Attention
and busy
Listens well and
Allows patient to repeats patient
control call
Takes control of the
Doesn’t lead to an phone call
appointment
Redirects patient’s
Gets stuck on patient’s questions
questions
Uses patient’s name
Doesn’t seem personal
(patient’s name) Leads to appointment
Thursday, March 21, 13

25. Thursday, March 21, 13

26. OUTGOING CALLS
Thursday, March 21, 13

27. OUTGOING CALLS
Thursday, March 21, 13

28. OUTGOING CALLS
Thursday, March 21, 13

29. OUTGOING CALLS
Thursday, March 21, 13

30. Thursday, March 21, 13

31. OUTGOING CALLS
Thursday, March 21, 13

32. OUTGOING CALLS
Assign a team member
Thursday, March 21, 13

33. OUTGOING CALLS
Assign a team member
Thursday, March 21, 13

34. OUTGOING CALLS
Assign a team member
Make him/her accountable
Thursday, March 21, 13

35. OUTGOING CALLS
Assign a team member
Make him/her accountable
Establish a calling protocol
Thursday, March 21, 13

36. 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

37. Thursday, March 21, 13

38. PROFIT POTENTIAL #2
Thursday, March 21, 13

39. PROFIT POTENTIAL #2
Treatment
Acceptance
Thursday, March 21, 13

40. PROFIT POTENTIAL #2
Thursday, March 21, 13

41. Thursday, March 21, 13

42. MOTIVATIONS TO
PURCHASE
Thursday, March 21, 13

43. MOTIVATIONS TO
PURCHASE
I Want &
Must Have
Thursday, March 21, 13

44. MOTIVATIONS TO
PURCHASE
I Want & I Want &
Must Have Will Wait
Thursday, March 21, 13

45. MOTIVATIONS TO
PURCHASE
I Want & I Want & I Need &
Must Have Will Wait Will Wait
Thursday, March 21, 13

46. MOTIVATIONS TO
PURCHASE
I Want & I Want & I Need & I Need &
Must Have Will Wait Will Wait Must Have
Thursday, March 21, 13

47. MOTIVATIONS TO
PURCHASE
Pleasure
I Want & I Want & I Need & I Need &
Must Have Will Wait Will Wait Must Have
Thursday, March 21, 13

48. MOTIVATIONS TO
PURCHASE
Pleasure
I Want & I Want & I Need & I Need &
Must Have Will Wait Will Wait Must Have
Thursday, March 21, 13

49. MOTIVATIONS TO
PURCHASE
Pleasure Displeasure
I Want & I Want & I Need & I Need &
Must Have Will Wait Will Wait Must Have
Thursday, March 21, 13

50. MOTIVATIONS TO
PURCHASE
Pleasure Displeasure
I Want & I Want & I Need & I Need &
Must Have Will Wait Will Wait Must Have
Personal
Emotions
Thursday, March 21, 13

51. MOTIVATIONS TO
PURCHASE
Pleasure Displeasure
I Want & I Want & I Need & I Need &
Must Have Will Wait Will Wait Must Have
Personal Social
Emotions Situations
Thursday, March 21, 13

52. MOTIVATIONS TO
PURCHASE
Pleasure Displeasure
I Want & I Want & I Need & I Need &
Must Have Will Wait Will Wait Must Have
Personal Social Individual
Emotions Situations Goals
Thursday, March 21, 13

53. MOTIVATIONS TO
PURCHASE
Pleasure Displeasure
I Want & I Want & I Need & I Need &
Must Have Will Wait Will Wait Must Have
Personal Social Individual Core
Emotions Situations Goals Values
Thursday, March 21, 13

54. Thursday, March 21, 13

55. WANTS VS. NEEDS
Thursday, March 21, 13

56. WANTS VS. NEEDS
Wants
Thursday, March 21, 13

57. WANTS VS. NEEDS
Wants
Love
Acceptance or
Belonging
Social Prestige
Higher Self-Esteem
Achievement
Thursday, March 21, 13

58. WANTS VS. NEEDS
Wants Needs
Love
Acceptance or
Belonging
Social Prestige
Higher Self-Esteem
Achievement
Thursday, March 21, 13

59. WANTS VS. NEEDS
Wants Needs
Love Community Needs
Informational Needs
Acceptance or
Belonging Causal Needs
Social Prestige Felt Needs
Pain
Higher Self-Esteem
Disease
Achievement
Function
Thursday, March 21, 13

60. Thursday, March 21, 13

61. TYPES OF PURCHASERS
Thursday, March 21, 13

62. TYPES OF PURCHASERS
Practical
Pragmatist Useful
Durability Quality
Thursday, March 21, 13

63. TYPES OF PURCHASERS
Practical Beauty
Pragmatist Useful Harmony Aesthetically
Inclined
Durability Quality
Thursday, March 21, 13

64. TYPES OF PURCHASERS
Practical Beauty
Pragmatist Useful Harmony Aesthetically
Inclined
Truth
Knowledge Hyper Critical
Durability Quality
Intellectual
Thursday, March 21, 13

65. TYPES OF PURCHASERS
Practical Beauty
Pragmatist Useful Harmony Aesthetically
Inclined
Truth
Knowledge Hyper Critical
Durability Quality
Intellectual
Enhanced Social
Power Position
Politically Personal
Motivated Advantage
Thursday, March 21, 13

66. TYPES OF PURCHASERS
Practical Beauty
Pragmatist Useful Harmony Aesthetically
Inclined
Truth
Knowledge Hyper Critical
Durability Quality
Intellectual
Enhanced Social Empathy
Power Position Nurture
Politically Personal
Advantage Kindness Social
Motivated
Thursday, March 21, 13

67. Thursday, March 21, 13

68. TREATMENT ACCEPTANCE
Thursday, March 21, 13

69. TREATMENT ACCEPTANCE
Know your patient
First phone call, gather information
First appointment, gather information
During exam, gather information
Thursday, March 21, 13

70. TREATMENT ACCEPTANCE
Know your patient
First phone call, gather information
First appointment, gather information
During exam, gather information
Customize communication for each patient
Thursday, March 21, 13

71. TREATMENT ACCEPTANCE
Know your patient
First phone call, gather information
First appointment, gather information
During exam, gather information
Customize communication for each patient
Move patient from “need” to “want”
Thursday, March 21, 13

72. TREATMENT ACCEPTANCE
Know your patient
First phone call, gather information
First appointment, gather information
During exam, gather information
Customize communication for each patient
Move patient from “need” to “want”
Take it one step at a time
Thursday, March 21, 13

73. TREATMENT ACCEPTANCE
Know your patient
First phone call, gather information
First appointment, gather information
During exam, gather information
Customize communication for each patient
Move patient from “need” to “want”
Take it one step at a time
Involve your team (more to come on this)
Thursday, March 21, 13

74. Thursday, March 21, 13

75. PROFIT POTENTIAL #3
Thursday, March 21, 13

76. PROFIT POTENTIAL #3
Reducing Write-Offs, Two Types of Write-Offs
In-office discounts
Insurance write-offs
Thursday, March 21, 13

77. Thursday, March 21, 13

78. REDUCING WRITE-OFFS
Thursday, March 21, 13

79. REDUCING WRITE-OFFS
Whether you participate in write-offs is dependent
upon:
Your location and demographics
Your brand
Your specialty
Your treatment coordinator
Thursday, March 21, 13

80. REDUCING WRITE-OFFS
Whether you participate in write-offs is dependent
upon:
Your location and demographics
Your brand
Your specialty
Your treatment coordinator
If write-offs are necessary, you can reduce them by:
Negotiating your contracts with PPO
Training your treatment coordinator to assess
patients correctly
Setting firm parameters on in-office discounts
Thursday, March 21, 13

81. Thursday, March 21, 13

82. PROFIT POTENTIAL #4
Thursday, March 21, 13

83. PROFIT POTENTIAL #4
Hygiene Department
Profit in Scheduling
Profit in Perio
Profit in Treatment Planning
Thursday, March 21, 13

84. Thursday, March 21, 13

85. HYGIENE DEPARTMENT
Thursday, March 21, 13

86. HYGIENE DEPARTMENT
Thursday, March 21, 13

87. HYGIENE DEPARTMENT
Hygienists should
produce 30% of total
office production
Thursday, March 21, 13

88. HYGIENE DEPARTMENT
Hygienists should
produce 30% of total
office production
30% of production
should be Perio
Thursday, March 21, 13

89. HYGIENE DEPARTMENT
Hygienists should
produce 30% of total
office production
30% of production
should be Perio
47.2% of Americans
have periodontitis
Thursday, March 21, 13

90. HYGIENE DEPARTMENT
Hygienists should
produce 30% of total
office production
30% of production
should be Perio
47.2% of Americans
have periodontitis
8.7% Mild
Thursday, March 21, 13

91. HYGIENE DEPARTMENT
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
Thursday, March 21, 13

92. HYGIENE DEPARTMENT
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
Thursday, March 21, 13

93. Thursday, March 21, 13

94. HYGIENE DEPARTMENT
Thursday, March 21, 13

95. 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

96. 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

97. 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

98. 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

99. Thursday, March 21, 13

100. PROFIT POTENTIAL #5
Thursday, March 21, 13

101. PROFIT POTENTIAL #5
Maximize your team’s potential
Thursday, March 21, 13

102. PROFIT POTENTIAL #5
Maximize your team’s potential
Find the best person for each task (conduct personality
testing, when needed)
Thursday, March 21, 13

103. 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

104. 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

105. 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

106. Thursday, March 21, 13

107. SHOW ME THE MONEY
Thursday, March 21, 13

108. SHOW ME THE MONEY
“To Do” List for Today:
Thursday, March 21, 13

109. SHOW ME THE MONEY
“To Do” List for Today:
Evaluate the person answering your phones
Thursday, March 21, 13

110. SHOW ME THE MONEY
“To Do” List for Today:
Evaluate the person answering your phones
Run the “Unscheduled Treatment” report
Thursday, March 21, 13

111. SHOW ME THE MONEY
“To Do” List for Today:
Evaluate the person answering your phones
Run the “Unscheduled Treatment” report
Run the “Unscheduled Recall” report
Thursday, March 21, 13

112. SHOW ME THE MONEY
“To Do” List for Today:
Evaluate the person answering your phones
Run the “Unscheduled Treatment” report
Run the “Unscheduled Recall” report
Assign a team member to evaluate write-offs
Thursday, March 21, 13

113. SHOW ME THE MONEY
“To Do” List for Today:
Evaluate the person answering your phones
Run the “Unscheduled Treatment” report
Run the “Unscheduled Recall” report
Assign a team member to evaluate write-offs
Maximize your team’s personality and shift positions
Thursday, March 21, 13

114. SHOW ME THE MONEY
“To Do” List for Today:
Evaluate the person answering your phones
Run the “Unscheduled Treatment” report
Run the “Unscheduled Recall” report
Assign a team member to evaluate write-offs
Maximize your team’s personality and shift positions
Evaluate your team’s treatment presentation
Thursday, March 21, 13

115. SHOW ME THE MONEY
“To Do” List for Today:
Evaluate the person answering your phones
Run the “Unscheduled Treatment” report
Run the “Unscheduled Recall” report
Assign a team member to evaluate write-offs
Maximize your team’s personality and shift positions
Evaluate your team’s treatment presentation
Run the “Annual Productivity” report
Thursday, March 21, 13

116. SHOW ME THE MONEY
“To Do” List for Today:
Evaluate the person answering your phones
Run the “Unscheduled Treatment” report
Run the “Unscheduled Recall” report
Assign a team member to evaluate write-offs
Maximize your team’s personality and shift positions
Evaluate your team’s treatment presentation
Run the “Annual Productivity” report
Run the “Production by Procedure” report
Thursday, March 21, 13

117. SHOW ME THE MONEY
“To Do” List for Today:
Evaluate the person answering your phones
Run the “Unscheduled Treatment” report
Run the “Unscheduled Recall” report
Assign a team member to evaluate write-offs
Maximize your team’s personality and shift positions
Evaluate your team’s treatment presentation
Run the “Annual Productivity” report
Run the “Production by Procedure” report
OR Call me
Thursday, March 21, 13