1.19.18 Issue #828 info@mckenziemgmt.com 1-877-777-6151 Forward This Newsletter

Make Patients Want to Say Yes to Treatment
By Sally McKenzie, CEO

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At times, getting patients to say yes to treatment can seem like an impossible task. You explain why they need the treatment and do your best to answer their questions, yet they leave the office without scheduling – some never to be heard from again.

Unfortunately, patients look for reasons not to go forward with treatment. They convince themselves they can’t afford it, or that they just don’t have the time. It’s your job to help them understand why maintaining their oral health is so important, and to make them want to say yes to the treatment you recommend.

If your case acceptance rates are below the 85% benchmark (which is the situation in many practices), it’s killing your bottom line and likely team morale. While this can be a pretty frustrating situation, I want you to look at it as an opportunity. With a little help, and a commitment to making a few changes, you can significantly improve your case acceptance rates and practice production. Here’s how:

Listen to your patients. If you want to improve case acceptance in your practice, you must find out what motivates your patients. When they say no, ask them why. If it’s because they don’t really see the value of the treatment, educate them about their condition and the possible consequences of not going forward. If the price tag is keeping them from scheduling, talk with them about financing options like CareCredit. Simply put, determine their perceived barriers to care and then help them overcome those barriers.

Another tip? Use the new patient interview to find out what motivates patients at their very first visit. Ask about their oral health goals and what improvements they’d like to see in their smile. Repeat these interviews every 18 to 24 months so you know exactly what services they’re most interested in pursuing.

Consider hiring a Treatment Coordinator. This team member will be able to sit down with patients and go over every detail of treatment, from the benefits to how long the procedure will take to how much it will cost. He or she can answer questions and address concerns patients have. I also suggest you have your Treatment Coordinator follow up with patients two days after the initial presentation to provide additional education and ultimately get them on the schedule.

Earn their trust. Before patients schedule expensive treatment, they’ll want to feel a connection with you and your team members. That’s why it’s so important to take the time to build a rapport with your patients. Ask about their jobs and families. Discuss oral health goals and explain how you can help them meet those goals. Let them know you care about their well-being, and they’ll be more likely to stay loyal to your practice and say yes to the treatment you recommend.

Focus on the benefits of treatment. While it’s important to talk about the financial aspects of the services you provide, don’t make this the first item you discuss. This can be off-putting and might lead patients to think your only goal is to sell them treatment, which isn’t exactly a great way to earn their trust. Not only that, if the treatment is thousands of dollars, that’s all patients will think about as your coordinator goes over all the other important details. 

I suggest you take the time to educate patients before you start talking about money. Make sure they understand the value of the care you provide and have a chance to ask questions. Then you can talk about cost and any financing options you offer. You’ll find that once patients understand why they need treatment, price becomes less of a barrier. 

Talk at their level. Most of your patients didn’t go to dental school and won’t be impressed if you throw out dental terms they don’t understand. Instead, they’ll leave your office confused and with no intention of scheduling. That’s why it’s so important to talk at their level. I suggest you show educational videos to help them understand their condition and the need for treatment. Capture images with intraoral cameras and x-rays so they can see exactly what’s going on in their mouths. Use common terms they’ll recognize when discussing treatment options. Taking this approach will help patients see why treatment is necessary, and that’s how you get them to say yes.

Many practices struggle with case acceptance, which is both frustrating and costly. Take the time to educate patients and earn their trust, and you’ll soon see a boost in practice production and your bottom line. Consider enrolling in my one-day Treatment Acceptance Training Program for more guidance in securing patient commitment to treatment.

For additional information on this topic and more, visit my blog: The Lighter Side

Interested in speaking to me about your practice concerns? Email sallymck@mckenziemgmt.com
Interested in having McKenzie Management Seminars speak to your dental society or study club? Click here.
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Nancy Caudill
Senior Consultant
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Why New Patients Are So Important to Your Success
By Nancy Caudill, Senior Consultant

Dentist Case Study #489

The Doctor’s Concerns: “After working with McKenzie Management to improve case acceptance and recall, my practice has grown significantly in the last year. More patients are going forward with the treatment I recommend, which has given the practice a huge boost financially. The problem is, production has started to slow down over the last six months or so. I need to find a way to increase practice production again so I can continue to reach my financial goals.”

After having so much initial success, this doctor was frustrated to see practice production start to slow down. He had no idea why it was happening, so he turned to McKenzie Management again for guidance.

To get a better feel for this practice, let’s take a look at the statistics both before working with McKenzie Management and after:

-The practice saw $75,000 a month in collections
-The doctor brought in an average of $4,750 a day in gross production
-Hygienists averaged $1,750 a day with an assistant
-24 new comprehensive patients visited the practice every month
-The practice collected 94% of net production

The first six months after working with McKenzie Management:
-Collections increased about 35%
-The doctor’s daily gross production average increased 28%
-The hygienists no longer needed an assistant, and began to exceed their new goal of $1,600 a day in gross production
- 30 new patients visited the practice each month
-The practice began collecting 108% of net production

Not bad, right? Unfortunately, the practice began to see a decline in production in the second half of the year.

Here are the numbers for the next six months:
-Collections only increased by 3%
-The doctor’s daily average production only increased by 1%
-Hygienists experienced a 5% decrease in daily production
-The number of new patients coming to the practice decreased by 25%
-While the practice still collected 108% of net production, part of that was old debt from the previous year

Why the Decline?
Like our doctor, you’re probably wondering what happened. Let’s break it down. After receiving professional help from McKenzie Management, the doctor learned how to get patients to say yes to recommended treatment. He improved patient education efforts and hired a Treatment Coordinator to handle case presentations for all producers in the practice. The coordinator also followed up with every patient to address any lingering concerns. This all led to a fuller schedule and more productive practice.

Patients were finally accepting treatment, but after about six months, there was no additional treatment to diagnose. So while they returned to the practice for their routine hygiene visits and periodontal maintenance appointments, current patients had no need for any other treatment.

The other problem? The dentist wasn’t investing much in marketing, which meant the practice wasn’t attracting new patients. The number of new patients visiting the practice began to decline, further limiting the amount of treatment the doctor could diagnose.

Because the practice developed a strong recall system with the help of McKenzie Management, hygiene production only saw a slight decrease and still provided the doctor with steady, dependable income. Still, it wasn’t enough to maintain the production levels the practice had achieved earlier in the year. Once all existing patients completed their treatment plans, only emergency patients and new patients were left for the doctor to treat. Fewer new patients were coming through the doors each month, so of course production numbers, and revenues, began to fall.

The Fix
We sat down with this doctor again to determine the best way to attract more new patients to his practice and ultimately increase production numbers. Together, we decided it was time to focus more on marketing. Like most dentists, he wasn’t comfortable developing a marketing plan on his own, so he opted to invest 4% of his collections into a direct marketing campaign with a well-respected national company that specialized in dentistry. Instead of relying on one-time promotions and word-of-mouth referrals like he had in the past, this doctor now has a targeted campaign that’s designed to keep a steady flow of new patients coming to his practice each month.

With his new-found dedication to marketing, our doctor is once again seeing about 30 new patients a month. He’s continued to use the techniques he learned from McKenzie Management to improve case acceptance numbers as well as recall, and is enjoying high production rates once again.

Find out how a tailored marketing campaign can benefit your practice – take our free Marketing Assessment HERE.

If you would like more information on how McKenzie's Consulting Coaching Programs can help you implement proven strategies, email info@mckenziemgmt.com

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