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A recent survey conducted by the American Dental Association yielded what many dentists may consider surprising, yet likable results.
The survey asked adults what factors are most prevalent in deterring them from visiting dentists. Of those polled, only 34% cited the cost of dental treatments as the primary factor. However, more than 50% said that the general nature of dental visits – i.e.: the uncomfortable office settings, the aloof attitudes of dentists – was the biggest deterrent for them. Moreover, those same people said that if those conditions were to markedly improve, they would be more inclined to see dentists – even if the prices they are charged for doing so remained the same.
In the midst of a severe economic downturn that has left no industry – not even the dental one – unscathed, the results of this report should come as refreshing news to dentists. They indicate that there are courses of action that dentists can take to entice patients to visit their offices other than resorting to lowering their prices. This means that a dentist can potentially maintain the profitability of his or her practice even in the midst of these turbulent economic times. Rather than reevaluate his or her prices, a dentist should instead reevaluate his or her practice. Dentists must reassess, reinvent, and reenergize their interactions with patients. In other words, it is time for a "back to basics" approach in dentistry.
In order for a dentist to secure his or her business, he or she must first treat it as one. No longer can dentists take for granted that patients will duly file into their offices ready and willing to submit themselves to any and all treatments that are recommended to them. Unfortunately, many people quite erroneously view oral health as being of secondary importance; and while dentists clearly know otherwise, it is not their perspectives but rather those of the patients that often determine the regularity and even outcomes of dental visits. For this reason, dentists must come to view themselves as "salesmen" and their patients as "customers" – the primary hallmark of the salesman-customer relationship being that it is the salesman who appeals to the customer, not vice versa.
Improving "customer relations" in dental offices may consist of taking small, superficial steps as well as larger, more complex ones. For starters, consider the general appearance of a dentist's office. Are the floor rugs in need of thorough cleanings? Are there tears in the upholsteries of the seats? Is the sign on the outside of the office small and/or undistinguished? Do the smells of the employees' lunch-hour meals permeate the patients' waiting room? In general, what aspects of the office could be considered drab, outdated, or unappealing from a patient's perspective? Actions as relatively simple as repainting walls, replacing old furniture, or even adding ornamental plants have the potential to drastically improve an office's décor.
Consider also the manner in which the office staff interacts with patients. Do receptionists answer the telephones in lifeless mechanical tones? Are patients that enter the office greeted in a similar manner? Another key to grabbing and maintaining the interest of patients is to engage them in warm, welcoming conversation at every opportunity.
A dentist's reorganizational efforts should not be limited to the office either. Websites, brochures, and any other marketing tools that the dentist uses should also be correspondingly updated to reflect the practice's new ambiance.
But perhaps the most crucial step in a successful practice overhaul is taken by the dentist him- or herself. Dentists must make conscious efforts to improve their case presentation and communication skills. This will enable them not only to win the trust of their patients but also to better convey to them the necessity of regular dental visits and the vital importance of any treatments that are recommended to them. Dentists should strive to thoroughly educate patients when they are captive audiences in dental chairs, follow up "I'll think about it" responses with phone calls, and mail informational packets or newsletters to both previous patients and those scheduling appointments for the very first time. Through such actions, dentists are essentially "selling" the services they offer to their prospective "customers" and convincing them of the benefits – if not necessity – of purchasing those services at a time when many people are particularly wary of spending money.
By making such seemingly trivial yet surprisingly significant alterations to his or her practice, a dentist can distinguish it from those of the competition and thus greatly improve his or her chances of coming through the current economic crunch with profit margins intact.
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