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Volume XIV Issue II

Bentson Copple reSource 2nd Quarter 2019

A Guide To DIY Marketing & When You Need A Professional Continued from page 13

If you're looking for an easy way to engage with people but don't want to invest in the time to create content, having branded Snapchat filters in your office is an excellent investment! I can give you examples where the cost per impression is pennies and for some, it is less than a penny per impression. Most of the time it costs less than $500 per year to have a Snapchat filter active in your office. When kids (and some adults) are in the office they can take a picture and overlay your filter on their picture. Now when they share it with their friends, they see your name and logo. If you aren't familiar with Snapchat this can be hard to understand. I've created a video training on utilizing Snapchat in your marketing and would be happy to share it with you. The great thing about the filters is you can change them as frequently as you like. Many of our offices change them for the seasons or holidays throughout the year. You may not find a more affordable or easier way to get your name in front of your target audience, teens!

ways to do multiple things with fewer organizations. It takes more than seven times for someone to recognize your brand, and sometimes more, before they act upon it. Sometimes the cost of your "no" to a sponsorship opportunity can be more than the cost of the ad or banner. If an active community parent with multiple children in treatment asks you to sponsor something for their child and you say no to a small monetary investment this could result in negative talk or outcomes. I understand you can't sponsor everything and there are ways to script your response, but I highly recommend you weigh the cost of your "no." The business side of running an orthodontic practice takes time and effort. Success comes from strategically working to reach your marketing goals. This is not an area where you can simply sit back and wait to see what happens. If your goal is to DIY your marketing, my recommendation is to read as much as possible, listen to podcasts, and continually learn how to improve your practice. It's important to spend time with your team communicating the goal so they will be more invested in helping you reach your marketing and practice goals. If you find that you're stuck and don't know how to improve, I recommend a trusted marketing advisor as an extension of your team.

Community Marketing Community marketing can be costly, but the return can be high. This is an area where sponsorships and events can cost a lot of money and the time to see the return on your efforts can be a while. Even with the slower exposure, I think community marketing is worth it. I often recommend, instead of casting a wide net and trying to get a little bit of exposure in all areas, it is better to get more exposure in a few areas. Instead of sponsoring something at every school, sports program, or arts organization, you could strategically look for

Jaclyn Whiddon, orthodontic marketing consultant, is the owner of The Whiddon Group. Her team assists orthodontic practices with almost any area of their marketing needs. Jaclyn has helped offices through ongoing coaching, in-office consulting, design and branding services, as well as digital marketing and external marketing strategies. To learn more visit WhiddonGroup.com.

Expanding Appointment Intervals with Dental Monitoring - Part 1 Continued from page 11

by getting patients involved with their treatment. That society found there will be improved health outcomes, greater patient satisfaction, and lower cost using this participatory model. Dave deBronkart, Co-founder of the Society for Participatory Medicine, states "some think patient engagement and empowerment is an insult to the wisdom of the clinicians. Nothing could be further from the truth. Active, engaged patients contribute to the work of care." I believe DM's products encapsulates the society's mission.

much time it will take on a daily basis to use DM. He asked about staff time and the training to fully integrate this new technology. He also asked if this would shorten treatment time. All of these questions will be answered in our next installment in the Bentson Copple reSource, scheduled to appear in the 3rd Quarter 2019 edition. I will also show you the cost efficiencies of properly using the system. Dr. C. William Dabney is a skilled orthodontic specialist in Midlothian, Virginia, who offers orthodontic treatment utilizing the most innovative techniques including SureSmile® digital technology and Dental Monitoring. He has been in private practice since 1984 and is also a past-president of the Virginia Association of Orthodontists. Dr. Dabney currently volunteers and has served as the Virginia director for the Smiles Change Lives program, an orthodontic nonprofit organization dedicated to helping kids from low-income families receive braces.

In a personal email from Dr. Bob Hager, he asked me some questions about a project I was working on that involved DM. He asked about what was involved in integrating this into an office, how it was used for active patients, and the potential use for retention and recall patients. He also asked about how

Bentson Copple & Associates Valuation, Transition & Recruiting Services

397 South Swing Road 1-800-621-4664 Greensboro, NC 27409 www.bentsoncopple.com­­­ 14

2nd Quarter 2019

2019 AAO Annual Session Review

In This Issue:

By: Chris Bentson he recent AAO Annual Session in Los Angeles gave our team the opportunity to not only meet some new faces, connect with clients, vendors, and friends, but also the chance to examine some new companies and ideas emerging in the specialty. This article will be a quick review of some of the things our team found interesting at the meeting and wanted to share with the readers of the Bentson Copple reSource.

T

AAO News The total attendance at the 2019 AAO Annual Session was 16,778, a slight decrease compared to attendance the prior three years, each over 17,300. There were fewer member doctors at this year's meeting (2,957) than at any meeting during the last five years. International doctors' attendance (1,116) was about the same as the last three years. This year did see a big increase in the number of student members attending (2,207). This is well above any year in the last decade. The American Association of Orthodontists Foundation (AAOF) offered, one-time per residency, a $400 cash stipend to any resident who came by the AAOF booth, which may have accounted for some of the increase in student attendance. On the other hand, orthodontic staff attendance (2,798) was the lowest since 2014. The last category - spouses, guests, children, and exhibitors (7,266) - remained on par compared to the last three years. The opening ceremonies for next year's event will be held on a Friday evening at the Mercedes-Benz Stadium. Saturday night will be reserved for Alumni meetings. The meetings for the House of Delegates will also be shortened in 2020. Finally, next year's meeting will also feature a new and younger member lecture track and a noticeable increase in the number of female doctor speakers that will more accurately reflect the gender changes occurring in all of dentistry and the specialty. We believe the AAO leadership from Executive Director Lynne Thomas Gordon, to the Board of Trustees, to the Constituent Society, leaders are really listening to the doctors they serve and trying some new ideas. These decisions are currently being guided by an AAO strategic plan put together for the years 2018-2022 and we have provided a review of that plan on page two. The plan outlines the mission, vision, core values, goals and objectives, and strategic initiatives for the Association. We invite you to review this plan, as it is being used to guide decisions by the association for the next several years. Since Bentson Copple & Associates is a company that values practices, constructs transitions, and recruits doctors for placement - we are always interested in new products that help doctors remain competitive and relevant in the fast-moving orthodontic space. Helping practices remain healthy practices that are growing and profitable is the main focus of this newsletter. As such, we were particularly interested in a new product that Ryan Moynihan has championed as the new CEO of Gaidge, called Market Maps and it debuted at the Annual Session. Imagine the United States being divided up into 3.4 million 1-mile squares. Within these squares, a practitioner can acquire an array of demographic and consumer persona data. Gaidge calls these squares "flex quads" and uses them for Continued on page 2

2019 AAO Annual Session Review page 1

Communication is Key When a New Doctor Joins Your Practice page 4

Harnessing Synergy in the New Patient Experience page 5

OrthoFi: Developed By Orthodontists for Orthodontists page 7

Identifying Missed Opportunities Using Business Intelligence page 9

Expanding Appointment Intervals with Dental Monitoring - Part 1 page 11

A Guide To DIY Marketing & When You Need A Professional page 12 The Bentson Copple reSource (ISSN 1559-1360) is published quarterly by Bentson Copple & Associates, LLC, 397 South Swing Road, Greensboro, North Carolina 27409. Periodicals postage paid at Greensboro, NC 27409. Telephone: (336) 379-8822 / (800) 621-4664 | Fax: (336) 333-0015 Website: www.bentsoncopple.com | Email: info@bentsoncopple.com Editorial Address: 397 South Swing Road, Greensboro, NC 27409 Subscription Price: $95.00 per year, 4 issues | Cover Price: $28.00 each ©Bentson Copple & Associates, LLC, 2019. Copyright strictly reserved. This journal is intended for use by the individual to whom it is addressed and may not be reproduced in whole or in part or redistributed in any way - including reproduction for internal distribution without the prior written permission of Bentson Copple & Associates, LLC.


Bentson Copple reSource 2nd Quarter 2019

Bentson Copple reSource 2nd Quarter 2019

2019 AAO Annual Session Review

A Guide To DIY Marketing & When You Need A Professional

Continued from page 1

Continued from page 12

MISSION

All orthodontic care is provided by qualified specialists who successfully address patient needs.

GOALS AND OBJECTIVES

CORE VALUES

To advance our members’ success through education, advocacy, and research that drive excellence in patient care.

VISION

AAO Strategic Plan 2018-2022

Our members come first

We are inclusive

We are data-driven

We seek active engagement

always track the direct return from all marketing efforts, some items are building brand awareness. However, you should try to track as much as possible. The data year after year will be extremely valuable as you create a plan for your marketing budget.

office strive to provide an environment and experience that is worth talking about? I think we have a unique opportunity in orthodontic practices to give our consumers more than what they expect! Think of the type of service you're given at most medical practices. It's not normally elective treatment and seldom does a medical provider do anything to go above and beyond in customer service. Orthodontics has a unique opportunity to provide much more to our patients, giving them an experience worth raving about! The substitutions and competition can provide tooth movement without interacting with a doctor - if someone is choosing to come to you, they want more out of their experience. Evaluate the different ways you can improve your patient-centered marketing efforts this year!

Just a reminder on stats, you want to know how many people took action and called your office. This is the most accurate measure of your marketing efforts. Take it a step further and analyze how many new patients call and don't schedule or 'no show' their exam. This data could share a tremendous amount of information. Perhaps you have numerous calls for patients seeking a cleaning instead of orthodontics, this could indicate a problem with your marketing message. Perhaps you have many that schedule but never show up, this could indicate a problem with your administrative team, scripting or the wait time for an exam. The deeper you dive into your stats the more tools you'll have to accurately plan your marketing strategy.

We are ethical

PROMOTE AND DEFEND OUR SPECIALTY

1. Positively differentiate the profession by increasing consumer awareness of the value of specialized orthodontic care 2. Mobilize AAO members to actively engage in AAO’s advocacy efforts to address practice encroachment and other legislative and policy priorities 3. Ensure that orthodontists benefit from the highest standards of professional ethics and education

ENGAGE AND DELIGHT OUR MEMBERS

4. Leverage emerging technologies and data analytics to maximize member awareness and participation 5. Develop and disseminate resources that address members’ professional needs across the career spectrum

Digital Marketing If you're not engaged in digital marketing you are missing a huge opportunity to reach your target audience. Digital marketing can include many categories like Google AdWords, and social media platforms like Facebook, Instagram, and Snapchat. I've covered many ways you can help yourself with DIY marketing in the other categories; this is one area where I highly recommend a trusted professional assist you. Too many times an orthodontist has come to me and shared the ridiculously high fees that they are paying an agency to handle their online marketing. We've saved doctors thousands of dollars on their online marketing, while improving the traffic to their website and increasing the amount of new patients that call their office and state the "internet" as the referral source.

Dental Marketing Marketing to the referring dentists is not something that all practices do. I've had many conversations with new orthodontists who have found this path to be a difficult one. On the other hand, I've seen many practices benefit from dental referrals and have heard many doctors say time and time again that these patients are the best new patients and are most likely to say yes to treatment. We all know there is value in a patient coming in for an exam who is current on their cleaning and dental work and ready to start treatment. If this is a marketing goal for your practice, my best advice is to be intentional about your marketing efforts. Tried and true efforts like visits, events, lunches, etc. are great options.

If you are not handling your own online marketing there are a few questions you should ask your agency. You need to know how much their fee is to manage your ads in comparison to the actual budget that is designated to the ads. This is a gray area where a lot of doctors don't realize they are paying too much for the management service. You should also inquire about the difference in display ads on various websites versus the amount of ads that pop up with a listing to your website when someone is searching for braces-related keywords.

I suggest taking your marketing efforts to dentists to the next level. With numerous substitutions and competition in today's market, you may not be getting all of the "easier" Class I cases. Educate the dentists on your treatment success with a case study on a difficult case with excellent outcomes. Perhaps you're an expert in sleep apnea treatment, showcase it in a well-written case study. Sure, this might take a little time to get the patient's consent, gather photos, and write a clinical summary of your work, but I promise you the lasting impression will be much greater than it is with a delivery of cookies!

STRATEGIC INITIATIVES

DRIVE TRANSFORMATION AND INNOVATION

6. Advance promising practice modalities, business and ownership models, and talent management strategies that empower members to thrive 7. Explore partnerships and collaborations that can add scale and speed to advancing the success of AAO members

Public and Member Communications

Advocacy and Unity

Discovery and Innovation

Source: American Association of Orthodontists

Patient-Centered Marketing

I don't know about you - but if I've googled the weather or a recipe, I don't often click on the picture ads. I do click on ads when I see something directly related to what I'm looking for. Digital marketing and online ads can be confusing and complex. This is one of the areas where a trusted provider can help you significantly!

I sat in a hospital board room not too long ago and listened to an executive explain to our Board of Trustees that roughly 80 percent of family healthcare decisions are made by women. This is something most of us have probably known for a while, but when you stop and think about your marketing efforts - are you specifically targeting Moms? Does your

Social media marketing falls under the digital marketing category and shouldn't be overlooked. If I can give you any advice, it is to invest in video content to share on social sites. People come to social media to engage with photos and videos and the analytics show us time and time again that more people engage with this type of content.

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Bentson Copple reSource 2nd Quarter 2019

Bentson Copple reSource 2nd Quarter 2019

A Guide To DIY Marketing & When You Need A Professional By: Jaclyn Whiddon

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s an orthodontic marketing consultant, I'm not selling a marketing product to my clients, instead I'm there as an extension of their team to guide their marketing decisions. Sure, some people come to us for just a specific item - design, branding, printing, video or digital marketing, but the larger majority want advice.

this written goal (your plan) in a place you and your team will see. Review it at monthly meetings. Work together to achieve the goals you have for your practice! If you get stuck, I'm happy to answer any questions. I assure you, if you have your goals written down, if you are continually talking with your team about the goals, you will achieve far more success than if you only say yes to opportunities that are presented to you.

There are a lot of "Do-It-Yourself" opportunities when running a business, but sometimes the cost of DIY is more than the savings! My goal is to help you learn when you can do your own marketing and when you need to seek out a professional. As a business owner, I understand the need to control overhead and expenses, sometimes DIY is a great solution.

Office Stats Knowing your office and marketing stats will help you measure the success of your efforts. As a business owner, I want to know how every client comes to my business. You should want to know why every new patient decided to pick you for a free consultation! This is what I love about doctors just starting out, they want to know as much as they can about their new patients. They are still excited when someone selects their practice! These doctors don't need to glance at reports to tell me how their new patients learn about them - they know it by heart.

I'm going to share with you advice on the following areas of marketing: Creating a plan, stats, dental marketing, digital marketing, and community marketing. Creating a Marketing Plan In January, I did a webinar for our clients that focused on creating a marketing plan. The goal is to evaluate marketing opportunities that fit in your marketing budget, and spread them out over the year. Most of my clients devote 3% of gross revenue to marketing. Some larger multi-doctor/ multi-location practices spend a little less, but practices that are seeking growth spend a larger percentage. The fact is, you can't grow your practice without a marketing budget. Additionally, you can't sustain a successful practice without continued marketing. Don't work your entire career to grow your private practice only to stop working on maintaining the growth (if your goal is to one day sell and retire).

What I can tell you with 100% certainty is, I've never consulted with a high-volume practice that does not have a finger on the pulse of its new patient stats. It's that important! We all gauge success in a different way. You may not desire as high of a volume as some other offices, but we can all agree that getting the most return on your marketing investment is a top priority. Without properly tracking and analyzing your practice stats you will never know the success of your marketing plan.

It's not enough to only look at production numbers, or the number of new starts. You need to know the referral source for the new patient. Most offices know the specific number of dental referrals, patient referrals, family referrals, schools, community, internet, social media, insurance, etc. Some offices only track totals for dental referrals, but I believe that you should know which dentists are referring to you, and how many patients each is referring. Not all practices receive the majority of their new patients from dental referrals, but many do. If your practice relies heavily on this type of referral you really should treat each individual doctor as an individual referral source and marketing opportunity.

Once you have your marketing budget established, I recommend dividing it into categories. Once you've established how much money you plan to spend this year in the various categories (dental, internal, community, digital, etc.), then you should divide this into quarterly budgets for each category. This plan won't work for everything, some categories may go through the budget all at once instead of equally spread throughout the year. For most categories, this will work to ensure that your budget will allow for continued marketing, in all areas, for the entire year.

This conversation would have been different many years ago when most orthodontists received all of their new patients from dental referrals - but today so many come from other sources. Offices that were primarily fed from dentists are seeing a slow decline in the percentage of their new patients coming from dentists. You need to be able to accurately track and measure the success and outcomes of your marketing efforts in all categories.

Far too often when I begin consulting with an office, I learn that their marketing plan is to say yes to something only when a good opportunity presents itself or cash flow permits. This is not a strategic marketing plan, and is not the best use of your funds. Spend a little time writing down your marketing goals, where you want to invest more time and resources, and how you plan to do that each quarter of the year. Go a step further and attach deadlines or due dates by each of your marketing goals. Write down the steps it will take to do each item or recruit team members to help achieve the tasks. Place

In addition to tracking new patients, it is valuable to track your website and social media analytics. You can't Continued on page 13 12

2019 AAO Annual Session Review Continued from page 2

analytic mapping strategies. For example - Market Maps can reveal the number of children under 18 years of age, with a household annual income above $100,000 per year, that live near your orthodontic office. It can also narrow down schools, quantity of dentist and dental specialists, number of children by school grade level, family income, etc. This investmentgrade data has great potential for use by practice owners for marketing purposes and those considering expansion - and we think it's worth a look!

in dentistry and in the specialty. Our goal is to get to know these companies, as best we can, to be able to advise doctors who ask about the available options. As a sidebar to DSOs and private equity money, we’d also like to note that both Cloud 9 Software and OrthoFi had a new equity partner join their respective companies just prior to the meeting to fund continued growth. This is sure to propel both companies with more capital and stronger management support as they continue to serve the specialty.

While we are certainly not experts on the clinical side of orthodontics we were interested to learn more about a relatively new player in the orthodontic space, INBRACE, by Swift Health Systems, INBRACE looked like a mega company in the exhibit hall with a large footprint and theatre space, but the company is actually just introducing their product to the full orthodontic market. They have implemented Smartwire technology where a robot bends a wire placed on the lingual arches. INBRACE says this product is not just another "lingual" system, but rather a new treatment modality, much like aligners created a new type of treatment.

There has been great interest regarding how 3D printing can be economically used and scaled for the solo and small group practice. We are certainly not experts in this area but do see an increase in the use of 3D printers as we value practices. We spoke with Bryan Delano, Partner at both Renew Digital and 365 Printing, the largest distributor in the world for EnvisionTEC printers about his views on where we are with 3D printing in the orthodontic space. He tells us the printing speed is getting faster. For example, the lead printer they sell is the Envision One, that prints eight arches in fifteen minutes and makes same-day retainer delivery an option for practitioners.

3D Printing

We had the opportunity to visit the INBRACE headquarters in Irvine twice, once last year and then again to speak to their employees (approximately 70 team members) the Wednesday prior to the Annual Session this year. We were impressed, to say the least. The technology is incredible and the people are even more so.

The cost for this printer, with installation and training, is about $18K from 365 Printing today. Bryan says sales are increasing and he believes that perhaps later this year it will be possible to print a retainer without a model directly, another step forward that would eliminate printing a model digitally prior to fabricating a retainer.

Led by CEO and orthodontist Dr. John Pham and founding board member Dr. Ron Redmond, the company has recently attracted some great sales and marketing talent in Matt O'Connell and Dale Herman. Richard Iverson, Former CEO of 3M Unitek is also engaged as an advisor. The technology talent is deep at INBRACE and we look for this company to make some noise and progress as they bring their product to the market.

3D printers are moving out of the hobby stage and into the mainstream. Within 5-10 years, Bryan believes when making a list of what equipment to purchase for a new office, purchasing a 3D printer will be a box to check.

There were many more new products, interesting ideas, and companies to write about, but these were just a few that caught our attention. We'll continue to build relationships with the leaders of new companies and provide our readers with information about how to learn more in the future. Bentson Copple & Associates, LLC has no financial interest in any of the products or companies mentioned in this article.

DSOs Much of our time at the AAO Annual Session was spent talking about DSOs with doctors who came to us inquiring about this market trend. We also had a number of discussions with existing DSOs in the orthodontic space and new private equity backed companies that will be appearing in the specialty soon. Consolidation is a word our team has been using for five years or so to describe what many call corporate dentistry.

Chris Bentson is a partner with Bentson Copple & Associates, LLC. Chris is a veteran in the field of orthodontics with a 29-year career in the industry. He currently serves as a committee member for the AAOFTT (American Association of Orthodontists' Future Think Tank), an advisory committee member for the AAO Bulletin, and board member of the AAOF (American Association of Orthodontists Foundation). He can be reached via phone at 800-621-4664 or via email at chris@bentsoncopple.com.

Each one of these emerging companies has its own culture, plan, and differences, but this segment is accelerating

This publication is not intended to render legal, investment, tax, or accounting advice. If legal, investment, tax, accounting advice, or any other expert assistance is required, the services of a competent professional should be sought. Further, the views of the authors of articles contained in this publication are not necessarily those of Bentson Copple & Associates, LLC. 3


Bentson Copple reSource 2nd Quarter 2019

Communication is Key When a New Doctor Joins Your Practice By: Leon Klempner, DDS & Amy Epstein, MBA

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Develop Content

o you have a change of practice ownership in the works or are you bringing in an associate? When any change is underway it's never too early to start planning your communication strategy. You won't execute your communication plan until all the documents are signed and the transaction takes place, but planning well in advance of this event is paramount. Patients don't like surprises, so a communication plan should be rolled out starting in the months before any transition takes place.

We start by writing up a few paragraphs of core language as a basis for all communication. This will guide the rest of the content so that messaging stays on point, even if it varies by audience. During the months within which the transition takes place, the storyline will be mapped out and delivered through every available communication channel. Building trust isn't only about having both doctors sit together with referral sources, staff, and patients. People have to get to know the new doctor as an individual. This is done by telling everyone about their background, skills, and hobbies. People want to know about more than just diplomas. Does the new doctor have a family, perform volunteer work, or spend downtime painting landscapes? This helps them connect with the doctor on a personal as well as professional level.

The upside of a good communication plan is that patients and referral sources will feel very comfortable with the new doctor. Forgoing communication risks backlash - lost patients, hesitant referral sources, negative word-of-mouth, and erosion of the reputation and trust you spent years building. We help doctors effectively communicate any transition that affects patients, whether it's a new doctor joining or retiring, or a practice acquisition. Here are some tips on what works best.p

Promote on All Channels Matching communication touchpoints with specific messaging to ensure all channels are covered is just as important as the content itself. We suggest taking a deep dive into your stakeholders' profiles to find out who they are and how they receive their information from you. Use every tool at your disposal, including personal letters to referral sources, blog posts, social media, in-office material, and emails to patients.i

Timing is Key As we mentioned, you need to plan well ahead of your communication roll out, usually between three and six months. Remember that the execution of this plan must wait until the transaction is completed; many things can happen before the closing, but the prior planning will have you ready to go when the closing documents are signed and "it's official." The timeline should include room for the development of communications, as well as internal approvals and distribution. We work with a practice to outline this schedule, conduct interviews to garner the necessary information, and develop the content for each stage, communicated through the right channels in the right order. In some cases, a rebranding effort will be recommended and needs to be worked into the timeline. Consider all the collateral that must be updated, including the practice name, logo, stationery, office signs, website graphics, and social media pages. Responsibilities for executing a plan can be assigned to staff or contracted out to a partner, such as People & Practice, to manage.

Don't Forget About Face Time Good old fashioned face-to-face, in-person communication is probably most important of all. Discussions with patients during appointments and introductions go a long way toward smoothing out the transition process. An off-site event - like bowling, ice skating, or pizza party - to introduce the new doctor might also be a fun way for patients and referral sources to meet the new doctor in a relaxed setting. Inoffice signage welcoming the new doctor also makes patients feel that there is full support among the staff. Additional communication should also be considered on a case-by-case basis. Your marketing partner can help create customized events, signage, and other print and digital marketing material.i

Assess the Stakeholders

The bottom line is to make sure everyone focuses on the goal of the plan: to get people comfortable with what is happening in your office ahead of any changes. The more people know, and the more time they have to process the information, the better they will feel about it.

When we advise a practice on a transition plan, we discuss what each stakeholder group cares about most and what they need to know in order to feel confident in the change that is occurring. There can be overlap but it will probably be different for each audience. When a new doctor joins a practice, for example, it's important to make a personal endorsement to demonstrate your confidence in him or her. Referral sources need to know that a new doctor will continue to attend to their patients with the same top care and service they have come to expect. Parents need to be assured that their children's progress and treatment will not change. The overall goals are to build trust and familiarity, transfer the trust of one doctor to another, and allay fears.

Leon Klempner, DDS and Amy Epstein, MBA are co-founders of People & Practice, a digital marketing consultancy exclusively for doctors. We understand your practice because we've been in your shoes: our expertise comes from 40 years of private practice and as many combined years of marketing experience. We help you get new patients in a digital era by informing them about what makes your practice different from every other option using the online resources they rely on for their research. For more information, or a free marketing analysis, call 888.866.DOCS, or email hello@pplpractice.com.

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Bentson Copple reSource 2nd Quarter 2019

Expanding Appointment Intervals with Dental Monitoring - Part 1

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have been an orthodontist for over 35 years. As you can imagine, a lot has changed during my career. We have gone from stainless steel wires that required a lot of bending to super elastic wires that maintain their activation over a much longer time period. There has been an explosion of clear plastic aligners replacing the standard metal brackets. Advances include standard analog x-rays to digital x-rays and CBCT volume studies. We have also progressed from in-theoffice collections to having that function performed by an outside agency. All of this has allowed us to stretch out the time interval between appointments. I believe most of us would agree that as orthodontists we are a bunch of control freaks. Letting patients continue treatment beyond our comfortable time intervals produces a good deal of stress to most of us. How do we decide on the interval between appointments for our patients? Did you learn appointment timing from your favorite instructor during your residency program? Do you follow a guru? Do you just copy your industry friends' timing methods? Better yet, if there are a set number of aligners in a box - do you follow the standard suggested interval? Once that riddle is solved, you are now in a position to greatly increase your efficiency. Let me explain my thinking. I have always been interested in improving efficiency, both inside and outside the office. As a student, I recall friends in dental school who studied many hours beyond what I felt was efficient. I like to seek out products, techniques, and equipment to make my life easier and more efficient. About four years ago, I attended the World Federation of Orthodontists meeting in London, England. During this meeting, I came across a new software product called Dental Monitoring (DM) based out of Paris, France. The engineer behind this product also developed the HARMONY lingual bracket system, which was later sold to American Orthodontics.

By: Dr. C. William Dabney This was an extremely valuable piece of information, as I was using the SureSmile system to deliver care to my bracket patients. I recognized that I was changing wires much too soon and some of the wire prescription did not have time to fully express itself. As an example, posterior torque is one of the last movements to be fully expressed and I was not allowing the wires enough time to do their work. Using the SureSmile system, I reduced the treatment time from 23.5 months to 15.7 months. I thought that was great - but what I should have been watching is how many more appointments were saved and how many other appointments could have been eliminated. The fewer times patients are seen will greatly affect your revenue per appointment. The formula I currently use to determine revenue per appointment stems from a formula I learned a long time ago concerning transfer cases. The original transfer case formula was used to determine what is owed to the doctor and also the patient financially at the time of transfer. My revenue per appointment goes something like this - I allocate 28% of my total fee to getting the braces on and 12% of my fee to getting braces off, and retainers delivered. Therefore, the remaining 60% of my fee is used in determining my "revenue per appointment." Not long after integrating DM, they introduced a product called GoLive for clear aligner patients. With this new product, I follow my patients to see if they are wearing the clear aligners enough to progress to the next stage. I can also see if there is a fit issue or possibly a cracked aligner, am notified if this is the case, and can then make the correct diagnosis for the patient. With GoLive, the interval between appointments for my aligner patients quickly extended from 6 to 8 weeks - now patients are seen every 12 to 18 weeks or longer!

My original concept to use this new DM software was to monitor patients who lived 30 to 90 minutes away from the office. I did not want them to travel to the office for a simple check, which would be a waste of time to them and also for the office. Each of us has experienced seeing a patient only to realize that not much has changed in their development or retention status since the last appointment. I believed using DM would be a quick fix to these situations.

I consider DM my insurance policy that nothing will go wrong over this extended time. Not only did DM pick up issues with anterior teeth but also posterior teeth as well. Some of my colleagues say they can do a similar evaluation from selfies, but I do not believe they can come close to doing this on posterior teeth with much less information but more work. DM also provides alerts to dental health changes or tooth abrasions. All of these processes can be automated with DM and require very little time with the doctor and staff if the case is progressing on schedule.

After using DM for a very short period of time, I realized that I was extremely shortsighted on how to efficiently use this very powerful new software that is driven by Artificial Intelligence (AI). I realized that there was an abundant amount of data generated after each patient scan. I could now observe how much each tooth moved between appointments and also see if the arch wires were still active.

In the 2nd Quarter 2017 Bentson Copple reSource, Angela Weber, Chief Marketing Officer of OrthoSynetics, asked the question, "How can orthodontists adapt?" One of her solutions was to simplify the process for the treatment, which can be a competitive weapon. There is an organization called the Society for Participatory Medicine. Their mission is to transform the culture of patient care to provide better care Continued on page 14 911


Bentson Copple reSource 2nd Quarter 2019

Bentson Copple reSource 2nd Quarter 2019

Identifying Missed Opportunities Using Business Intelligence Continued from page 9

Chart 5: Converting from Phase I to Phase II

Chart 3: New Patient Calls & Exams

IF A PRACTICE WERE ABLE TO REACH THE 90% BENCHMARK IT WOULD ADD 83 MORE EXAMS AND THE PRACTICE COULD GAIN AN ADDITIONAL $206,460 IN PRODUCTION."

BY GETTING 21 MORE STARTS FROM YOUR PHASE 1 PATIENT POOL A PRACTICE COULD POTENTIALLY SEE $106,470 IN ADDITIONAL PRODUCTION.

Leak 2: Not Properly Managing Your Observation System

Increase Production and Prevent Potential Production Losses

Industry benchmarks guide us to know 20% of exams should move into pre-treatment observation while 20% of starts should come from pre-treatment observation. In this illustration, 130 new patients were moved to observation (20%) while 53 starts (12.3%) came from patients in observation.

If a practice experiences all three of these leaks over the course of a year it could represent as much as $480,000 of missed opportunity. Keep in mind, each office will have its own unique situation and accompanying metrics, but every practice should be aware of the critical information that not only drives growth but can be a source of leaks.

Chart 4: Managing Observation System

Whenever a desire for change exists, one must first look at the current state before making plans for the future. The first step is understanding the inputs for the three conversion factors outlined here and then determining the next steps to take for your unique circumstances. Once you have determined your path, the way to ensure you are tracking toward success is the continue to measure your performance. You can use Gaidge to make sure you have a system that is reliable, consistent, easy and efficient for you and your staff. However, regardless of the method you choose, we advise that you gather, track and report on these essential metrics to drive not only top line growth but bottom line efficiency.

STARTING 33 MORE PATIENTS FROM OBSERVATION TO REACH THE 20% BENCHMARK WOULD CREATE $167,310 OF ADDITIONAL PRODUCTION.

Gaidge is a data solutions company committed to providing actionable business intelligence for our clients. Our cloud-based analytics software is an essential business management tool for practice owners that provides business intelligence dashboards, benchmarking, and performance comparisons. Gaidge provides 80+ metrics daily on the health and progress of the practice using meaningful visuals and summaries that increase business acumen and enhance productivity and satisfaction for doctors and staff. Full integration with the leading practice management systems ensures accuracy and streamlines office functions and operations.

Leak 3: Not Converting New Patients From Phase I to Phase II Did you know industry benchmarks expect an 85% conversion rate from Phase I to Phase II in a practice? Based on the data housed in Gaidge, the conversion rate for the average practice is just 49%.

Gaidge users are part of a secure community where they can review comparisons of aggregated data and leverage comprehensive performance benchmarks. Learn more at www.gaidge.com, call 800-287-3396, or email info@gaidge.com.

10

Harnessing Synergy in the New Patient Experience By: Lindsay Quinn

W

hen reviewing monthly, quarterly, and yearly production, the spotlight is often placed on the treatment coordinator's (TC) performance. Evaluating the efficacy of your TC's presentation and followup systems may be a valid strategy, but let's broaden our perspective and take a look at the universal endeavor. Likely, your conversion rate has more to do with the patient's overall experience than what was said in the exam room.

Studies have shown that it takes only seven seconds for a person to subconsciously form a first impression, be it positive or negative. When the initial encounter is over "...it takes only the phone, 70% of how you seven seconds are perceived is based on your for a person to tone and only 30% based on your words. If a negative first subconsciously impression is formed, it will be form a first difficult to win back the trust of impression..." your new patient. In fact, you are fortunate if you're given the opportunity; likely, they are already shopping for a new office to call and schedule with.

Synergy, as defined by the Oxford English Dictionary, is "the interaction or cooperation of two or more organizations, substances, or other agents to produce a combined effect greater than the sum of their separate effects." In short, the whole is greater than the sum of its parts. In order to leverage your conversion, your team must take a synergistic approach to the new patient process.

In the first seven seconds, are you putting your new patient on hold while other calls are answered or an inoffice patient is scheduled? Are you energetic and excited to meet them? Are you able to answer all of their questions and ease their fears? Or, are you just gathering information and scheduling the exam? Without connection, trust, and confidence, you certainly do not have a new start.

Synergy is the comprehensive team approach to creating a patient experience like it's never been done before. It's cultivating greater awareness of the effects each touchpoint and consistently "...the patient creates striving to elevate the intuitively experience. The touchpoints knows that they include the new patient phone call, the follow-up have found communication, the first the right office in-person interaction with before they even the new patient, the initial tour, the records portion of step in the door." the exam and, of course, the exam. Additional touchpoints include discussions about affordability, accessibility, and the feeling or the vibe of the office.

Part of the new patient experience is also the written communication you send, specifically, the new patient welcome email. It should be curated in such a way that it draws the reader into what you most want them to read. We live in a day and age where the average professional receives 90 to 120 emails per day, 50% of which are considered SPAM. The email communication you have, or attempt to have with new patients, must be engineered in such a way that they are 1) opening the email, 2) actually reading the email, and 3) completing any forms you send the link to. I suggest using a bullet point format to lure the patient into reading key points, e.g., ability to start same day, flexible financing, link to the website and new patient forms. It is unlikely your patients are reading the four-paragraph email or letter. In fact, snail mail is rarely read.

Synergy in the new patient phone call involves a new patient call script strategically designed to remove barriers to same-day starts. The new patient coordinator's number one intention should be to create a platform from which the TC can succeed. The focus should be on creating a strong positive first impression, initiating connection, and preparing the patient to start by discussing key pieces of information that eliminate obstacles to starting the patient the same day as the exam.

Now that you've made an impeccable first impression through the initial touchpoints, it's time to build upon them. What happens when your new patient walks in the door? Having spent half my life in the dental field, I've witnessed it time after time.

Many practices are now having new patients schedule their new patient exam on their website. This fairly new technological advantage is helpful for patients wanting to schedule their exam when the office is closed, as an example at 2:00 am; however, it is imperative that the practice followup to create a touchpoint of connection.

The new patient walks in, a little uncertain of where to go or how to check-in. They might look around as they walk up to the front desk and see a sign directing them to the "sign-in" computer. The scheduling coordinators are on the phone and there is a line forming to schedule follow-up appointments.

The new patient phone call should be so powerful that the patient intuitively knows that they have found the right office before they even step in the door. Their decision is only reaffirmed once they arrive.

Meanwhile, your new patient is left to fumble around at the sign-in computer. The scheduling coordinator Continued on page 6 5


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Harnessing Synergy in the New Patient Experience Continued from page 5

finally frees herself from the phone call and asks your nowapprehensive new patient, "Did you get checked in?"

areas throughout the office. The new patient has never felt so well taken care of and at home.

From there, it's usually an awkward moment when the scheduling coordinator finally realizes that this is the 3:00 pm new patient and responds in some form of the following: "Jackie, Hi! Nice to meet you, my name is Brittany, did you fill out your paperwork? Oh, yeah, I see that you did. Hannah, our records tech is going to call you back shortly. She'll be taking a pano and some pictures of your teeth. Oh, your dentist already sent your pano over? Okay, let me make sure we have it."

As the doctor, you've done nothing more than welcome the patient as they pass through the clinic and yet, you are well on your way to a 5-star review. As the TC Assist explains the records portion of the appointment with care, she is also inviting conversation about why the patient is there, gauging their excitement and/or fears, and reassuring the patient that he or she is in the best of hands, that everyone loves coming to Dr. Wonderful.

Best case scenario, we do have the pano. In other cases, we are now frantically trying to contact the patient's dentist to have them send it over right away. The TC Assist walks out into a crowd of people and calls out, "Jackie? Come on back, I'm ready for you." Your new patient is undoubtedly thinking, "What kind of chaos have I walked into? There's no way I trust these people with my teeth; they clearly have no idea what's going on."

Opening the dialogue to relative conversation during the records portion allows for a seamless and productive handoff to the TC. The TC Assist is able to convey key information to the TC and the TC picks up the conversation where the TC Assist left off.

Bentson Copple reSource 2nd Quarter 2019

Identifying Missed Opportunities Using Business Intelligence By: Gaidge Business intelligence is the result of from pulling, analyzing, and generating insights for a business based on its data. Leveraging analytics and practice management tools help prepare offices to better handle the challenges they face in today's market.

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oving teeth may be the most straightforward part of an orthodontist's job and interacting with young patients may be the best part...but what about the part of orthodontics your training never prepared you for? Very few doctors and team members entered the field because of their love for managing overhead, collections, and practice marketing, but running an orthodontic practice like a small business is a necessity.

In this article, we have identified three critical areas of opportunity, or "leaks," where practices are losing thousands of dollars of production. Using insights from data to find the sources of leaks is the first step toward taking action to stop the flow.

As a practice owner, an orthodontist must take on the role of CEO, driving operations, efficiencies, and strategy for their business. On top of that, changing patient demands and an evolving industry means that the pressures of practice growth (Chart 1) are always changing and the need for teams to be aligned from a business standpoint is essential.

Call in the Diagnosticians Consider Gaidge your practice's personal data analyst. Based on data pulled from over 1,500 orthodontic locations, the Conversion Waterfall in Chart 2 (below) illustrates the difference in patients who call for an exam through those who actually start treatment. Gaidge has identified three major leaks along the waterfall that can lead to significant production losses.

Chart 1: Pressures of Practice Growth

Often, I have observed the patient being asked the exact same questions by the TC Assist, the TC, and then the doctor, "What school do you go to? Do any of your friends have braces? Do you play any sports? Where do you work? Are you more interested in braces or Invisalign?" While beneficial to ask your patient these questions once, multiple team members asking the same questions doesn't accomplish anything and is, most likely, annoying. Notice how your ability to connect with patients and discover objections shifts when you have an intentional conversation. Likely, you will all experience greater satisfaction.

As you can see, the above scenario shows a total lack of preparedness. The patient's confidence has dropped to an all-time low, and now we have to try to recover. People are four times more likely to get treatment from a competitor if they experience a problem in an initial experience that is service-related rather than price- or product-related. What are the steps to be taken to enhance the new patient experience? Implementing a call center provides numerous benefits. For one, there is the obvious advantage of removing phone calls from the front desk. Your front office staff will be untethered from the demands of a constantly ringing phone and more capable of bringing consciousness to and awareness of what matters most, your patients. Additionally, your staff in the call center will have the gift of quietude to build relationships with new patients and nurture the relationships amongst existing patients on the phone.

The TC is now in the best possible position to generate a same day start or, at least, schedule a start. The patient has been treated like royalty, and you've far exceeded the expectations they had when walking into the practice. You've gained their trust through your demonstration of kindness, competence, and preparedness at each touchpoint.

Leak 1: Not Converting New Patient Calls to Exams Industry benchmarks suggest 90% of new patients who call to schedule an exam should attend the appointment. Therefore, it's imperative to have diligent, high-touch onboarding systems in place, as the 10% attrition accounts for prospective patients who were not engaged. Chart 2: Conversion Waterfall from 1,500 Orthodontic Locations

If you truly strive to achieve a new patient process of this caliber, your conversion rate will skyrocket. Your TCs will feel confident in the fees they're presenting because they, too, will deeply connect with and understand the value placed on the care provided to your patients.

Moving calls away from the front desk allows for the creation of a front desk that operates like a concierge desk. Imagine a world in which your new patient walks into your office and the new patient concierge is not only expecting them, but also greeting them by name. They know exactly who the referring dentist is, what images were sent over, and that all paperwork has been completed. The new patient's insurance has been verified, and all notes are clearly documented for the TC. The patient is given a brief welcome tour of the reception area and invited to take advantage of all the amenities offered in your beautiful practice.

Harnessing synergy in your new patient experience demands that each person involved be dedicated to the greater good. They must not think of themselves as, or be treated as, the solitary genesis of a successful new patient experience. Rather, they should see themselves as the indispensable part they play in manifesting such an experience. Lindsay Quinn is the new patient and financial systems consultant with Hummingbird Associates, an international management consulting firm dedicated to developing the human and business side of orthodontic practices. We help clients strengthen the ties between sound business practices, information technology, and clinical orthodontics. Lindsay can be reached via email at lindsay@hummingbirdassociates.com.

Moments later the TC Assist, knowing exactly who the new patient is, walks up to the patient and introduces herself. While walking back to the records room, there is a natural flow of conversation as the TC Assist points out key 6

Continued on page 10 79


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OrthoFi: Developed By Orthodontists for Orthodontists Continued from page 7

Through all that growth, what we're most proud of is the results we've been able to deliver to our customers. Our flexible financing philosophy and patient acquisition software have consistently delivered an average annual growth of 14% for our customers in their first year, and a 3-year average growth rate of over 10%. That's impressive considering the reported market growth rate has been around 2.5% over those same years. Despite the concern from pundits that all the growth from flexibility would yield poor collection rates, we continue to show an average net collection rate for patient A/R of around 98%, and a stable insurance claim delinquency rate between 5% and 7%. That's what it's all about - making our customers more successful. In fact, we've seen that by partnering with us to handle the back-office grunt work, more practice owners can shift their focus to expanding their businesses. We're seeing more of our partners than ever acquiring practices, and opening satellites or even retail aligner-only locations things they tell us they could not have done or might not have considered without us.

management. Our highly-trained Ortho Success Managers provide monthly reviews to ensure the doctor and business team understand their challenges and opportunities, and get the team aligned on best practices.

Q: What are the main benefits of OrthoFi?

A: We've got a number of exciting projects in flight at the moment, and some disruptive strategic directions behind those for 2020 and beyond. One of our recent launches is the first of what will be a series of practice management software integrations, which we've branded OrthoFi Connect. At the AAO in May, we announced the launch of Connect with Cloud 9, which gives our common users a smoother experience. We're already hard at work on the next Connect integration slated for later this year. We also had a lot of demand from prospective and current users for us to take on pre-OrthoFi insurance and patient receivables, so we launched our Existing A/R Management services, currently available to all Dolphin and Cloud 9 practices. That means a practice that has planned or unexpected turnover in their financial team can shift the work to us as they onboard with our solution. We're now able to work all those accounts from within their practice management software environment.

Q: What kind of practices benefit from using your product? A: With the breadth of our solution, we've seen a wide variety of practices enjoy success with OrthoFi. For example, we've helped small startups who want to establish themselves with a differentiated patient acquisition flow and flexible payment options to maximize their growth with same-day starts, without the steep learning curve necessary to onboard and train team members to adequately handle insurance and billing. On the other end of the spectrum, we've also seen tremendous success and a growing momentum with large multi-location practices (over 3,000 annual starts) who understand the challenges of scaling through internal operations, who are looking to aggressively acquire businesses and expand their practice footprint. Q: What can we expect from OrthoFi in the future?

A: OrthoFi was developed by Orthodontists for Orthodontists. It is designed for the growth-minded practice looking to expand well beyond market rates. We're looking for practices that want to scale efficiently through the partnership with OrthoFi, so they can put maximum team focus on new patient acquisition, patient care, and referral nurturing. We categorize our benefits into 3 main areas: Patient Acquisition, Revenue Cycle Management, and Data & Analytics. From the beginning, OrthoFi was designed to boost same-day conversions by creating an optimal new patient flow and experience that seamlessly sets the practice up for success and ensures maximum conversion. From the first inbound call, the software elegantly guides the patient to complete mobilefriendly intake forms, verifies and calculates insurance benefits, provides powerful closing tools including our patent-pending slider, and uses an innovative 'pending patient' follow-up workflow to help ensure no opportunity falls through the cracks.

Beyond that, we're relentlessly pursuing innovation in insurance eligibility and claims management to continue to push the envelope of speed, accuracy, and consistency to maintain our leadership in this evolving space. We're also partnering with market-leading companies to explore some disruptive industry-first concepts to change the way practices finance plans and manage cash flow. I guess it's best to say that we have some big plans.

Once the patient signs, OrthoFi's Revenue Cycle Management services take over all the work of collecting from both the patient and insurance carrier. Using a combination of industry-first revenue cycle software technology and professional operations protocols, OrthoFi delivers consistent results, saving hundreds of staff hours and shifting the practice team from being A/R clerks to performance managers. The additional benefit of having us manage revenue is that it takes a lot more cash and payment information out of the practice, minimizing the exposure to theft or embezzlement.

Dave Ternan is a Co-Founder and CEO of OrthoFi and brings a unique blend of startup experience with a broad range of technology & management consulting for numerous fortune 100 companies. He is passionate about problem-solving, bringing amazing solutions to clients and building great teams. Recognized among Inc. Magazine’s 500 fastest-growing private companies in America, OrthoFi has revolutionized how the Orthodontic Industry makes quality treatment more affordable for patients and has helped practices grow their yearly patients starts by more than 14%.

OrthoFi not only provides robust reporting tools to track all the above, but also delivers actionable leading indicators and point-of-sale insights to help the growing practice improve their conversion effectiveness and time 8

Bentson Copple reSource 2nd Quarter 2019

OrthoFi: Developed By Orthodontists for Orthodontists

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rom just an idea in 2010, to an official launch of their product at the Annual AAO Session in 2014, to a major private equity investment in the company last month, OrthoFi has been growing and adding value to practice owners across the country. The recent investment by Accel-KKR will help OrthoFi gain even faster market adoption and will bring capital to help speed the delivery of better and new services that will be available on this platform. We thought it was time to inform our readers about OrthoFi and are happy to publish this interview-style article with CEO David Ternan. Q: Tell us the OrthoFi story. A: Well, it actually started back in 2010 or so, when Drs. Jamie Reynolds and Jeff Kozlowski were doing a lecture series about accelerated treatment technology, featuring computer-aided treatment planning. They received a lot of great feedback from their message, but also heard a common hesitation around adoption of acceleration - "How do I get patients to pay for a higher-cost treatment in a shorter time?" or "If I let them pay beyond treatment time to make it more affordable, will they pay?" They too had the same questions, rooted in the common mantra that payment time and treatment time must be linked. They knew that unlocking this dilemma was key to the health and future growth of the specialty, so they started a company built around solving these issues and helping orthodontists to thrive. With busy growing practices, Jamie and Jeff needed someone to help put together and run this new business. Jamie and I were long-time friends from our days at the University of Michigan, and I had spent years consulting with Fortune 500 businesses and working in software startup environments, so he reached out to me. When he rolled out the idea, I was struck not only by the clear need to resolve the financing issue, but even more intrigued by the opportunity to create a simple, elegant technology solution to drive a smoother patient flow to increase conversions. We got to work on the business plan, and were able to bring on an amazing group of nationallyrenowned and respected orthodontists from around the country to not only invest, but to help develop and shape the solution. Through their perspectives and shared challenges, we learned a ton about what we needed to make this a complete solution. We started out by building a simple but effective end-to-end Customer Relationship Management (CRM) patient conversion flow software, highlighted by our patentpending Payment Slider fee presentation tool. We designed the system to get more patients to say 'yes' by grooving a modern consumer-friendly point-of-sale flow and by putting the power of choice in the hands of the patient. We knew we had a hit based on early alpha testing, but we discovered that to ensure the success of the flexible financing model, we needed to add services to ensure more same-day starts. We quickly saw the need for a great eligibility solution.

An Interview with Dave Ternan Over 20 hours a week are spent by office staff just trying to get insurance benefit information. With busy patient flow, many opportunities to start never materialize simply because the benefits aren't available to show patients their out-of-pocket total. We also saw firsthand how much time and team focus was being drawn away from patient acquisition and growth by the everyday burden of managing insurance claims and patient receivables. The conventional 'call at 30/60/90 days protocol' would not suffice to drive real ROI, especially with changing coverage rules and patient plan options ranging as far out as 36 months. So we pivoted and set on a more comprehensive and ambitious mission of changing the way patients access orthodontic care and the way practices think about managing their business.

As we implemented our first practices, we were thrilled to see the impact in the consult room and blown away by all the actionable point-of-sale data we could collect. Not only did we quickly dispel a lot of industry dogma about likelihood to pay beyond treatment time and appetite to pay interest on extended plan options, but we confirmed our hypotheses around the importance of affordability over total fee. We saw that open choice and intelligent flexibility could, in fact, deliver higher conversion rates with acceptable and stable cash flow.

Today, we're able to aggregate conversion data and slice it by demographic, by fee levels, consumer credit tiers, technologies pitched, patient preferences, and a number of other factors which we can share with the industry in articles, blogs, and other channels.

It's not always about plugging a product. It's about educating doctors and the industry as a whole to drive change, to help prepare for the imminent threats and changes in the market. With more consumer-facing treatment options, consolidation and commoditization, it's more important than ever for practice owners to shift their approach to address these challenges. More than ever, practice owners need to focus on playing offense, not defense.

Q: How has it gone so far? A: Since our official launch at the AAO Annual Session in 2014, we've grown remarkably quickly, which speaks to the need for this solution. In just five years since launching to the market, we've processed over $1.5 Billion in orthodontic production and helped over 350,000 patients access highquality care in over 300 practices across the country. Our service teams manage over $300 Million in accounts receivable, manage over 150,000 active claims, and provide over 20,000 eligibility checks every month. With that, we've amassed an amazing amount of data, which we're leveraging to educate our customers, and to continuously improve our speed, efficiency, and accuracy. Continued on page 8 7


Bentson Copple reSource 2nd Quarter 2019

OrthoFi: Developed By Orthodontists for Orthodontists Continued from page 7

Through all that growth, what we're most proud of is the results we've been able to deliver to our customers. Our flexible financing philosophy and patient acquisition software have consistently delivered an average annual growth of 14% for our customers in their first year, and a 3-year average growth rate of over 10%. That's impressive considering the reported market growth rate has been around 2.5% over those same years. Despite the concern from pundits that all the growth from flexibility would yield poor collection rates, we continue to show an average net collection rate for patient A/R of around 98%, and a stable insurance claim delinquency rate between 5% and 7%. That's what it's all about - making our customers more successful. In fact, we've seen that by partnering with us to handle the back-office grunt work, more practice owners can shift their focus to expanding their businesses. We're seeing more of our partners than ever acquiring practices, and opening satellites or even retail aligner-only locations things they tell us they could not have done or might not have considered without us.

management. Our highly-trained Ortho Success Managers provide monthly reviews to ensure the doctor and business team understand their challenges and opportunities, and get the team aligned on best practices.

Q: What are the main benefits of OrthoFi?

A: We've got a number of exciting projects in flight at the moment, and some disruptive strategic directions behind those for 2020 and beyond. One of our recent launches is the first of what will be a series of practice management software integrations, which we've branded OrthoFi Connect. At the AAO in May, we announced the launch of Connect with Cloud 9, which gives our common users a smoother experience. We're already hard at work on the next Connect integration slated for later this year. We also had a lot of demand from prospective and current users for us to take on pre-OrthoFi insurance and patient receivables, so we launched our Existing A/R Management services, currently available to all Dolphin and Cloud 9 practices. That means a practice that has planned or unexpected turnover in their financial team can shift the work to us as they onboard with our solution. We're now able to work all those accounts from within their practice management software environment.

Q: What kind of practices benefit from using your product? A: With the breadth of our solution, we've seen a wide variety of practices enjoy success with OrthoFi. For example, we've helped small startups who want to establish themselves with a differentiated patient acquisition flow and flexible payment options to maximize their growth with same-day starts, without the steep learning curve necessary to onboard and train team members to adequately handle insurance and billing. On the other end of the spectrum, we've also seen tremendous success and a growing momentum with large multi-location practices (over 3,000 annual starts) who understand the challenges of scaling through internal operations, who are looking to aggressively acquire businesses and expand their practice footprint. Q: What can we expect from OrthoFi in the future?

A: OrthoFi was developed by Orthodontists for Orthodontists. It is designed for the growth-minded practice looking to expand well beyond market rates. We're looking for practices that want to scale efficiently through the partnership with OrthoFi, so they can put maximum team focus on new patient acquisition, patient care, and referral nurturing. We categorize our benefits into 3 main areas: Patient Acquisition, Revenue Cycle Management, and Data & Analytics. From the beginning, OrthoFi was designed to boost same-day conversions by creating an optimal new patient flow and experience that seamlessly sets the practice up for success and ensures maximum conversion. From the first inbound call, the software elegantly guides the patient to complete mobilefriendly intake forms, verifies and calculates insurance benefits, provides powerful closing tools including our patent-pending slider, and uses an innovative 'pending patient' follow-up workflow to help ensure no opportunity falls through the cracks.

Beyond that, we're relentlessly pursuing innovation in insurance eligibility and claims management to continue to push the envelope of speed, accuracy, and consistency to maintain our leadership in this evolving space. We're also partnering with market-leading companies to explore some disruptive industry-first concepts to change the way practices finance plans and manage cash flow. I guess it's best to say that we have some big plans.

Once the patient signs, OrthoFi's Revenue Cycle Management services take over all the work of collecting from both the patient and insurance carrier. Using a combination of industry-first revenue cycle software technology and professional operations protocols, OrthoFi delivers consistent results, saving hundreds of staff hours and shifting the practice team from being A/R clerks to performance managers. The additional benefit of having us manage revenue is that it takes a lot more cash and payment information out of the practice, minimizing the exposure to theft or embezzlement.

Dave Ternan is a Co-Founder and CEO of OrthoFi and brings a unique blend of startup experience with a broad range of technology & management consulting for numerous fortune 100 companies. He is passionate about problem-solving, bringing amazing solutions to clients and building great teams. Recognized among Inc. Magazine’s 500 fastest-growing private companies in America, OrthoFi has revolutionized how the Orthodontic Industry makes quality treatment more affordable for patients and has helped practices grow their yearly patients starts by more than 14%.

OrthoFi not only provides robust reporting tools to track all the above, but also delivers actionable leading indicators and point-of-sale insights to help the growing practice improve their conversion effectiveness and time 8

Bentson Copple reSource 2nd Quarter 2019

OrthoFi: Developed By Orthodontists for Orthodontists

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rom just an idea in 2010, to an official launch of their product at the Annual AAO Session in 2014, to a major private equity investment in the company last month, OrthoFi has been growing and adding value to practice owners across the country. The recent investment by Accel-KKR will help OrthoFi gain even faster market adoption and will bring capital to help speed the delivery of better and new services that will be available on this platform. We thought it was time to inform our readers about OrthoFi and are happy to publish this interview-style article with CEO David Ternan. Q: Tell us the OrthoFi story. A: Well, it actually started back in 2010 or so, when Drs. Jamie Reynolds and Jeff Kozlowski were doing a lecture series about accelerated treatment technology, featuring computer-aided treatment planning. They received a lot of great feedback from their message, but also heard a common hesitation around adoption of acceleration - "How do I get patients to pay for a higher-cost treatment in a shorter time?" or "If I let them pay beyond treatment time to make it more affordable, will they pay?" They too had the same questions, rooted in the common mantra that payment time and treatment time must be linked. They knew that unlocking this dilemma was key to the health and future growth of the specialty, so they started a company built around solving these issues and helping orthodontists to thrive. With busy growing practices, Jamie and Jeff needed someone to help put together and run this new business. Jamie and I were long-time friends from our days at the University of Michigan, and I had spent years consulting with Fortune 500 businesses and working in software startup environments, so he reached out to me. When he rolled out the idea, I was struck not only by the clear need to resolve the financing issue, but even more intrigued by the opportunity to create a simple, elegant technology solution to drive a smoother patient flow to increase conversions. We got to work on the business plan, and were able to bring on an amazing group of nationallyrenowned and respected orthodontists from around the country to not only invest, but to help develop and shape the solution. Through their perspectives and shared challenges, we learned a ton about what we needed to make this a complete solution. We started out by building a simple but effective end-to-end Customer Relationship Management (CRM) patient conversion flow software, highlighted by our patentpending Payment Slider fee presentation tool. We designed the system to get more patients to say 'yes' by grooving a modern consumer-friendly point-of-sale flow and by putting the power of choice in the hands of the patient. We knew we had a hit based on early alpha testing, but we discovered that to ensure the success of the flexible financing model, we needed to add services to ensure more same-day starts. We quickly saw the need for a great eligibility solution.

An Interview with Dave Ternan Over 20 hours a week are spent by office staff just trying to get insurance benefit information. With busy patient flow, many opportunities to start never materialize simply because the benefits aren't available to show patients their out-of-pocket total. We also saw firsthand how much time and team focus was being drawn away from patient acquisition and growth by the everyday burden of managing insurance claims and patient receivables. The conventional 'call at 30/60/90 days protocol' would not suffice to drive real ROI, especially with changing coverage rules and patient plan options ranging as far out as 36 months. So we pivoted and set on a more comprehensive and ambitious mission of changing the way patients access orthodontic care and the way practices think about managing their business.

As we implemented our first practices, we were thrilled to see the impact in the consult room and blown away by all the actionable point-of-sale data we could collect. Not only did we quickly dispel a lot of industry dogma about likelihood to pay beyond treatment time and appetite to pay interest on extended plan options, but we confirmed our hypotheses around the importance of affordability over total fee. We saw that open choice and intelligent flexibility could, in fact, deliver higher conversion rates with acceptable and stable cash flow.

Today, we're able to aggregate conversion data and slice it by demographic, by fee levels, consumer credit tiers, technologies pitched, patient preferences, and a number of other factors which we can share with the industry in articles, blogs, and other channels.

It's not always about plugging a product. It's about educating doctors and the industry as a whole to drive change, to help prepare for the imminent threats and changes in the market. With more consumer-facing treatment options, consolidation and commoditization, it's more important than ever for practice owners to shift their approach to address these challenges. More than ever, practice owners need to focus on playing offense, not defense.

Q: How has it gone so far? A: Since our official launch at the AAO Annual Session in 2014, we've grown remarkably quickly, which speaks to the need for this solution. In just five years since launching to the market, we've processed over $1.5 Billion in orthodontic production and helped over 350,000 patients access highquality care in over 300 practices across the country. Our service teams manage over $300 Million in accounts receivable, manage over 150,000 active claims, and provide over 20,000 eligibility checks every month. With that, we've amassed an amazing amount of data, which we're leveraging to educate our customers, and to continuously improve our speed, efficiency, and accuracy. Continued on page 8 7


Bentson Copple reSource 2nd Quarter 2019

Harnessing Synergy in the New Patient Experience Continued from page 5

finally frees herself from the phone call and asks your nowapprehensive new patient, "Did you get checked in?"

areas throughout the office. The new patient has never felt so well taken care of and at home.

From there, it's usually an awkward moment when the scheduling coordinator finally realizes that this is the 3:00 pm new patient and responds in some form of the following: "Jackie, Hi! Nice to meet you, my name is Brittany, did you fill out your paperwork? Oh, yeah, I see that you did. Hannah, our records tech is going to call you back shortly. She'll be taking a pano and some pictures of your teeth. Oh, your dentist already sent your pano over? Okay, let me make sure we have it."

As the doctor, you've done nothing more than welcome the patient as they pass through the clinic and yet, you are well on your way to a 5-star review. As the TC Assist explains the records portion of the appointment with care, she is also inviting conversation about why the patient is there, gauging their excitement and/or fears, and reassuring the patient that he or she is in the best of hands, that everyone loves coming to Dr. Wonderful.

Best case scenario, we do have the pano. In other cases, we are now frantically trying to contact the patient's dentist to have them send it over right away. The TC Assist walks out into a crowd of people and calls out, "Jackie? Come on back, I'm ready for you." Your new patient is undoubtedly thinking, "What kind of chaos have I walked into? There's no way I trust these people with my teeth; they clearly have no idea what's going on."

Opening the dialogue to relative conversation during the records portion allows for a seamless and productive handoff to the TC. The TC Assist is able to convey key information to the TC and the TC picks up the conversation where the TC Assist left off.

Bentson Copple reSource 2nd Quarter 2019

Identifying Missed Opportunities Using Business Intelligence By: Gaidge Business intelligence is the result of from pulling, analyzing, and generating insights for a business based on its data. Leveraging analytics and practice management tools help prepare offices to better handle the challenges they face in today's market.

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oving teeth may be the most straightforward part of an orthodontist's job and interacting with young patients may be the best part...but what about the part of orthodontics your training never prepared you for? Very few doctors and team members entered the field because of their love for managing overhead, collections, and practice marketing, but running an orthodontic practice like a small business is a necessity.

In this article, we have identified three critical areas of opportunity, or "leaks," where practices are losing thousands of dollars of production. Using insights from data to find the sources of leaks is the first step toward taking action to stop the flow.

As a practice owner, an orthodontist must take on the role of CEO, driving operations, efficiencies, and strategy for their business. On top of that, changing patient demands and an evolving industry means that the pressures of practice growth (Chart 1) are always changing and the need for teams to be aligned from a business standpoint is essential.

Call in the Diagnosticians Consider Gaidge your practice's personal data analyst. Based on data pulled from over 1,500 orthodontic locations, the Conversion Waterfall in Chart 2 (below) illustrates the difference in patients who call for an exam through those who actually start treatment. Gaidge has identified three major leaks along the waterfall that can lead to significant production losses.

Chart 1: Pressures of Practice Growth

Often, I have observed the patient being asked the exact same questions by the TC Assist, the TC, and then the doctor, "What school do you go to? Do any of your friends have braces? Do you play any sports? Where do you work? Are you more interested in braces or Invisalign?" While beneficial to ask your patient these questions once, multiple team members asking the same questions doesn't accomplish anything and is, most likely, annoying. Notice how your ability to connect with patients and discover objections shifts when you have an intentional conversation. Likely, you will all experience greater satisfaction.

As you can see, the above scenario shows a total lack of preparedness. The patient's confidence has dropped to an all-time low, and now we have to try to recover. People are four times more likely to get treatment from a competitor if they experience a problem in an initial experience that is service-related rather than price- or product-related. What are the steps to be taken to enhance the new patient experience? Implementing a call center provides numerous benefits. For one, there is the obvious advantage of removing phone calls from the front desk. Your front office staff will be untethered from the demands of a constantly ringing phone and more capable of bringing consciousness to and awareness of what matters most, your patients. Additionally, your staff in the call center will have the gift of quietude to build relationships with new patients and nurture the relationships amongst existing patients on the phone.

The TC is now in the best possible position to generate a same day start or, at least, schedule a start. The patient has been treated like royalty, and you've far exceeded the expectations they had when walking into the practice. You've gained their trust through your demonstration of kindness, competence, and preparedness at each touchpoint.

Leak 1: Not Converting New Patient Calls to Exams Industry benchmarks suggest 90% of new patients who call to schedule an exam should attend the appointment. Therefore, it's imperative to have diligent, high-touch onboarding systems in place, as the 10% attrition accounts for prospective patients who were not engaged. Chart 2: Conversion Waterfall from 1,500 Orthodontic Locations

If you truly strive to achieve a new patient process of this caliber, your conversion rate will skyrocket. Your TCs will feel confident in the fees they're presenting because they, too, will deeply connect with and understand the value placed on the care provided to your patients.

Moving calls away from the front desk allows for the creation of a front desk that operates like a concierge desk. Imagine a world in which your new patient walks into your office and the new patient concierge is not only expecting them, but also greeting them by name. They know exactly who the referring dentist is, what images were sent over, and that all paperwork has been completed. The new patient's insurance has been verified, and all notes are clearly documented for the TC. The patient is given a brief welcome tour of the reception area and invited to take advantage of all the amenities offered in your beautiful practice.

Harnessing synergy in your new patient experience demands that each person involved be dedicated to the greater good. They must not think of themselves as, or be treated as, the solitary genesis of a successful new patient experience. Rather, they should see themselves as the indispensable part they play in manifesting such an experience. Lindsay Quinn is the new patient and financial systems consultant with Hummingbird Associates, an international management consulting firm dedicated to developing the human and business side of orthodontic practices. We help clients strengthen the ties between sound business practices, information technology, and clinical orthodontics. Lindsay can be reached via email at lindsay@hummingbirdassociates.com.

Moments later the TC Assist, knowing exactly who the new patient is, walks up to the patient and introduces herself. While walking back to the records room, there is a natural flow of conversation as the TC Assist points out key 6

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Bentson Copple reSource 2nd Quarter 2019

Identifying Missed Opportunities Using Business Intelligence Continued from page 9

Chart 5: Converting from Phase I to Phase II

Chart 3: New Patient Calls & Exams

IF A PRACTICE WERE ABLE TO REACH THE 90% BENCHMARK IT WOULD ADD 83 MORE EXAMS AND THE PRACTICE COULD GAIN AN ADDITIONAL $206,460 IN PRODUCTION."

BY GETTING 21 MORE STARTS FROM YOUR PHASE 1 PATIENT POOL A PRACTICE COULD POTENTIALLY SEE $106,470 IN ADDITIONAL PRODUCTION.

Leak 2: Not Properly Managing Your Observation System

Increase Production and Prevent Potential Production Losses

Industry benchmarks guide us to know 20% of exams should move into pre-treatment observation while 20% of starts should come from pre-treatment observation. In this illustration, 130 new patients were moved to observation (20%) while 53 starts (12.3%) came from patients in observation.

If a practice experiences all three of these leaks over the course of a year it could represent as much as $480,000 of missed opportunity. Keep in mind, each office will have its own unique situation and accompanying metrics, but every practice should be aware of the critical information that not only drives growth but can be a source of leaks.

Chart 4: Managing Observation System

Whenever a desire for change exists, one must first look at the current state before making plans for the future. The first step is understanding the inputs for the three conversion factors outlined here and then determining the next steps to take for your unique circumstances. Once you have determined your path, the way to ensure you are tracking toward success is the continue to measure your performance. You can use Gaidge to make sure you have a system that is reliable, consistent, easy and efficient for you and your staff. However, regardless of the method you choose, we advise that you gather, track and report on these essential metrics to drive not only top line growth but bottom line efficiency.

STARTING 33 MORE PATIENTS FROM OBSERVATION TO REACH THE 20% BENCHMARK WOULD CREATE $167,310 OF ADDITIONAL PRODUCTION.

Gaidge is a data solutions company committed to providing actionable business intelligence for our clients. Our cloud-based analytics software is an essential business management tool for practice owners that provides business intelligence dashboards, benchmarking, and performance comparisons. Gaidge provides 80+ metrics daily on the health and progress of the practice using meaningful visuals and summaries that increase business acumen and enhance productivity and satisfaction for doctors and staff. Full integration with the leading practice management systems ensures accuracy and streamlines office functions and operations.

Leak 3: Not Converting New Patients From Phase I to Phase II Did you know industry benchmarks expect an 85% conversion rate from Phase I to Phase II in a practice? Based on the data housed in Gaidge, the conversion rate for the average practice is just 49%.

Gaidge users are part of a secure community where they can review comparisons of aggregated data and leverage comprehensive performance benchmarks. Learn more at www.gaidge.com, call 800-287-3396, or email info@gaidge.com.

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Harnessing Synergy in the New Patient Experience By: Lindsay Quinn

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hen reviewing monthly, quarterly, and yearly production, the spotlight is often placed on the treatment coordinator's (TC) performance. Evaluating the efficacy of your TC's presentation and followup systems may be a valid strategy, but let's broaden our perspective and take a look at the universal endeavor. Likely, your conversion rate has more to do with the patient's overall experience than what was said in the exam room.

Studies have shown that it takes only seven seconds for a person to subconsciously form a first impression, be it positive or negative. When the initial encounter is over "...it takes only the phone, 70% of how you seven seconds are perceived is based on your for a person to tone and only 30% based on your words. If a negative first subconsciously impression is formed, it will be form a first difficult to win back the trust of impression..." your new patient. In fact, you are fortunate if you're given the opportunity; likely, they are already shopping for a new office to call and schedule with.

Synergy, as defined by the Oxford English Dictionary, is "the interaction or cooperation of two or more organizations, substances, or other agents to produce a combined effect greater than the sum of their separate effects." In short, the whole is greater than the sum of its parts. In order to leverage your conversion, your team must take a synergistic approach to the new patient process.

In the first seven seconds, are you putting your new patient on hold while other calls are answered or an inoffice patient is scheduled? Are you energetic and excited to meet them? Are you able to answer all of their questions and ease their fears? Or, are you just gathering information and scheduling the exam? Without connection, trust, and confidence, you certainly do not have a new start.

Synergy is the comprehensive team approach to creating a patient experience like it's never been done before. It's cultivating greater awareness of the effects each touchpoint and consistently "...the patient creates striving to elevate the intuitively experience. The touchpoints knows that they include the new patient phone call, the follow-up have found communication, the first the right office in-person interaction with before they even the new patient, the initial tour, the records portion of step in the door." the exam and, of course, the exam. Additional touchpoints include discussions about affordability, accessibility, and the feeling or the vibe of the office.

Part of the new patient experience is also the written communication you send, specifically, the new patient welcome email. It should be curated in such a way that it draws the reader into what you most want them to read. We live in a day and age where the average professional receives 90 to 120 emails per day, 50% of which are considered SPAM. The email communication you have, or attempt to have with new patients, must be engineered in such a way that they are 1) opening the email, 2) actually reading the email, and 3) completing any forms you send the link to. I suggest using a bullet point format to lure the patient into reading key points, e.g., ability to start same day, flexible financing, link to the website and new patient forms. It is unlikely your patients are reading the four-paragraph email or letter. In fact, snail mail is rarely read.

Synergy in the new patient phone call involves a new patient call script strategically designed to remove barriers to same-day starts. The new patient coordinator's number one intention should be to create a platform from which the TC can succeed. The focus should be on creating a strong positive first impression, initiating connection, and preparing the patient to start by discussing key pieces of information that eliminate obstacles to starting the patient the same day as the exam.

Now that you've made an impeccable first impression through the initial touchpoints, it's time to build upon them. What happens when your new patient walks in the door? Having spent half my life in the dental field, I've witnessed it time after time.

Many practices are now having new patients schedule their new patient exam on their website. This fairly new technological advantage is helpful for patients wanting to schedule their exam when the office is closed, as an example at 2:00 am; however, it is imperative that the practice followup to create a touchpoint of connection.

The new patient walks in, a little uncertain of where to go or how to check-in. They might look around as they walk up to the front desk and see a sign directing them to the "sign-in" computer. The scheduling coordinators are on the phone and there is a line forming to schedule follow-up appointments.

The new patient phone call should be so powerful that the patient intuitively knows that they have found the right office before they even step in the door. Their decision is only reaffirmed once they arrive.

Meanwhile, your new patient is left to fumble around at the sign-in computer. The scheduling coordinator Continued on page 6 5


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Communication is Key When a New Doctor Joins Your Practice By: Leon Klempner, DDS & Amy Epstein, MBA

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Develop Content

o you have a change of practice ownership in the works or are you bringing in an associate? When any change is underway it's never too early to start planning your communication strategy. You won't execute your communication plan until all the documents are signed and the transaction takes place, but planning well in advance of this event is paramount. Patients don't like surprises, so a communication plan should be rolled out starting in the months before any transition takes place.

We start by writing up a few paragraphs of core language as a basis for all communication. This will guide the rest of the content so that messaging stays on point, even if it varies by audience. During the months within which the transition takes place, the storyline will be mapped out and delivered through every available communication channel. Building trust isn't only about having both doctors sit together with referral sources, staff, and patients. People have to get to know the new doctor as an individual. This is done by telling everyone about their background, skills, and hobbies. People want to know about more than just diplomas. Does the new doctor have a family, perform volunteer work, or spend downtime painting landscapes? This helps them connect with the doctor on a personal as well as professional level.

The upside of a good communication plan is that patients and referral sources will feel very comfortable with the new doctor. Forgoing communication risks backlash - lost patients, hesitant referral sources, negative word-of-mouth, and erosion of the reputation and trust you spent years building. We help doctors effectively communicate any transition that affects patients, whether it's a new doctor joining or retiring, or a practice acquisition. Here are some tips on what works best.p

Promote on All Channels Matching communication touchpoints with specific messaging to ensure all channels are covered is just as important as the content itself. We suggest taking a deep dive into your stakeholders' profiles to find out who they are and how they receive their information from you. Use every tool at your disposal, including personal letters to referral sources, blog posts, social media, in-office material, and emails to patients.i

Timing is Key As we mentioned, you need to plan well ahead of your communication roll out, usually between three and six months. Remember that the execution of this plan must wait until the transaction is completed; many things can happen before the closing, but the prior planning will have you ready to go when the closing documents are signed and "it's official." The timeline should include room for the development of communications, as well as internal approvals and distribution. We work with a practice to outline this schedule, conduct interviews to garner the necessary information, and develop the content for each stage, communicated through the right channels in the right order. In some cases, a rebranding effort will be recommended and needs to be worked into the timeline. Consider all the collateral that must be updated, including the practice name, logo, stationery, office signs, website graphics, and social media pages. Responsibilities for executing a plan can be assigned to staff or contracted out to a partner, such as People & Practice, to manage.

Don't Forget About Face Time Good old fashioned face-to-face, in-person communication is probably most important of all. Discussions with patients during appointments and introductions go a long way toward smoothing out the transition process. An off-site event - like bowling, ice skating, or pizza party - to introduce the new doctor might also be a fun way for patients and referral sources to meet the new doctor in a relaxed setting. Inoffice signage welcoming the new doctor also makes patients feel that there is full support among the staff. Additional communication should also be considered on a case-by-case basis. Your marketing partner can help create customized events, signage, and other print and digital marketing material.i

Assess the Stakeholders

The bottom line is to make sure everyone focuses on the goal of the plan: to get people comfortable with what is happening in your office ahead of any changes. The more people know, and the more time they have to process the information, the better they will feel about it.

When we advise a practice on a transition plan, we discuss what each stakeholder group cares about most and what they need to know in order to feel confident in the change that is occurring. There can be overlap but it will probably be different for each audience. When a new doctor joins a practice, for example, it's important to make a personal endorsement to demonstrate your confidence in him or her. Referral sources need to know that a new doctor will continue to attend to their patients with the same top care and service they have come to expect. Parents need to be assured that their children's progress and treatment will not change. The overall goals are to build trust and familiarity, transfer the trust of one doctor to another, and allay fears.

Leon Klempner, DDS and Amy Epstein, MBA are co-founders of People & Practice, a digital marketing consultancy exclusively for doctors. We understand your practice because we've been in your shoes: our expertise comes from 40 years of private practice and as many combined years of marketing experience. We help you get new patients in a digital era by informing them about what makes your practice different from every other option using the online resources they rely on for their research. For more information, or a free marketing analysis, call 888.866.DOCS, or email hello@pplpractice.com.

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Bentson Copple reSource 2nd Quarter 2019

Expanding Appointment Intervals with Dental Monitoring - Part 1

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have been an orthodontist for over 35 years. As you can imagine, a lot has changed during my career. We have gone from stainless steel wires that required a lot of bending to super elastic wires that maintain their activation over a much longer time period. There has been an explosion of clear plastic aligners replacing the standard metal brackets. Advances include standard analog x-rays to digital x-rays and CBCT volume studies. We have also progressed from in-theoffice collections to having that function performed by an outside agency. All of this has allowed us to stretch out the time interval between appointments. I believe most of us would agree that as orthodontists we are a bunch of control freaks. Letting patients continue treatment beyond our comfortable time intervals produces a good deal of stress to most of us. How do we decide on the interval between appointments for our patients? Did you learn appointment timing from your favorite instructor during your residency program? Do you follow a guru? Do you just copy your industry friends' timing methods? Better yet, if there are a set number of aligners in a box - do you follow the standard suggested interval? Once that riddle is solved, you are now in a position to greatly increase your efficiency. Let me explain my thinking. I have always been interested in improving efficiency, both inside and outside the office. As a student, I recall friends in dental school who studied many hours beyond what I felt was efficient. I like to seek out products, techniques, and equipment to make my life easier and more efficient. About four years ago, I attended the World Federation of Orthodontists meeting in London, England. During this meeting, I came across a new software product called Dental Monitoring (DM) based out of Paris, France. The engineer behind this product also developed the HARMONY lingual bracket system, which was later sold to American Orthodontics.

By: Dr. C. William Dabney This was an extremely valuable piece of information, as I was using the SureSmile system to deliver care to my bracket patients. I recognized that I was changing wires much too soon and some of the wire prescription did not have time to fully express itself. As an example, posterior torque is one of the last movements to be fully expressed and I was not allowing the wires enough time to do their work. Using the SureSmile system, I reduced the treatment time from 23.5 months to 15.7 months. I thought that was great - but what I should have been watching is how many more appointments were saved and how many other appointments could have been eliminated. The fewer times patients are seen will greatly affect your revenue per appointment. The formula I currently use to determine revenue per appointment stems from a formula I learned a long time ago concerning transfer cases. The original transfer case formula was used to determine what is owed to the doctor and also the patient financially at the time of transfer. My revenue per appointment goes something like this - I allocate 28% of my total fee to getting the braces on and 12% of my fee to getting braces off, and retainers delivered. Therefore, the remaining 60% of my fee is used in determining my "revenue per appointment." Not long after integrating DM, they introduced a product called GoLive for clear aligner patients. With this new product, I follow my patients to see if they are wearing the clear aligners enough to progress to the next stage. I can also see if there is a fit issue or possibly a cracked aligner, am notified if this is the case, and can then make the correct diagnosis for the patient. With GoLive, the interval between appointments for my aligner patients quickly extended from 6 to 8 weeks - now patients are seen every 12 to 18 weeks or longer!

My original concept to use this new DM software was to monitor patients who lived 30 to 90 minutes away from the office. I did not want them to travel to the office for a simple check, which would be a waste of time to them and also for the office. Each of us has experienced seeing a patient only to realize that not much has changed in their development or retention status since the last appointment. I believed using DM would be a quick fix to these situations.

I consider DM my insurance policy that nothing will go wrong over this extended time. Not only did DM pick up issues with anterior teeth but also posterior teeth as well. Some of my colleagues say they can do a similar evaluation from selfies, but I do not believe they can come close to doing this on posterior teeth with much less information but more work. DM also provides alerts to dental health changes or tooth abrasions. All of these processes can be automated with DM and require very little time with the doctor and staff if the case is progressing on schedule.

After using DM for a very short period of time, I realized that I was extremely shortsighted on how to efficiently use this very powerful new software that is driven by Artificial Intelligence (AI). I realized that there was an abundant amount of data generated after each patient scan. I could now observe how much each tooth moved between appointments and also see if the arch wires were still active.

In the 2nd Quarter 2017 Bentson Copple reSource, Angela Weber, Chief Marketing Officer of OrthoSynetics, asked the question, "How can orthodontists adapt?" One of her solutions was to simplify the process for the treatment, which can be a competitive weapon. There is an organization called the Society for Participatory Medicine. Their mission is to transform the culture of patient care to provide better care Continued on page 14 911


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Bentson Copple reSource 2nd Quarter 2019

A Guide To DIY Marketing & When You Need A Professional By: Jaclyn Whiddon

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s an orthodontic marketing consultant, I'm not selling a marketing product to my clients, instead I'm there as an extension of their team to guide their marketing decisions. Sure, some people come to us for just a specific item - design, branding, printing, video or digital marketing, but the larger majority want advice.

this written goal (your plan) in a place you and your team will see. Review it at monthly meetings. Work together to achieve the goals you have for your practice! If you get stuck, I'm happy to answer any questions. I assure you, if you have your goals written down, if you are continually talking with your team about the goals, you will achieve far more success than if you only say yes to opportunities that are presented to you.

There are a lot of "Do-It-Yourself" opportunities when running a business, but sometimes the cost of DIY is more than the savings! My goal is to help you learn when you can do your own marketing and when you need to seek out a professional. As a business owner, I understand the need to control overhead and expenses, sometimes DIY is a great solution.

Office Stats Knowing your office and marketing stats will help you measure the success of your efforts. As a business owner, I want to know how every client comes to my business. You should want to know why every new patient decided to pick you for a free consultation! This is what I love about doctors just starting out, they want to know as much as they can about their new patients. They are still excited when someone selects their practice! These doctors don't need to glance at reports to tell me how their new patients learn about them - they know it by heart.

I'm going to share with you advice on the following areas of marketing: Creating a plan, stats, dental marketing, digital marketing, and community marketing. Creating a Marketing Plan In January, I did a webinar for our clients that focused on creating a marketing plan. The goal is to evaluate marketing opportunities that fit in your marketing budget, and spread them out over the year. Most of my clients devote 3% of gross revenue to marketing. Some larger multi-doctor/ multi-location practices spend a little less, but practices that are seeking growth spend a larger percentage. The fact is, you can't grow your practice without a marketing budget. Additionally, you can't sustain a successful practice without continued marketing. Don't work your entire career to grow your private practice only to stop working on maintaining the growth (if your goal is to one day sell and retire).

What I can tell you with 100% certainty is, I've never consulted with a high-volume practice that does not have a finger on the pulse of its new patient stats. It's that important! We all gauge success in a different way. You may not desire as high of a volume as some other offices, but we can all agree that getting the most return on your marketing investment is a top priority. Without properly tracking and analyzing your practice stats you will never know the success of your marketing plan.

It's not enough to only look at production numbers, or the number of new starts. You need to know the referral source for the new patient. Most offices know the specific number of dental referrals, patient referrals, family referrals, schools, community, internet, social media, insurance, etc. Some offices only track totals for dental referrals, but I believe that you should know which dentists are referring to you, and how many patients each is referring. Not all practices receive the majority of their new patients from dental referrals, but many do. If your practice relies heavily on this type of referral you really should treat each individual doctor as an individual referral source and marketing opportunity.

Once you have your marketing budget established, I recommend dividing it into categories. Once you've established how much money you plan to spend this year in the various categories (dental, internal, community, digital, etc.), then you should divide this into quarterly budgets for each category. This plan won't work for everything, some categories may go through the budget all at once instead of equally spread throughout the year. For most categories, this will work to ensure that your budget will allow for continued marketing, in all areas, for the entire year.

This conversation would have been different many years ago when most orthodontists received all of their new patients from dental referrals - but today so many come from other sources. Offices that were primarily fed from dentists are seeing a slow decline in the percentage of their new patients coming from dentists. You need to be able to accurately track and measure the success and outcomes of your marketing efforts in all categories.

Far too often when I begin consulting with an office, I learn that their marketing plan is to say yes to something only when a good opportunity presents itself or cash flow permits. This is not a strategic marketing plan, and is not the best use of your funds. Spend a little time writing down your marketing goals, where you want to invest more time and resources, and how you plan to do that each quarter of the year. Go a step further and attach deadlines or due dates by each of your marketing goals. Write down the steps it will take to do each item or recruit team members to help achieve the tasks. Place

In addition to tracking new patients, it is valuable to track your website and social media analytics. You can't Continued on page 13 12

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analytic mapping strategies. For example - Market Maps can reveal the number of children under 18 years of age, with a household annual income above $100,000 per year, that live near your orthodontic office. It can also narrow down schools, quantity of dentist and dental specialists, number of children by school grade level, family income, etc. This investmentgrade data has great potential for use by practice owners for marketing purposes and those considering expansion - and we think it's worth a look!

in dentistry and in the specialty. Our goal is to get to know these companies, as best we can, to be able to advise doctors who ask about the available options. As a sidebar to DSOs and private equity money, we’d also like to note that both Cloud 9 Software and OrthoFi had a new equity partner join their respective companies just prior to the meeting to fund continued growth. This is sure to propel both companies with more capital and stronger management support as they continue to serve the specialty.

While we are certainly not experts on the clinical side of orthodontics we were interested to learn more about a relatively new player in the orthodontic space, INBRACE, by Swift Health Systems, INBRACE looked like a mega company in the exhibit hall with a large footprint and theatre space, but the company is actually just introducing their product to the full orthodontic market. They have implemented Smartwire technology where a robot bends a wire placed on the lingual arches. INBRACE says this product is not just another "lingual" system, but rather a new treatment modality, much like aligners created a new type of treatment.

There has been great interest regarding how 3D printing can be economically used and scaled for the solo and small group practice. We are certainly not experts in this area but do see an increase in the use of 3D printers as we value practices. We spoke with Bryan Delano, Partner at both Renew Digital and 365 Printing, the largest distributor in the world for EnvisionTEC printers about his views on where we are with 3D printing in the orthodontic space. He tells us the printing speed is getting faster. For example, the lead printer they sell is the Envision One, that prints eight arches in fifteen minutes and makes same-day retainer delivery an option for practitioners.

3D Printing

We had the opportunity to visit the INBRACE headquarters in Irvine twice, once last year and then again to speak to their employees (approximately 70 team members) the Wednesday prior to the Annual Session this year. We were impressed, to say the least. The technology is incredible and the people are even more so.

The cost for this printer, with installation and training, is about $18K from 365 Printing today. Bryan says sales are increasing and he believes that perhaps later this year it will be possible to print a retainer without a model directly, another step forward that would eliminate printing a model digitally prior to fabricating a retainer.

Led by CEO and orthodontist Dr. John Pham and founding board member Dr. Ron Redmond, the company has recently attracted some great sales and marketing talent in Matt O'Connell and Dale Herman. Richard Iverson, Former CEO of 3M Unitek is also engaged as an advisor. The technology talent is deep at INBRACE and we look for this company to make some noise and progress as they bring their product to the market.

3D printers are moving out of the hobby stage and into the mainstream. Within 5-10 years, Bryan believes when making a list of what equipment to purchase for a new office, purchasing a 3D printer will be a box to check.

There were many more new products, interesting ideas, and companies to write about, but these were just a few that caught our attention. We'll continue to build relationships with the leaders of new companies and provide our readers with information about how to learn more in the future. Bentson Copple & Associates, LLC has no financial interest in any of the products or companies mentioned in this article.

DSOs Much of our time at the AAO Annual Session was spent talking about DSOs with doctors who came to us inquiring about this market trend. We also had a number of discussions with existing DSOs in the orthodontic space and new private equity backed companies that will be appearing in the specialty soon. Consolidation is a word our team has been using for five years or so to describe what many call corporate dentistry.

Chris Bentson is a partner with Bentson Copple & Associates, LLC. Chris is a veteran in the field of orthodontics with a 29-year career in the industry. He currently serves as a committee member for the AAOFTT (American Association of Orthodontists' Future Think Tank), an advisory committee member for the AAO Bulletin, and board member of the AAOF (American Association of Orthodontists Foundation). He can be reached via phone at 800-621-4664 or via email at chris@bentsoncopple.com.

Each one of these emerging companies has its own culture, plan, and differences, but this segment is accelerating

This publication is not intended to render legal, investment, tax, or accounting advice. If legal, investment, tax, accounting advice, or any other expert assistance is required, the services of a competent professional should be sought. Further, the views of the authors of articles contained in this publication are not necessarily those of Bentson Copple & Associates, LLC. 3


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2019 AAO Annual Session Review

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MISSION

All orthodontic care is provided by qualified specialists who successfully address patient needs.

GOALS AND OBJECTIVES

CORE VALUES

To advance our members’ success through education, advocacy, and research that drive excellence in patient care.

VISION

AAO Strategic Plan 2018-2022

Our members come first

We are inclusive

We are data-driven

We seek active engagement

office strive to provide an environment and experience that is worth talking about? I think we have a unique opportunity in orthodontic practices to give our consumers more than what they expect! Think of the type of service you're given at most medical practices. It's not normally elective treatment and seldom does a medical provider do anything to go above and beyond in customer service. Orthodontics has a unique opportunity to provide much more to our patients, giving them an experience worth raving about! The substitutions and competition can provide tooth movement without interacting with a doctor - if someone is choosing to come to you, they want more out of their experience. Evaluate the different ways you can improve your patient-centered marketing efforts this year!

always track the direct return from all marketing efforts, some items are building brand awareness. However, you should try to track as much as possible. The data year after year will be extremely valuable as you create a plan for your marketing budget. Just a reminder on stats, you want to know how many people took action and called your office. This is the most accurate measure of your marketing efforts. Take it a step further and analyze how many new patients call and don't schedule or 'no show' their exam. This data could share a tremendous amount of information. Perhaps you have numerous calls for patients seeking a cleaning instead of orthodontics, this could indicate a problem with your marketing message. Perhaps you have many that schedule but never show up, this could indicate a problem with your administrative team, scripting or the wait time for an exam. The deeper you dive into your stats the more tools you'll have to accurately plan your marketing strategy.

We are ethical

PROMOTE AND DEFEND OUR SPECIALTY

1. Positively differentiate the profession by increasing consumer awareness of the value of specialized orthodontic care 2. Mobilize AAO members to actively engage in AAO’s advocacy efforts to address practice encroachment and other legislative and policy priorities 3. Ensure that orthodontists benefit from the highest standards of professional ethics and education

ENGAGE AND DELIGHT OUR MEMBERS

4. Leverage emerging technologies and data analytics to maximize member awareness and participation 5. Develop and disseminate resources that address members’ professional needs across the career spectrum

Digital Marketing If you're not engaged in digital marketing you are missing a huge opportunity to reach your target audience. Digital marketing can include many categories like Google AdWords, and social media platforms like Facebook, Instagram, and Snapchat. I've covered many ways you can help yourself with DIY marketing in the other categories; this is one area where I highly recommend a trusted professional assist you. Too many times an orthodontist has come to me and shared the ridiculously high fees that they are paying an agency to handle their online marketing. We've saved doctors thousands of dollars on their online marketing, while improving the traffic to their website and increasing the amount of new patients that call their office and state the "internet" as the referral source.

Dental Marketing Marketing to the referring dentists is not something that all practices do. I've had many conversations with new orthodontists who have found this path to be a difficult one. On the other hand, I've seen many practices benefit from dental referrals and have heard many doctors say time and time again that these patients are the best new patients and are most likely to say yes to treatment. We all know there is value in a patient coming in for an exam who is current on their cleaning and dental work and ready to start treatment. If this is a marketing goal for your practice, my best advice is to be intentional about your marketing efforts. Tried and true efforts like visits, events, lunches, etc. are great options.

If you are not handling your own online marketing there are a few questions you should ask your agency. You need to know how much their fee is to manage your ads in comparison to the actual budget that is designated to the ads. This is a gray area where a lot of doctors don't realize they are paying too much for the management service. You should also inquire about the difference in display ads on various websites versus the amount of ads that pop up with a listing to your website when someone is searching for braces-related keywords.

I suggest taking your marketing efforts to dentists to the next level. With numerous substitutions and competition in today's market, you may not be getting all of the "easier" Class I cases. Educate the dentists on your treatment success with a case study on a difficult case with excellent outcomes. Perhaps you're an expert in sleep apnea treatment, showcase it in a well-written case study. Sure, this might take a little time to get the patient's consent, gather photos, and write a clinical summary of your work, but I promise you the lasting impression will be much greater than it is with a delivery of cookies!

STRATEGIC INITIATIVES

DRIVE TRANSFORMATION AND INNOVATION

6. Advance promising practice modalities, business and ownership models, and talent management strategies that empower members to thrive 7. Explore partnerships and collaborations that can add scale and speed to advancing the success of AAO members

Public and Member Communications

Advocacy and Unity

Discovery and Innovation

Source: American Association of Orthodontists

Patient-Centered Marketing

I don't know about you - but if I've googled the weather or a recipe, I don't often click on the picture ads. I do click on ads when I see something directly related to what I'm looking for. Digital marketing and online ads can be confusing and complex. This is one of the areas where a trusted provider can help you significantly!

I sat in a hospital board room not too long ago and listened to an executive explain to our Board of Trustees that roughly 80 percent of family healthcare decisions are made by women. This is something most of us have probably known for a while, but when you stop and think about your marketing efforts - are you specifically targeting Moms? Does your

Social media marketing falls under the digital marketing category and shouldn't be overlooked. If I can give you any advice, it is to invest in video content to share on social sites. People come to social media to engage with photos and videos and the analytics show us time and time again that more people engage with this type of content.

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If you're looking for an easy way to engage with people but don't want to invest in the time to create content, having branded Snapchat filters in your office is an excellent investment! I can give you examples where the cost per impression is pennies and for some, it is less than a penny per impression. Most of the time it costs less than $500 per year to have a Snapchat filter active in your office. When kids (and some adults) are in the office they can take a picture and overlay your filter on their picture. Now when they share it with their friends, they see your name and logo. If you aren't familiar with Snapchat this can be hard to understand. I've created a video training on utilizing Snapchat in your marketing and would be happy to share it with you. The great thing about the filters is you can change them as frequently as you like. Many of our offices change them for the seasons or holidays throughout the year. You may not find a more affordable or easier way to get your name in front of your target audience, teens!

ways to do multiple things with fewer organizations. It takes more than seven times for someone to recognize your brand, and sometimes more, before they act upon it. Sometimes the cost of your "no" to a sponsorship opportunity can be more than the cost of the ad or banner. If an active community parent with multiple children in treatment asks you to sponsor something for their child and you say no to a small monetary investment this could result in negative talk or outcomes. I understand you can't sponsor everything and there are ways to script your response, but I highly recommend you weigh the cost of your "no." The business side of running an orthodontic practice takes time and effort. Success comes from strategically working to reach your marketing goals. This is not an area where you can simply sit back and wait to see what happens. If your goal is to DIY your marketing, my recommendation is to read as much as possible, listen to podcasts, and continually learn how to improve your practice. It's important to spend time with your team communicating the goal so they will be more invested in helping you reach your marketing and practice goals. If you find that you're stuck and don't know how to improve, I recommend a trusted marketing advisor as an extension of your team.

Community Marketing Community marketing can be costly, but the return can be high. This is an area where sponsorships and events can cost a lot of money and the time to see the return on your efforts can be a while. Even with the slower exposure, I think community marketing is worth it. I often recommend, instead of casting a wide net and trying to get a little bit of exposure in all areas, it is better to get more exposure in a few areas. Instead of sponsoring something at every school, sports program, or arts organization, you could strategically look for

Jaclyn Whiddon, orthodontic marketing consultant, is the owner of The Whiddon Group. Her team assists orthodontic practices with almost any area of their marketing needs. Jaclyn has helped offices through ongoing coaching, in-office consulting, design and branding services, as well as digital marketing and external marketing strategies. To learn more visit WhiddonGroup.com.

Expanding Appointment Intervals with Dental Monitoring - Part 1 Continued from page 11

by getting patients involved with their treatment. That society found there will be improved health outcomes, greater patient satisfaction, and lower cost using this participatory model. Dave deBronkart, Co-founder of the Society for Participatory Medicine, states "some think patient engagement and empowerment is an insult to the wisdom of the clinicians. Nothing could be further from the truth. Active, engaged patients contribute to the work of care." I believe DM's products encapsulates the society's mission.

much time it will take on a daily basis to use DM. He asked about staff time and the training to fully integrate this new technology. He also asked if this would shorten treatment time. All of these questions will be answered in our next installment in the Bentson Copple reSource, scheduled to appear in the 3rd Quarter 2019 edition. I will also show you the cost efficiencies of properly using the system. Dr. C. William Dabney is a skilled orthodontic specialist in Midlothian, Virginia, who offers orthodontic treatment utilizing the most innovative techniques including SureSmile® digital technology and Dental Monitoring. He has been in private practice since 1984 and is also a past-president of the Virginia Association of Orthodontists. Dr. Dabney currently volunteers and has served as the Virginia director for the Smiles Change Lives program, an orthodontic nonprofit organization dedicated to helping kids from low-income families receive braces.

In a personal email from Dr. Bob Hager, he asked me some questions about a project I was working on that involved DM. He asked about what was involved in integrating this into an office, how it was used for active patients, and the potential use for retention and recall patients. He also asked about how

Bentson Copple & Associates Valuation, Transition & Recruiting Services

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2nd Quarter 2019

2019 AAO Annual Session Review

In This Issue:

By: Chris Bentson he recent AAO Annual Session in Los Angeles gave our team the opportunity to not only meet some new faces, connect with clients, vendors, and friends, but also the chance to examine some new companies and ideas emerging in the specialty. This article will be a quick review of some of the things our team found interesting at the meeting and wanted to share with the readers of the Bentson Copple reSource.

T

AAO News The total attendance at the 2019 AAO Annual Session was 16,778, a slight decrease compared to attendance the prior three years, each over 17,300. There were fewer member doctors at this year's meeting (2,957) than at any meeting during the last five years. International doctors' attendance (1,116) was about the same as the last three years. This year did see a big increase in the number of student members attending (2,207). This is well above any year in the last decade. The American Association of Orthodontists Foundation (AAOF) offered, one-time per residency, a $400 cash stipend to any resident who came by the AAOF booth, which may have accounted for some of the increase in student attendance. On the other hand, orthodontic staff attendance (2,798) was the lowest since 2014. The last category - spouses, guests, children, and exhibitors (7,266) - remained on par compared to the last three years. The opening ceremonies for next year's event will be held on a Friday evening at the Mercedes-Benz Stadium. Saturday night will be reserved for Alumni meetings. The meetings for the House of Delegates will also be shortened in 2020. Finally, next year's meeting will also feature a new and younger member lecture track and a noticeable increase in the number of female doctor speakers that will more accurately reflect the gender changes occurring in all of dentistry and the specialty. We believe the AAO leadership from Executive Director Lynne Thomas Gordon, to the Board of Trustees, to the Constituent Society, leaders are really listening to the doctors they serve and trying some new ideas. These decisions are currently being guided by an AAO strategic plan put together for the years 2018-2022 and we have provided a review of that plan on page two. The plan outlines the mission, vision, core values, goals and objectives, and strategic initiatives for the Association. We invite you to review this plan, as it is being used to guide decisions by the association for the next several years. Since Bentson Copple & Associates is a company that values practices, constructs transitions, and recruits doctors for placement - we are always interested in new products that help doctors remain competitive and relevant in the fast-moving orthodontic space. Helping practices remain healthy practices that are growing and profitable is the main focus of this newsletter. As such, we were particularly interested in a new product that Ryan Moynihan has championed as the new CEO of Gaidge, called Market Maps and it debuted at the Annual Session. Imagine the United States being divided up into 3.4 million 1-mile squares. Within these squares, a practitioner can acquire an array of demographic and consumer persona data. Gaidge calls these squares "flex quads" and uses them for Continued on page 2

2019 AAO Annual Session Review page 1

Communication is Key When a New Doctor Joins Your Practice page 4

Harnessing Synergy in the New Patient Experience page 5

OrthoFi: Developed By Orthodontists for Orthodontists page 7

Identifying Missed Opportunities Using Business Intelligence page 9

Expanding Appointment Intervals with Dental Monitoring - Part 1 page 11

A Guide To DIY Marketing & When You Need A Professional page 12 The Bentson Copple reSource (ISSN 1559-1360) is published quarterly by Bentson Copple & Associates, LLC, 397 South Swing Road, Greensboro, North Carolina 27409. Periodicals postage paid at Greensboro, NC 27409. Telephone: (336) 379-8822 / (800) 621-4664 | Fax: (336) 333-0015 Website: www.bentsoncopple.com | Email: info@bentsoncopple.com Editorial Address: 397 South Swing Road, Greensboro, NC 27409 Subscription Price: $95.00 per year, 4 issues | Cover Price: $28.00 each ©Bentson Copple & Associates, LLC, 2019. Copyright strictly reserved. This journal is intended for use by the individual to whom it is addressed and may not be reproduced in whole or in part or redistributed in any way - including reproduction for internal distribution without the prior written permission of Bentson Copple & Associates, LLC.