Hygiene Schedule “Log Jam”

Hygiene Schedule “Log Jam”

Is your hygiene schedule too full? Believe it or not, your hygiene schedule can be over booked. This will inhibit your growth, cause your practice to plateau and increase your cancellation and no-show rate.

Here’s what I mean. Take a look at your hygiene schedule. Now look out 2 weeks into the future. Is it booked up solid, or are there some holes in the schedule?

If you have been in practice for several years, there is a good chance your hygiene schedule is booked solid with patients two or more weeks out. Believe it or not, this is not good. This is an indication of a capacity blockage in your practice.

If you don’t have holes in the hygiene schedule between now and 2 weeks, then where are you going to appoint new patients that want to get their teeth cleaned? Where are you going to appoint patients that need scaling and root planing?

When new patients or scaling and root planing patients are appointed out more than 2 weeks, the cancellation and no-show probability at least doubles. Do you see a lot of cancellations in your hygiene schedule the day before, or the day of the appointment? This is typically an indication of making patients wait too long to get a hygiene appointment.

Patients often either lose the interest and the urgency when appointed out more than 2 weeks. If this is a new patient appointment (especially a marketed new patient), they will often just call another dental office that can get them in sooner.

In my practices I am always looking at the hygiene schedule 2 weeks out. If the schedule is full, this is an indication that I need to either add another hygienist, or hire an assistant for that hygienist.

A hygiene assistant will allow my hygienist to see almost twice as many patients in a day, which has the same effect on the schedule as hiring another hygienist.

My hygienists love having an assistant because they don’t have to set the room up, or take x-rays, or clean the room. The assistant also helps them with charting. These things make the hygienist much more productive and efficient.

If you hire a hygiene assistant, I recommend putting your hygienist on commission. This will allow your hygienist to increase their income, which is only fair since their number of patients they see each day will increase.

Also, by adding more hygiene appointments, the production increases on the restorative side of the practice. If I am doing twice as many hygiene exams in a day, then I am going to diagnose about twice as much restorative dentistry.

Alleviating the capacity blockage in hygiene increases the production of the entire practice. If the revenue in your practice has plateaued, take a look at your hygiene schedule. That is probably one of the places the blockage is located.

For some of you, the problem is that you don’t have the physical space for another hygiene treatment room. You may need to turn an unused or underused doctor room into a hygiene room. Or, you may need to remodel to get the space for an additional room. Some of you have the treatment room that just needs equipment.

The money that it costs you to add a new room and a new employee will pay for itself many, many times over. We typically see an increase in over all production of $25,000 to $30,000 per month from adding a new hygiene room.

This is due to the increase in restorative dentistry that is generated, more new patient appointments available, more scaling and root planing, and more recall patient appointments.

Let’s look at the costs. If you get a loan to add a new treatment room, the note payment will be around $50 a day. Adding an assistant for your hygienist will cost you around $200 a day. So, for $250 a day you can have a new treatment room and another assistant.

If you see patients four days a week, the additional production generated should be around $1500 a day. That is a 6:1 return on your investment. Where else are you going to that kind of return on your money? This is a $300,000 increase in your annual production!

 

Taking Action | Quantum Leap Success

Are there things in your practice that you want to be better? Maybe your income, or case acceptance rate, or number of new patients, or profitability, or stress level? The only way you can change is if you take action and do things differently. As you know, the definition of insanity is doing the same thing over and over again, yet expecting a different result.

Here are some keys to taking action that have helped me make changes to create more success in my practice.

1. Take action in spite of fear. One of the major keys to your success is your ability to take action in spite of your feelings of fear. Major decisions that we need to make often cause fear. These feelings can cause us to “freeze up” and not take the action that we need to take.

Every dentist is confronted with decisions that can be fearful. It could be a decision to add a new treatment room, or expand your office, or add an additional employee, or fire an employee, or hire an associate, or open a new practice, or hire a practice consultant, etc. Taking action in spite of fear is crucial to your success because the more action you take, the more results you achieve.

2. Create something different. You create your own reality. If you don’t like your present reality, then changing your actions will change your future reality. This is empowering because since you control your present reality, then you also control your future reality. By changing your actions, you change your reality.

The practice that you have now was created by your choices and your actions. Whether good or bad, you created it. If you don’t like the result then create something different.

3. Stretch yourself. The people with the greatest success are the people that stretch themselves by taking the most action. The most successful are not necessarily the most talented, most knowledgeable or even those with the greatest skill. The most successful are those that push and stretch themselves.

When you implement new practice strategies, techniques and systems there is a stretching that happens for both the doctor and the team. Stretching is uncomfortable at first because you are doing something different. Just having knowledge about something doesn’t cause anything to change. Change only happens as a result of the action of implementation of that knowledge, which will stretch you.

4. Commit to change without advance understanding. You will never know all of the possible challenges that may occur due to a change made in your practice before you take that action. There will always be unforeseen hurdles and challenges that arise as a result of the changes made.

Dentists usually want to understand and know every possible scenario in advance before taking action. This quality makes you a good clinical dentist, but it interferes with the growth of your business. When confronted with a needed business change, dentists often get into a “paralysis of analysis” that prevents, or greatly delays their action. Commit to taking action without having to know and understand everything in advance, which is not possible anyway.

5. Change your belief.
Your beliefs determine your thoughts. Your thoughts determine your actions, and your actions determine your results. If you don’t like your results, then go back to the beginning, and change your beliefs.

Whatever you believe is right. If you don’t believe you can’t build a successful multi-million dollar dental practice, then you’re right, you can’t! If you believe that you can build a successful multi-million dollar dental practice, then you’re right, you can! Whatever you believe is right.

6. Commit to doing whatever it takes. Do you want to increase your case acceptance rate? Do you want to make more money? Do you want more new patients? Do you want more time off? Do you want to take more vacations? Do you want less stress?

When you know specifically what you want, then you can make the commitment to do whatever it takes to achieve it. The changes in your practice necessary for success will be uncomfortable at first. The desire for what you want, and the willingness to do whatever it takes, will help push you through the uncomfortableness of the necessary changes.

Apply these six keys to taking action and watch how your practice and your life will change.

AVOID the Case Acceptance Killers

As published in Practice Management

Are you getting the case acceptance that you want from your patients? Do you hear your patients saying this? ”I’ll check my schedule and call you back” or, “Let me talk with my spouse and I’ll get back with you.”

The average case acceptance rate for dentists is only 23%!
How would you like it to be 80%?

There are several things that dentists do that actually kill their case acceptance rate. The reason I know these “killers” is because I did this for 19 years before I finally figured out how to be successful in helping patients to say “yes” to their dental treatment.

The highest production I ever reached for those 19 years was only $675,000 a year using the “big case/teaching dentistry” type of case presentation techniques that my consultant taught. Maybe it works for some, but I couldn’t make it work.

Once I made the commitment and effort to change how my team and I communicated with patients about their dental needs, my practice had a huge increase in success. Ten years later, my practice went from $675K to $18 million! I think that’s pretty good confirmation that this method works.

There are three main things that dentists do that are case acceptance killers.
1. Not using co-diagnosis
2. Overwhelming the patient with too
much treatment too soon
3. Using “wiggle words

Most dentists set themselves up for failure when they do a new patient exam. They look at the x-rays, then look in the mouth and tell the assistant or hygienist what to treatment plan in the patient’s chart.

It goes something like this: ”Number 2 needs an MO. Number 3 needs a build-up and crown. Number 4 needs a MO. Number 5 needs a DO,” etc., until they end at tooth number 32.

What do you think is going through Mrs. Jones mind while all this is happening? First of all, she has no idea what the dentist is talking about. What she does know is that every time a tooth number was named off accompanied by dental lingo, then it is going to cost money. With every tooth number she is thinking “cha-ching, cha-ching, cha-ching!!”

The question in her mind, whether she verbalizes it or not, is “Good grief!!!! How much is this going to cost?” So, when you raise her up in the chair, money will probably be the first thing she wants to ask about. Now you’ve gone down the road of talking about finances and insurance, which is not where you wanted to go.

The dentist now tries to explain the dental lingo by teaching Mrs. Jones some dentistry but her mind is stuck in “sticker shock.” If she does 8 0 0 – 3 3 7 – 8 4 6 7 T h e P r o f i t a b l e D e n t i s t . c om 27 listen to the “Dentistry 101” session, she probably doesn’t understand anyway.

Now Mrs. Jones goes up to the front desk and gets a big treatment plan that costs way more than she ever expected or can afford. This is when she says… ”I’ll have to check my schedule and call you back.”

This process frustrated me for 19 years until I found a much better way. First of all, what would happen if we involved Mrs. Jones in the exam process where she discovered what was going on in her mouth at the same time we did? This way I am not telling her what I see – she is actually seeing it herself.

The first thing I do is look at the intra-oral pictures with Mrs. Jones to discuss her main areas of concern and ours. The assistant or hygienist has also discussed this area with Mrs. Jones before I enter the room. I talk briefly about the problem and what is going to happen if she doesn’t fix the problem.

I then go through the rest of the intraoral pictures and briefly talk about problems that I am seeing. Now Mrs. Jones is discovering the problems with her teeth at the same time that I am discovering them.

Co-discovery is powerful in building trust. I am not trying to convince Mrs. Jones that there are problems in her mouth because we are both seeing these problems together.

After looking in the mouth, I go back and talk about the top one, two or three problems that need to be taken care of first. I again tell her what is going to happen if they are not fixed and what the solution is.

Most of the time this process allows me to present treatment in stages instead of presenting a big treatment plan that blows her away.

It is crucial that we communicate with our patient in ways that convey the urgency and importance of the dentistry they need. Dentists often use “wiggle words” that actually diminish the importance of the dentistry.

If you verbally “think out loud” the treatment plan you are considering in your mind, it can sound indecisive. See some of the words and phrases that are case acceptance killers below. These words often leave the patient wondering if they should proceed with the treatment since you sound unsure.

Make an effort to change the way you and your team present treatment to your patients and you will see your case acceptance rate dramatically increase.

“Wiggle words” that kill case acceptance

As published in DentalEconomics.com

Are you getting the case acceptance that you want from your patients? Do you hear your patients saying, “I’ll check my schedule and call you back,” or “Let me talk with my spouse and I’ll let you know . . .”?

The average case acceptance rate for dentists is only 23%!1 How would you like it to be 70% or 80%? There are several keys to effective communication with your patients that will inspire them to want the dentistry they need. One of those keys is not saying some specific words and phrases that will kill your case acceptance rate. It is crucial that you communicate with your patients in ways that convey the urgency and importance of the dentistry they need. When I listen to dentists do newpatient
exams, I usually hear them use “wiggle words” that actually diminish the importance of the dentistry. These are some of those words and phrases that kill your case acceptance rate.

“I RECOMMEND”
“Mrs. Jones, I recommend that you get a crown on that tooth.” The implication here is that another dentist might recommend something different. This often leads patients to think that they should get a second opinion or just wait on getting the crown since it is only a “recommendation” and not really a necessity.

“POSSIBLY,” “PROBABLY,” “I THINK,” AND
“THINK ABOUT”
“Mrs. Jones, you possibly need a crown on that tooth.” “Mrs. Jones, I think you might need a crown on that tooth.” “Mrs. Jones, you should probably think about getting a crown on that tooth.” All of these words totally diminish the need for the treatment. They imply that the dentistry is not really that important and is optional.

“WATCH IT”
“Mrs. Jones, I see a crack in your tooth. Let’s just watch it for now.” What are you going to watch it do? Is it going to miraculously heal itself, or is it going to get worse? Would it be better to fix it now or wait for a chunk of the tooth to break off and possibly need a root canal too?

“SMALL” AND “LITTLE”
“Mrs. Jones, you have a small crack in your tooth.” “Mrs. Jones, you have a little cavity.” This gives the impression that if it is small or little, there is no need to bother with doing anything right now. Why not just wait until it is a real problem and fix it then?

“CONSIDER”
“Mrs. Jones, you should consider getting a crown on that tooth.” This implies that she can also consider not getting a crown on that tooth. This leads patients to think that this procedure must not be very important since the dentist is only asking them to consider having it done.

“MIGHT” AND “MAYBE”
“Mrs. Jones, we might be able to do a root canal and post on that tooth, or maybe an implant would be better.” As you well know, there are a lot of clinical parameters to consider when treatment planning a case. Most patients don’t understand this.  They believe everything is “black and white,” so you should communicate in a way that matches their belief.

If you “think out loud,” the treatment plan you are considering in your mind can sound indecisive. This often leaves patients wondering if they should proceed with the treatment since you sound unsure of yourself.

TEACHING DENTISTRY
“Mrs. Jones, see those dark spots between your teeth on the radiograph? We call that interproximal caries. We restore this with a dental material called composite that is bonded chemically and mechanically to the tooth structure.” Do you think Mrs. Jones really cares what you call the cavity between her teeth or how the filling material works? Do you think she will remember what you taught her five minutes later?

Don’t you think this would make more sense? “You have some cavities between your teeth that need fillings.” If you confuse your patients by trying to teach them dentistry, they will often make no decision. There is an old saying in sales: “Confused people don’t buy.”

You and your team communicating effectively with your patients will go a long way in increasing your case acceptance rate.

 

What Do You Want More Than What You Want?

As published in DentalEconomics.com

What does your dream dental practice look like?  What level of financial success do you want?  Is your current practice success what you hoped it would be?

When I started my first practice in 1984, my dream was to have a “big-case” type of practice with high fees and only a few appointments per day.  I decided that I would only offer comprehensive treatment to patients who wanted and accepted the ideal treatment plan.  No “one-tooth dentistry” or less costly treatment options for my practice — only the best and finest for my patients.  I was determined to run a fee-for-service practice for a limited number of very discriminating patients.  I did not take any dental insurance assignment, nor was I on any preferred provider organization (PPO) insurance plans. It was basically a cash-only practice.

My “dream practice” eventually turned into a nightmare! I became increasingly frustrated, as most of my patients did not accept treatment. I was tired of struggling to pay the bills. I was tired of not taking home enough money. I was not experiencing the level of success I had always hoped for.

After 13 years of doing the same wrong things over and over, I burned out. I gave up, sold my practice, and worked for the buyer as an associate. A few years later, his wife (who was also a dentist) caught him at a hotel with another woman and killed him.  Following this tragedy, I bought my practice back from his estate with an unwavering determination for success. I made the choice to want success more than I wanted my ideal practice. I then grew the practice from $675,000 to over $4 million a year in only five years.

Have you been using a practice business model that is getting you nowhere? You need a practice model that is practical and that provides what your patients want. I find that most patients want their treatment to be completed in stages due to financial limitations. Many want less-than-ideal treatment options to make their treatment more affordable. Patients want your treatment to be covered by their insurance plans. Most patients want convenience. They want an appointment today or tomorrow, not two weeks from now. If you can’t meet their criteria, they will go to another dentist who can.

I believe that, in order to be successful in dentistry, you must “consumerize” your practice and provide what patients want. The doctor and team must know how to inspire the patient to want the dental treatment they need. People will pay for what they want but not necessarily what they need. My patients were telling me that my practice model wasn’t what they wanted by not accepting treatment. Most of them were leaving with sticker shock as I tried to “sell” the big case.

Your patients will tell you how your practice is performing by “voting with their feet”. If your case acceptance is low and/or your number of new patients is low, you need to make some changes to your practice model.

In reality, I wanted my ideal practice model to work more than I really wanted success.  What do you want more than success? Some dentists want comfort, safety, ease, low-risk circumstances, or autonomy more than they want a successful practice. If you want something else more than you want success, that thing will win because what you want more will always dictate your actions. It is futile to continue doing the same thing while hoping for different results. I did that for years.

I have met many dentists over the years whose stories are similar to mine. The stress of running an unsuccessful practice caught up with them, and they burned out after only seven to 10 years of practicing. Like me, many will finally reach the point where the pain of their current situations pushes them to make changes.  And some will continue trying to make a practice model work that simply will not.

Building a successful practice requires a high level of commitment because it requires enduring the discomfort of implementing the necessary changes. If above-average success in dentistry were easy and came naturally, everyone would be doing it. When you want a successful practice more than any other things you want, your practice will change.

 

Should You Hire a Consultant?

As published in DentalEconomics.com

Dentistry is one of the most difficult professions to master. You not only have to be an excellent clinician; you must also be an expert in many different areas of your business (e.g., effective communication, team leadership, team inspiration, business systems, capital expenditures, profit and loss statements, business growth strategies, marketing).

This means that you must wear many different hats. You are not only the owner/CEO, but also the COO, HR director, marketing director, bookkeeper, and of course, the clinician whose services generate revenue. Unless you happen to have superhuman powers, there is no way that you can perform optimally in all of these areas without help.

You need a mentor – someone who has achieved the level of success that you aspire to and who can teach you how to get there. Sometimes, mentors are also consultants. I have had many mentors over the years; some were great, some were not, but I learned extensively from them all. The great mentors helped me to grow my business rapidly in ways I could not have done alone. The not-so-good mentors cost me a lot of time and money. On the bright side, I learned what not to do in my practice!

A good mentor helps you see what you can’t see yourself. He or she gives you a road map to make the changes you need in yourself and your business to be successful. A mentor also holds you accountable for changes you have agreed to make. If you keep doing the same things, then you will keep getting the same results. The only way to have different results is to change the things you are currently doing.

The key to success is the implementation of information. Simply having the information doesn’t change anything in your practice – you must take action and implement this knowledge. A good consultant will hold you accountable to implement these changes. They will also help you navigate any roadblocks or hindrances.


The key to success is the implementation of information.

Simply having the information doesn’t change anything in your practice
– you must take action and implement this knowledge.


Every successful businessperson has had mentors in their lives that helped them achieve success. The same goes for successful athletes. From Donald Trump to Tiger Woods … their success is in large part because of the help of a mentor, consultant, or coach.

You can be an excellent clinician and still not be financially successful. For many years I took tons of CE, improved my clinical skills, and increased the dental services that I could offer. Yet, I was still just barely able to pay the bills and pay myself. After 13 years, I burned out.  This led me on a journey to discover the secrets to practice success. I was able to grow my practice from $675,000 to over $4 million in only five years.

Let me ask you two questions: Do you see yourself as a dentist who unfortunately must also run a business? Or, do you see yourself as a dentist who has learned to leverage your clinical skills to build a thriving business? Most dentists identify with the first category, not the second. If running a business doesn’t come naturally to you, a consultant helps you learn how to do so successfully. Simple as that.

Take it from me … someone who has “been there, done that”. In addition to seeking and learning from a mentor, hire a good practice management consultant. Unlike other types of mentors, a consultant comes with a price, but don’t fret over the cost. Your return on that investment will be huge as your practice revenue goes up and your stress goes down. How much would it be worth to you to double or triple your monthly revenue while cutting your stress in half? Cost should never be the issue, but only your return on investment.

A good practice management consultant, coupled with a dentist willing to make changes in how they practice, can accomplish these kinds of results in 24 months or less. Make 2015 your best year ever! Stop wasting time thinking about it and hire a good consultant.

 

Recipe for Rapid Practice Growth

As published in DentalEconomics.com

Has your practice’s growth plateaued or declined over the last few years? Our weak economy has made it difficult for many dental practices across the nation.

Would you like to create a rapid growth in your practice in spite of the weak economy?  You can if you make some changes to the way you practice the business of dentistry.

Times have changed. You can’t run your practice the same way that you have for the last few years and expect it to continue growing and be financially successful. Our economy has changed. The consumer has changed. How people pick a dentist has changed. How to market your practice has changed.

What we find in dental offices across the nation is that problems that hinder practice growth have always been there. Now that the economy is down, these problem have become magnified.

Rapid practice growth requires willingness to let go of comfortable long-held beliefs about the business of dentistry. After 19 years of barely getting by in my practice, I changed the way I practiced the business of dentistry. As a results, my practice’s revenue grew from $675,000 per year to $4 million per year in only five years.

Here are four basic ways to increase your practice revenue:

  1. Increase your case acceptance rate.
  2. Increase your capacity to do more dentistry.
  3. Increase your number of high-profit procedures.
  4. Increase your number of new patients.

Using a business model I call PracticeSMARTS, you can focus on all four of these revenue-producing methods at the same time in order to create rapid growth.

Systems for everything – You would never think of getting on an airplane with pilots who don’t use systems and checklists. So, why would you want to “fly” your practice without written systems? Systems make it clear how things should be done. Systems keep your team accountable. Systems keep things from falling through the cracks. Systems keep things running smoothly and efficiently. This adds up to increased profit and decreased stress.

Marketing nonstop – Continual marketing produces a steady flow of new patients.  The right marketing answers the question in the potential patient’s mind: “What’s in it for me?” If your marketing doesn’t answer that question, it will not be successful. The right marketing is also an investment, not an expense. My marketing brings me a 4:1 return every month. Where else can I get a 4:1 return on my money these days?

Absolute efficiency – Do you want to see profit at the end of the month? Make everything in your office efficient. Efficiency creates time. The more time I have, the more dentistry I can do. The more efficient my team and I are, the more patients we are able to see. Efficiency is one of the best ways to reduce overhead because it increases production per hour.

Rewards for the team with profit bonuses – The right bonus will turn your employees into “business partners”. They will run the practice for you, so you can focus on the patients and the dentistry. Your time is the most profitable when you are treating patients, not when you are doing all the other stuff in your practice. The right bonus motivates your team, empowers them, and lowers your stress.

Team “selling” for case acceptance – “I’ll think about it, Doctor.” Are you tired of hearing that? Helping patients say “yes” to the treatment they need is a team job. Your case acceptance will go way up when you and your team connect with the patient on an emotional level and stop trying to teach them dentistry. Teaching dentistry to your patients is the wrong approach. People make decision about their dental treatment based on emotion … not education.

Same-day dentistry – “Mrs. Jones, would you like to get that crown done today while you are here?” Your profitability is much, much higher with dentistry done today than dentistry done next week. You also don’t have no-show or cancellation problems when you do it today. Patients love getting it done today too!

You can create rapid practice growth in any economy with these strategies. Make the decision today to transform your practice.

 

How To Help Patients Want What They Need

How many times have you worked up a big treatment plan only to hear the patient say, “I’ll think about it”, and then you never see them again?  Do you get tired of hearing patients say they do not have the money?  Would you like to change this?

Dr Mike KesnerPatients will usually pay for what they want, but not necessarily what they need.  So, how do you help your patients want what they need?

The average case acceptance of dentists is only 23%.  This means that 67% are walking out of your office doing nothing.  How would you like to have a case acceptance rate of 80%?

Here is how you can.

You must first understand the psychology behind why patients either do or do not accept the treatment you recommend.  There are two main factors patients use to make decisions on dental treatment.  If this decision process were a math equation, it would look like this:

FACTS + EMOTION = DECISION

It may surprise you to know that only 15% of the decision is based upon the facts while 85% of the patient’s decision is based upon emotion.  Therefore, all the facts about their dental problem, such as the dental name of the condition, how you are going to do the procedure, what materials you are going to use, make up only 15% of their decision.  A whopping 85% is based upon how they feel about you, your office, the dental problem they have, what will happen if they do not have the treatment done, or why they need the treatment.

Since facts make up only 15% of their decision, then why would you spend most of your time trying to teach them dentistry?  Most dentists try to teach their patients enough dentistry in the hopes that they will make an intellectual decision about the treatment they need.  This is what we were taught to do in dental school and in CE courses.  How many times have you heard that you need to educate the patient?  Why focus most of your efforts on education when only 15% of the decision is based upon the facts?

It may also surprise you to know that your patients remember only 6% of the facts you teach them.  So, they are forgetting 94% of what you say, which again makes up only 15% of their decision. No wonder patients say, “I’ll think about it, Doc.”.

Guess what? While they only remember 6% of what you say, they remember 100% of how they feel. Again, this makes up 85% of the decision. Doesn’t it make more sense to focus most of your communication about their dental treatment on connecting emotionally with the patient?

For instance, do your patients feel confused because they do not understand the dental terms you are using? Do they feel frustrated because they are bored with the dental concepts you are trying to teach? Do your patients feel afraid because of the details you are describing about the procedure? How do your patients feel about you and/or your staff or your office?

More importantly, how do patients feel about what is going to happen if they do not do the dental treatment you recommend? You would be surprised to know that most dentists never tell their patients how not doing the treatment will negatively impact their lives. Most dentists focus so much on education about the problem and the solution to the problem that they forget to ever say anything about the consequences of no treatment. Remember, you know what the negative consequences are, but they do not.

It makes an emotional connection when you tell patients how  not doing the treatment will negatively impact their lives. They will remember 100% of how they feel about the consequence of doing nothing. This emotion makes up 85% of their decision equation. If you also factor in the other team aspects of case acceptance, such as talking over the patient, hand-offs, intraoral photographs, or presenting treatment in stages, then you will see your case acceptance go up dramatically.

Doing this can double your production on the same number of new patients. How much would this impact your bottom line? How much would it be worth to learn how to do this?

 

Learn how to grow your practice in today’s market and be profitable.

Listen to last week’s radio interview with Dr. Mike Kesner and Jeff Anzalone from Dentistry Prosperity. In this radio interview, you will get to hear tips and advice of how to grow your practice in today’s market and how to be profitable.

Dentistry Prosperity Radio Interview (click to play)

Register today for Dr. Mike Kesner’s next seminar before it’s sold out. Click here to learn more…. http://www.1millionnet.com/index.php?p=420740