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Retaining and Reactivating Patients
Many dentists mistakenly feel that the only way to see an increase in practice profitability is to get more and more new patients through the door. Millions of dollars are wasted by our practices because we implement expensive external marketing plans, and just as quickly as the patients arrive at the front door there is an equal flow of patients walking out the back door. One dental professional called this process a “black hole.”
Years ago, a famous practice management authority by the name of Dr. Tom McDougal stated that our goal as dental professionals is to reach a high level of clinical and management excellence. He speaks during his seminars about the “acres of diamonds” in “dead” practice files. Patient records go in the black hole and never come out.
Many practice management consultants tell you the technical or mechanical way to complete a chart audit. The mechanical means that you must complete the audit physically. There is no other “best way” to complete an audit but to begin with the letter “A” and look at each file to determine the last recare date they were in.
In order to figure out exactly what your practice patient base or “pulse” is, you should complete an aggressive chart audit.
Start by auditing out at two years (24 months). Remove those files from the main file and place them somewhere else. Then begin to check from 23 months to the present time. Send a reactivation letter or give these patients another chance by phone. Call patients that have been absent 11 months or less.
What really affects whether or not the audit is successful is the team’s ability to communicate with the patients effectively and win them over so they “re-activate” themselves back into the practice. What happened to Mrs. Smith, who seemed so excited about having some inlays placed, but was going out of state for a visit with her children? Why didn’t she ever come back? What about little Susy, whose mother promised to schedule for sealants when the school year was completed?
The old saying, “It’s not what you say, but how you say it that is so important” is the basis of completing a successful chart audit. You must script excellently and then continue to practice with your staff until it is perfectly orchestrated every time. What follows are several scripts you will find useful to incorporate into your practice protocol:
Reactivation Call
“Mrs. Smith, this is Cindy from Dr. Jones’ office. Dr. Smith has reviewed your file and expressed to me that we have not seen you in our office for your preventive maintenance appointment in almost two years. We know that you want to keep your teeth for a lifetime. Preventive dental care will ensure this. I would like to schedule an appointment for you with our hygienist, Sue. Which day would be best for you and do you prefer a.m. or p.m.?”
If the patient responds, “I can’t make an appointment now, I’m too busy,” try saying, “I understand, Mrs. Smith, I’ll just jot a note to Dr. Jones stating that it is just not a good time for you. I would like to contact you again within the next few months. Would October or November work for you?”
If the patient responds, “I’m not coming back to the practice,” say, “Mrs. Smith, I am so sorry to hear that you will not be returning to our practice. We have really enjoyed having you as part of our family of patients. Please keep in mind that our office is only a telephone call away. Our team continues to work on improving ourselves. If you wouldn’t mind sharing, what can we do to improve our service to our patients?”
Most of the important relationship building starts at the chair. Try saying to your patient, “Equally important as restoring your mouth to optimal health is scheduled maintenance. We are fortunate that, at this time, we can restore you mouth rather simply. All disease, whether it be dental or medical, is simpler to correct the earlier it is discovered, and problems are certainly more difficult to correct the older we get. It is a trite but true statement: Prevention takes a minute; correction may never have enough time. You must promise to come back every three months.”
Exit Interview and Formal Interview
“Dr. Jones and his team are very committed to providing our patients with excellence in quality dentistry and care. We welcome feedback, be it positive or negative. Would you share with me what our practice could do to improve our delivery of care to our patients? Could I ask you why you are seeking care somewhere else? Mrs. Smith, if the next practice you go to does not provide the quality of care you’ve been receiving here, we want you to know our door is always open to you.”
You should also:
- Keep patient files available for future team meetings and review inactive patient files.
- Keep a log of monthly/annual patients leaving the practice and note why they’re leaving.
The documentation will provide extremely useful information showing the trends and possible patterns that are developing in your practice’s acres of diamonds. You then can develop an appropriate action plan that is used by the team to turn weaknesses into opportunities.
Dissatisfied Patients
“Mrs. Smith, I am so happy I’ve contacted you. I hope you will let us have an opportunity to remedy this situation. Dr. Jones would want me to schedule an appointment with him for a consultation. What day and time, a.m. or p.m., works for you?”
Of course, there are going to be patients you choose not to approach during a reactivation audit: patients who have been designated not to contact, those who are collection problems, those who have left the practice because they have switched to a capitation plan, or those are generally not solicited.
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