There’s a lot of potential when it comes to running a dental clinic. After all, people will always want to look after their teeth, and that means that the dental industry is one of the most future-proof and robust industries out there. However, it’s not as if success will automatically come your way. There will be competition, and that means that you have to ensure that you’re delivering the best level of service that you can. If you’re looking for some ways to improve your dental practice, then take a look at some of the useful tips that we’ve outlined below.
Serve the Community
All dentists are offering the same essential services, but how they offer it will be dependent on where they’re located. If you’re looking to improve your dental practice, then the first place you should look is at your community. Who are the people living there, and what do they need? The answer will be one thing if you live in an area populated by young families, another if it’s a student-heavy area. Possible ways to serve them include extending your opening hours, offering at-home services and expanding the product range to suit their needs. If your customers are looking for EZ Smile aligners, then provide it for them.
Invest in Your Staff
A dental practice can only be as good as the staff that are working there. For that reason, it’s essential that you’re bringing the right kind of staff on board. This isn’t one of those things where you can cut corners and try to save money. If you bring the best talent to your dental clinic, then you’ll notice a difference. Note that this doesn’t just apply to dentists, but all the positions in your clinic. If you’ve assembled a fantastic team, then you’ll find that everything runs much smoother, patients are happier, and so on.
Get the Right Systems
We’ve come a long way in recent years, and today there are plenty of systems that you can integrate into your clinic that will help to push things in the right direction. They’ll save time, make your clinic more consistent, and all-around help your team to work better. There’s any number of software and services that can help. There are databases that can provide a safety data sheet for dental office, software that’ll help streamline your appointment process, and so on. Have a look at any current problems that you have, and there’ll surely be a solution available to help you.
The Dental Look
While the success of your dental practice will ultimately come down to the strength of your treatments and services, keep in mind that the overall look of your clinic is also important. It’ll help to make your space look more professional, and can go a long way when it comes to building trust with patients. If your site is looking a little worse for wear, then look at giving it an update.
New Treatments
Finally, be sure to stay on top of new treatments that are available. If you’re always on the cutting edge of trends, then your patients will have no reason to look elsewhere.
https://www.strategydriven.com/wp-content/uploads/chairs-arranged-on-table-305564.jpg8001200StrategyDrivenhttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngStrategyDriven2020-04-14 07:00:362020-12-09 22:12:405 Ways to Improve Your Dental Clinic
In San Diego, California, in 1953, a new startup set its sights on the Space Age. The Rocket Chemical Company had a small lab and just three people, but they could see a major opportunity in front of them. The aerospace industry was producing incredible new technology – missiles and rockets that could fly farther than any had before – but that technology had a major weakness: it was all made of metal, and metal rusts.
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About the Author Whitney Johnson is the CEO of WLJ Advisors and one of the 50 leading business thinkers in the world as named by Thinkers50. She is an expert on helping high-growth organizations develop high-growth individuals.
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To some degree, I always knew I’d launch my own business. I just didn’t know which field of study the company would rest in. So after spending much of my 20s working in finance and real estate, and then going to business school, the right opportunity sat in front of me. In 2011, I formed SquareFoot, a new kind of commercial real estate company, to address growing companies and their office space needs.
We spent those early years building our website and fleshing out our marketing and messaging to reel in clients who suited our solutions. For a few years, this process worked well for us, and I took it on my own shoulders to grow in my knowledge first and then my role and leadership to include more. As I managed the real estate component of the company, and pinch-hitted adequately on the marketing front, too, I came to realize that I wouldn’t be able to carry the team in one crucial element: product.
My thinking on this was simple – There were three areas of the business that needed to be top-notch for us to succeed: 1. Real estate, 2. Marketing, and 3. Product. I could handle the top two, but not the last one. Not if I wanted the company to deliver on the vision I had. So I set out to hire a COO who could. I needed someone with complementary skills to mine, to fill in the gaps and to lead the other half of the organization. That person’s background would be, ideally, the inverse of mine, someone who was strong on product, could assist with marketing, and likely wouldn’t know the first thing (at that point) about negotiating real estate deals.
Over the past 3.5 years, I have been a stakeholder in the success of our product management, not the leader. And both the organization and our clients are better off because of it. I sit in on meetings where our COO and the rest of the team outline how and why to build out the product offering to give our clients more and better tools. This is an ongoing area of growth for me. Much of the interactions we have with clients are in-person, which falls into the real estate category of our negotiations and communications, but we must also have a high-quality website and app to match the promises and commitments we’ve made. I know we’re in good hands.
Some CEOs are product-first front their experience, skillset, and interests. They have a leg up on people like me who are catching up as they go when it comes to product, and depend on others more able than them to lead that portion of the business. But, I’d argue, nobody has done it all, or can do it all. For the product-oriented founders, they’ll need to eventually hire a business-oriented executive to help them build and grow for the future. What’s most important in these thought processes and conversations is to be honest and upfront about your own limitations and how those may be standing in the way of valuable progress or long-term success.
Since every company is different in makeup, there’s no definitive time to expand the executive team. You know it’s the right time, in my experience, when you feel in over your head again. As discussions internally began to mount among junior team members looking to me to make the ultimate decision, I was comfortable and confident in the real estate and marketing areas far more than I was when it came to product. It reached a point where I had to acknowledge and accept that I would eventually make a bad misstep if I didn’t turn to someone who was more capable of handling those situations and circumstances. That’s not a sign of weakness for a CEO, it’s a show of maturity. As SquareFoot grew in employee count and in client base, I had to grow in my leadership, too. Bringing on my counterpart then helped accelerate that growth overall across all metrics.
The advice I’d give to CEOs first starting out is to try to manage it all for as long as you can. But also be realistic and honest about when that style ceases to work. These are good problems to have, as it means you’ve tackled and conquered many layers of company growth to reach the point where you can no longer scale yourself to cover it all. Bringing on someone at that time is a smart move. Finding the person best suited to balance out your weaknesses with their strengths is the best path toward reaching what you set out to do and continue to seek. For me, that was understanding that product wasn’t something I could pinch-hit on. Once I turned to an expert, I haven’t had reason to look back.
About the Author
Jonathan Wasserstrum is the Founder / CEO of SquareFoot a commercial real estate platform based in New York City. Founded in 2011, Squarefoot helps companies find their next (and next) office space.
https://www.strategydriven.com/wp-content/uploads/daniel-barnes-RKdLlTyjm5g-unsplash-scaled.jpg14392560StrategyDrivenhttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngStrategyDriven2020-04-10 16:00:222020-04-10 16:42:22First I Launched My Company And Then I Had To Start Learning About Managing A Product.
The most successful companies today are not in that position just because they created something for selling. They are not creating good or services are performing better than their predecessors. This is because they perceived the market differently and create something different from other categories of products. This is what we call a new category design creation.
Yes, most new inventions fail in the 1st attempt that is for sure. But these entrepreneurs focused on two main elements:
Creating a remarkable product
Creating a brand (business model) based on the success of their product.
And this is the reason why they tasted success while most of the entrepreneurs and companies fail.
So, what exactly is category design creation?
Category design creation is a kind of business tactic that mainly prioritizes the creation of a new product category, which can be monopolized before the other competitors in the same area. The creation of a new niche that doesn’t have any competition can increase the chances of success by a very fair margin. The newly established brand is most likely to dominate that category is such cases.
When any company establishes itself in a new category of service of category, this will be called as a new category creation. This may be a set of related goods, services and which will be based upon the buyers’ perspective.
Why should companies consider creating category design creation?
There are several reasons why an entrepreneur must consider this idea. Some of them are;
1. Market development
If the association’s items are as of now in a scope of developing markets and natural development is very constrained, then diversification into another item classification may give development openings. This would, in general, be one of Apple’s main impetuses to move into advanced mobile phones, as they saw constrained potential for development in the world market.
2. Influence brand value
Many successful companies will have solid brand value, conceivably over a scope of brands, which may have collaboration with related item classes. For instance, a vehicle producer may begin fabricating trucks, transports, and/or bikes. Right now the purpose is to influence their notoriety and popularity across into different classifications.
3. Set up a market
A firm entering another item classification would have a decent understanding of the size of the market, its development potential, generally speaking, benefit and the qualities and shortcomings of its current rivals. Accordingly, it ought to contain no genuine shocks for them and they ought to have the option to create and execute a successful marketing procedure.
Conclusion
To achieve success, most companies take the help of category design creation. And this method has proven to be effective. Mcdonald’s introduced theme parks, Apple came into the smartphone market, Pepsi expanded the scope of beverages. The chances of creating a monopoly increases when you have less competition. So, budding entrepreneurs need to explore new markets and create new categories that will be liked by consumers.
https://www.strategydriven.com/wp-content/uploads/estee-janssens-MUf7Ly04sOI-unsplash-scaled.jpg25602048StrategyDrivenhttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngStrategyDriven2020-04-10 13:00:572020-04-10 16:25:02Create a Mark for your Business with Category Design Creation
All managers and leaders recognize that one of their most critical tasks is to develop the skills and competencies of their people. They agree, too, that one of the very best ways to properly understand the level of skill and competency of their workforce is to observe them in real-time, real life, operational situations: cue the ride-along.
For those not familiar with the ride-along, or for those who underestimate their usefulness, imagine a professional football coach telling the club owner that, rather than watch the game unfold from the sideline, he’d much rather read all about it the following day in the sports pages. How long do you imagine that particular coach would last? In fact, all modern coaches not only watch the game from the sidelines, they also manage and attend the training sessions, the strategy sessions, help construct the playbooks, recruit the staff and players, etc: the same too of business leaders and senior managers, of course.
The best sales leaders recognize that spending time ‘in the field’ visiting customers with their team is a critical part of their job. The best customer service leaders are also extremely used to the desk-accompaniment listening to real-time, live calls with clients and prospects, and then spending time reviewing and coaching the particular operative. These ride-along scenarios have been standard operating procedure for most developmental companies for years. But, in these times of social-distancing, has dealing with COVID-19 and the almost world-wide mandatory working from home instruction, temporarily put ride alongs on-ice as it has so many other normal work behaviors? Not a bit.
Whichever sector, business, or business-cycle, managers and leaders should develop their people now more than ever.
Let’s not lose sight of the fact that lots of companies are thriving, actually booming, in the current climate: food distribution, medical supplies, cleaning-product manufacturers, video-conferencing, and a host of many others. These companies now, more than ever, need to capitalize on their upward growth-curve to ensure that the growth is well-managed and the organization does not come apart at the seams as the company struggles to keep pace with the growing demands put upon it. Managers and leaders should schedule more time than ever to ensure that quality-spills are minimized and that individuals are up to the increased task. Leaders are obliged to ensure that all opportunities are well managed, and that customers remain satisfied. How to do this? Highly structured and regular ‘virtual’ ride-alongs, of course.
Some companies are at a relatively steady-state of revenue – although still grappling with new methods of operating, processes, and people-management policies. Ride-alongs should be Standard Operating Procedure, and managers should ensure that. Just because the ride-along may now have to be supported by video-conferencing and other technological platforms, their usefulness is just as valid as ever. In fact, social distancing, and working from home practices now afford the manager even more opportunity to spend time with their people ‘in the field’ since the usual travel-time to and from the meeting is effectively removed. What a tremendous opportunity to spend more time increasing skills even more in this, our new normal.
For those businesses that are scrambling to pivot, or even survive, the next few weeks and months will be most telling. This is a critical time for many businesses ensuring that their supply-chain is as stable as possible, their customers are as well-communicated with as possible, and their sales and customer-service skills are as honed as possible. If there are fewer opportunities than ever before for these businesses, the importance of each opportunity increases proportionately, of course. This means that highly structured and regular role-plays, pre-call plans, and post-call reviews should now be mandatory.
Whatever business you are in, managers these days should be spending most of their time supporting their people in the field with customers, prospects, suppliers, and staff with incredibly structured and organized ride alongs. Virtual is the new normal: and virtual ride alongs are the new way to ensure that businesses are as well managed as possible during the global pandemic.
About the Author
Antonio Garrido is a charismatic and experienced trainer, speaker, and consultant. He runs a Sandler Training Center in Miami, FL. The author of THE 21ST CENTURY RIDE-ALONG: How Sales Leaders Can Develop Their Teams In Real-Time Sales Calls, Antonio works with highly-motivated entrepreneurs, business leaders, and companies who are ready to work smarter and commit their time, money, and energy to attract new clients, sell more, and generate more profits.
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Business Programs
5 Ways to Improve Your Dental Clinic
/in Managing Your Business/by StrategyDrivenServe the Community
All dentists are offering the same essential services, but how they offer it will be dependent on where they’re located. If you’re looking to improve your dental practice, then the first place you should look is at your community. Who are the people living there, and what do they need? The answer will be one thing if you live in an area populated by young families, another if it’s a student-heavy area. Possible ways to serve them include extending your opening hours, offering at-home services and expanding the product range to suit their needs. If your customers are looking for EZ Smile aligners, then provide it for them.
Invest in Your Staff
A dental practice can only be as good as the staff that are working there. For that reason, it’s essential that you’re bringing the right kind of staff on board. This isn’t one of those things where you can cut corners and try to save money. If you bring the best talent to your dental clinic, then you’ll notice a difference. Note that this doesn’t just apply to dentists, but all the positions in your clinic. If you’ve assembled a fantastic team, then you’ll find that everything runs much smoother, patients are happier, and so on.
Get the Right Systems
We’ve come a long way in recent years, and today there are plenty of systems that you can integrate into your clinic that will help to push things in the right direction. They’ll save time, make your clinic more consistent, and all-around help your team to work better. There’s any number of software and services that can help. There are databases that can provide a safety data sheet for dental office, software that’ll help streamline your appointment process, and so on. Have a look at any current problems that you have, and there’ll surely be a solution available to help you.
The Dental Look
While the success of your dental practice will ultimately come down to the strength of your treatments and services, keep in mind that the overall look of your clinic is also important. It’ll help to make your space look more professional, and can go a long way when it comes to building trust with patients. If your site is looking a little worse for wear, then look at giving it an update.
New Treatments
Finally, be sure to stay on top of new treatments that are available. If you’re always on the cutting edge of trends, then your patients will have no reason to look elsewhere.
BUILD AN A-TEAM: Introduction, Being the Kind of Boss People Love to Work For
/in Management & Leadership/by Whitney JohnsonHi there! Gain access to this article with a FREE StrategyDriven Insights Library – Sample Subscription. It’s FREE Forever with No Credit Card Required.
In addition to receiving access to this article, you’ll help advance your career and business programs through anytime, anywhere access to:
Best of all, it’s FREE Forever with No Credit Card Required.
Reprinted by permission of Harvard Business Review Press. Excerpted from Build an A-Team: Play to Their Strengths and Lead Them Up the Learning Curve by Whitney Johnson. Copyright 2018 Whitney Johnson. All rights reserved.
About the Author
Whitney Johnson is the CEO of WLJ Advisors and one of the 50 leading business thinkers in the world as named by Thinkers50. She is an expert on helping high-growth organizations develop high-growth individuals.
Photo credit: Macy Robison
Notes
First I Launched My Company And Then I Had To Start Learning About Managing A Product.
/in Entrepreneurship/by Jonathan WasserstrumWe spent those early years building our website and fleshing out our marketing and messaging to reel in clients who suited our solutions. For a few years, this process worked well for us, and I took it on my own shoulders to grow in my knowledge first and then my role and leadership to include more. As I managed the real estate component of the company, and pinch-hitted adequately on the marketing front, too, I came to realize that I wouldn’t be able to carry the team in one crucial element: product.
My thinking on this was simple – There were three areas of the business that needed to be top-notch for us to succeed: 1. Real estate, 2. Marketing, and 3. Product. I could handle the top two, but not the last one. Not if I wanted the company to deliver on the vision I had. So I set out to hire a COO who could. I needed someone with complementary skills to mine, to fill in the gaps and to lead the other half of the organization. That person’s background would be, ideally, the inverse of mine, someone who was strong on product, could assist with marketing, and likely wouldn’t know the first thing (at that point) about negotiating real estate deals.
Over the past 3.5 years, I have been a stakeholder in the success of our product management, not the leader. And both the organization and our clients are better off because of it. I sit in on meetings where our COO and the rest of the team outline how and why to build out the product offering to give our clients more and better tools. This is an ongoing area of growth for me. Much of the interactions we have with clients are in-person, which falls into the real estate category of our negotiations and communications, but we must also have a high-quality website and app to match the promises and commitments we’ve made. I know we’re in good hands.
Some CEOs are product-first front their experience, skillset, and interests. They have a leg up on people like me who are catching up as they go when it comes to product, and depend on others more able than them to lead that portion of the business. But, I’d argue, nobody has done it all, or can do it all. For the product-oriented founders, they’ll need to eventually hire a business-oriented executive to help them build and grow for the future. What’s most important in these thought processes and conversations is to be honest and upfront about your own limitations and how those may be standing in the way of valuable progress or long-term success.
Since every company is different in makeup, there’s no definitive time to expand the executive team. You know it’s the right time, in my experience, when you feel in over your head again. As discussions internally began to mount among junior team members looking to me to make the ultimate decision, I was comfortable and confident in the real estate and marketing areas far more than I was when it came to product. It reached a point where I had to acknowledge and accept that I would eventually make a bad misstep if I didn’t turn to someone who was more capable of handling those situations and circumstances. That’s not a sign of weakness for a CEO, it’s a show of maturity. As SquareFoot grew in employee count and in client base, I had to grow in my leadership, too. Bringing on my counterpart then helped accelerate that growth overall across all metrics.
The advice I’d give to CEOs first starting out is to try to manage it all for as long as you can. But also be realistic and honest about when that style ceases to work. These are good problems to have, as it means you’ve tackled and conquered many layers of company growth to reach the point where you can no longer scale yourself to cover it all. Bringing on someone at that time is a smart move. Finding the person best suited to balance out your weaknesses with their strengths is the best path toward reaching what you set out to do and continue to seek. For me, that was understanding that product wasn’t something I could pinch-hit on. Once I turned to an expert, I haven’t had reason to look back.
About the Author
Create a Mark for your Business with Category Design Creation
/in Marketing & Sales/by StrategyDrivenYes, most new inventions fail in the 1st attempt that is for sure. But these entrepreneurs focused on two main elements:
And this is the reason why they tasted success while most of the entrepreneurs and companies fail.
So, what exactly is category design creation?
Category design creation is a kind of business tactic that mainly prioritizes the creation of a new product category, which can be monopolized before the other competitors in the same area. The creation of a new niche that doesn’t have any competition can increase the chances of success by a very fair margin. The newly established brand is most likely to dominate that category is such cases.
When any company establishes itself in a new category of service of category, this will be called as a new category creation. This may be a set of related goods, services and which will be based upon the buyers’ perspective.
Why should companies consider creating category design creation?
There are several reasons why an entrepreneur must consider this idea. Some of them are;
1. Market development
If the association’s items are as of now in a scope of developing markets and natural development is very constrained, then diversification into another item classification may give development openings. This would, in general, be one of Apple’s main impetuses to move into advanced mobile phones, as they saw constrained potential for development in the world market.
2. Influence brand value
Many successful companies will have solid brand value, conceivably over a scope of brands, which may have collaboration with related item classes. For instance, a vehicle producer may begin fabricating trucks, transports, and/or bikes. Right now the purpose is to influence their notoriety and popularity across into different classifications.
3. Set up a market
A firm entering another item classification would have a decent understanding of the size of the market, its development potential, generally speaking, benefit and the qualities and shortcomings of its current rivals. Accordingly, it ought to contain no genuine shocks for them and they ought to have the option to create and execute a successful marketing procedure.
Conclusion
To achieve success, most companies take the help of category design creation. And this method has proven to be effective. Mcdonald’s introduced theme parks, Apple came into the smartphone market, Pepsi expanded the scope of beverages. The chances of creating a monopoly increases when you have less competition. So, budding entrepreneurs need to explore new markets and create new categories that will be liked by consumers.
In a Newly-Virtual World, Are Ride Alongs Still Important?
/in Talent Management/by Antonio GarridoFor those not familiar with the ride-along, or for those who underestimate their usefulness, imagine a professional football coach telling the club owner that, rather than watch the game unfold from the sideline, he’d much rather read all about it the following day in the sports pages. How long do you imagine that particular coach would last? In fact, all modern coaches not only watch the game from the sidelines, they also manage and attend the training sessions, the strategy sessions, help construct the playbooks, recruit the staff and players, etc: the same too of business leaders and senior managers, of course.
The best sales leaders recognize that spending time ‘in the field’ visiting customers with their team is a critical part of their job. The best customer service leaders are also extremely used to the desk-accompaniment listening to real-time, live calls with clients and prospects, and then spending time reviewing and coaching the particular operative. These ride-along scenarios have been standard operating procedure for most developmental companies for years. But, in these times of social-distancing, has dealing with COVID-19 and the almost world-wide mandatory working from home instruction, temporarily put ride alongs on-ice as it has so many other normal work behaviors? Not a bit.
Whichever sector, business, or business-cycle, managers and leaders should develop their people now more than ever.
Let’s not lose sight of the fact that lots of companies are thriving, actually booming, in the current climate: food distribution, medical supplies, cleaning-product manufacturers, video-conferencing, and a host of many others. These companies now, more than ever, need to capitalize on their upward growth-curve to ensure that the growth is well-managed and the organization does not come apart at the seams as the company struggles to keep pace with the growing demands put upon it. Managers and leaders should schedule more time than ever to ensure that quality-spills are minimized and that individuals are up to the increased task. Leaders are obliged to ensure that all opportunities are well managed, and that customers remain satisfied. How to do this? Highly structured and regular ‘virtual’ ride-alongs, of course.
Some companies are at a relatively steady-state of revenue – although still grappling with new methods of operating, processes, and people-management policies. Ride-alongs should be Standard Operating Procedure, and managers should ensure that. Just because the ride-along may now have to be supported by video-conferencing and other technological platforms, their usefulness is just as valid as ever. In fact, social distancing, and working from home practices now afford the manager even more opportunity to spend time with their people ‘in the field’ since the usual travel-time to and from the meeting is effectively removed. What a tremendous opportunity to spend more time increasing skills even more in this, our new normal.
For those businesses that are scrambling to pivot, or even survive, the next few weeks and months will be most telling. This is a critical time for many businesses ensuring that their supply-chain is as stable as possible, their customers are as well-communicated with as possible, and their sales and customer-service skills are as honed as possible. If there are fewer opportunities than ever before for these businesses, the importance of each opportunity increases proportionately, of course. This means that highly structured and regular role-plays, pre-call plans, and post-call reviews should now be mandatory.
Whatever business you are in, managers these days should be spending most of their time supporting their people in the field with customers, prospects, suppliers, and staff with incredibly structured and organized ride alongs. Virtual is the new normal: and virtual ride alongs are the new way to ensure that businesses are as well managed as possible during the global pandemic.
About the Author
For more information, please visit https://www.Sandler.com/resources/sandler-books/21st-century-ride-along/.