Orthotown March 2020 - 20

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fee, weekend hours, friendly doctor, etc.) and cons (not-so-friendly staff, office is open only a
few days a month, slightly long wait time, etc.) about my offices. So I don't really need to talk
a lot to impress them. I just tell them what they need, and they start treatment the same day. ■
10/13/19

NyceBiteR
Member Since: 10/21/08
Post: 5 of 9

Yes, social media is huge in generating word-of-mouth/brand recognition for a practice. This
is not niche, this is the new norm. It's not just young orthodontists; most established practices
that are growing have a heavy social media presence as well.
If a new patient comes into your office and likes everything about you and your tx recommendation
but you don't accept his/her insurance plan. Are you OK to lose this patient to a nearby corp office that
accepts his/her insurance plan?
Luckily there are not any corporate chains immediately near me. I agree with you; patients
whose insurance has no out-of-network benefits will probably not start with me, but they are
not my target demographic for now (unless they have to be one day because my other marketing
efforts fail).
I' d much rather get new patients from word of mouth referrals.
You started your practice in a different time and place and have a different business model. I
gather from all your posts you are very happy and successful and that's great, but it doesn't work
in all markets for all people; there are many paths to success.
I need to market to grow so that I can then generate this word-of-mouth you speak of-which,
yes, is the best way to get new patients. People do not always just go to the cheapest guy in town.
The saying "It's a race to the top or it's a race to the bottom" holds true for orthodontics right
now. If they can afford not to, patients don't want to go to a mill and they don't want to have
to see a different orthodontist every time they come in, and they certainly don't want to have to
wait. They're willing to pay for this.
I have a few patients who have Medicaid or union insurance, but they didn't qualify for
treatment coverage anyway, so I give these patients discounted fees and reasonable payment plans
to compete with the alternative, which trust me is not as good an experience as they will get in my
office. I know because I work in one of the mills. Corporate dentistry/ortho does a lot well and
a lot poorly, and I don't think the part they do poorly is going to change much any time soon. ■
10/13/19

ucla98
Member Since: 9/28/07
Post 6 of 9

I haven't attended any practice management and marketing lectures since I completed my
ortho residency in 2001. I hope this new person that you plan to hire will do good things for
your office. Good luck with your plan. ■
10/13/19

NyceBiteR
Member Since: 10/21/08
Post: 7 of 9

Thank you, do you have any advice on giving staff bonuses based on starts? Do you have
any advice on how to prevent staff from becoming upset if someone you hire after them is given
a higher salary, even after they've asked for a raise and you've told them no? ■
10/14/19

ucla98
Member Since: 9/28/07
Post 8 of 9

You are the boss. You can do anything you want; you shouldn't worry about what your staff
think. If the current employee is upset, she can leave and you can give the new person a F/T job.
But I don't think she will leave, because you pay her very well.
I pay my full-time office manager (my right-hand person) $19/hour, with a $20 bonus for
every new case that we start, plus 2 weeks' vacation, 3 days sick pay, holiday pay and 401(k),
with no health benefit. I pay my second full-time employee $18/hour plus 401(k), with no other
benefits. My third full-time employee, whom I paid $19/hour, quit his job a few weeks ago. He

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