www.NewPatientGroup.com - The Employee & Patient Experience Company
Transforming culture, training and digital marketing practices by implementing life changing experiences for you, your team and your patients. We believe experience is the key to increasing new patients, sales, conversion, compliance, cash flow, referrals and more. We believe experience is the key to reducing stress, chaos, advertising costs, employee turnover and more. Whatever it is you want, whatever it is you desire, we believe experience will help you achieve it.
We are the patient experience company and we revolutionize practices by transforming their culture, their employees and their digital marketing. By combining these three services together it creates a powerful force that works in harmony to achieve what you want by delivering employees and patients more than they would have ever expected.
Choose any service individually or become a private client and achieve your best year ever or your money back .. Guaranteed. Private clients combine all three services (Leadership & Culture, Team Training, Digital Marketing) together to take over their community and leave their "competition" in the dust!
www.WrightChat.com
New Patient Phone Call and Pending Treatment Followup! We answer your new patient phone calls, speak just like your own employee, remote into your management software and schedule new patients according to your protocols. We can answer all your new patient phone calls or the new patient calls you are missing. We are a fully personalized new patient call answering concierge. All agents are USA based, highly trained and once you experience our service you will never go back. We can also handle your pending treatment list and get more patients back through the doors to purchase treatment. Grow six figures while watching us do the work!
Trusted by the Best Doctors: Jep Paschal, John Graham, Regina Blevins, Alyssa Carter, Jamie Reynolds, Stu Frost, David Boschken, Donna Galante, Boyd Whitlock, Bob Skopek, Byrn Cooper, Sean Carlson and Many More!
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:01):
Welcome aboard the new patient group flight deck.
Less chaos Check.
Less stress.
Check Less advertising costsCheck More personal and
financial freedom.
Ah, check, All right.
Business checklist completed.
Let the takeoff roll begin.
Speaker 2 (00:23):
Welcome to season seven of the new patient group
audio experience, a podcastdedicated to forward thinking
doctors wanting to learninnovative ways to run their
business today so your practicecan achieve new heights tomorrow
.
And now your host.
He's the founder and CEO of newpatient Group, managing partner
(00:45):
of RightChat and a trustedmotivational speaker for
Invisalign OrthoPhy and others,brian Wright.
Speaker 3 (00:55):
Hey, new Patient Group and RightChat Nation.
Welcome inside the broadcastbooth, brian Wright here, and
welcome in to another edition ofthe New Patient Group podcast.
If you're watching over on ourYouTube station, hey there.
To all of you, thanks for yoursupport.
Give this video a thumbs up,share it with your friends and
colleagues and make somecomments.
Get some dialogue going.
If you're watching or, excuse me, listening over on the Audio
Experience channels, pleasewrite us a five-star review and
(01:16):
how you do that.
Somebody brought this up to methe other day that they wanted
to, but they didn't know how.
I'm going to just give you anexample.
If you have an iPhone and youhave that purple podcast app,
just go in the search bar.
Just put in New Patient GroupPodcast and hit the one that
comes up on top.
That'll send you to thehomepage of the New Patient
Group Podcast on iTunes.
Scroll down until you see thefive stars and if you scroll
(01:38):
down under that, you'll see aplace where it says write a
review.
It would really mean a lot tous if you write one, just like
your practice wants five-starreviews.
These five-star reviews reallyhelp us, increases our rankings.
It helps us be more visiblewhen people are searching around
online and we can continuegrowing this wonderful
underground following that wehave very loyal following that
(02:00):
we have and excited for it,excited as we keep growing along
.
And today we're going to betalking about the second way
that you can accomplish thedefinition of customer service.
How you know, you've reachedthe pinnacle of customer service
.
That is what we went throughwith a four-part series last
month.
If you have not listened tothat, as I've been saying, you
got to listen to it.
We talked about how do thefamous companies view customer
(02:23):
service.
They view it very differently,but one of the things they all
do is they all have the samedefinition, so their employees
know what they're trying toaccomplish.
A big problem with customerexperience patient experience is
that if you ask 100 people,you're going to get 100
different responses on what itmeans.
Well, if that's the case, youare never going to accomplish it
.
But there's an actualfoundational Webster's type
(02:45):
dictionary definition ofcustomer service that we dove
into in part one last month.
The rest of the three part theadditional three that we
launched last month were how theheck do you do it right, and
it's easier said than done, forsure, but it is why New Patient
Group exists.
(03:07):
It is the single mostfundamental reason that I
created the company many yearsago is I know the more
commoditized you get, I know,the more shoppers you have, I
know, the more choices you have.
The end result experience wins.
Experience drives sales.
Experience drives customerloyalty.
Experience drives compliancefrom your customers.
(03:28):
So patient compliance, brushing, scanning, showing up, et
cetera, et cetera, et cetera thetype of experience you offer
will get them to do it.
Experience drives conversion.
Higher cash flow, production,revenue, all the things that you
hopefully want out there Moreefficiency, less chaos, less
stress could go on and on.
Experience solves all, but themistake that you must not make
(03:51):
and this is one of the biggestones I see and this is in all
industries, but I see it becauseof our niche in orthodontics
and other healthcare professions.
The mistake I see oftentimes isah, we're nice, we don't need
it.
Here's the reality.
Every one of you out thereneeds ongoing experience
training and the beauty ofexperience is that it can never
(04:12):
hurt your business, right?
If you're trying to implementdifferent techniques in here and
it's all related around growingmy production, it may or may
not work.
If your mindset is how do Ioffer a better new patient
experience.
How do I offer a better newpatient experience?
How do I offer a betterexisting patient experience?
How do I offer a betteremployee experience?
And your mindset is constantlythere then you will always win.
(04:37):
You will always win theinfinite game if you get your
mind off the data books, if youget your mind off the finite
data that you cannot control andthat oftentimes is lying to you
.
Get it off of there and focuson experience.
Now that's the series we're inright now.
It's why New Patient Groupexists.
Part one of this if you haven'tlistened to it this month, part
(04:57):
one talks about the very firstthing you must have in its
culture.
It's culture throughextraordinary leadership, and
that is the foundationalprinciple of New Patient Group.
Regardless of what you aretrying to do out there, if you
are trying to onboard a company,switching from one clear liner
to Invisalign is an example,switching from one bracket
system to another the reality isyou must be a fantastic leader
(05:23):
to create a specific culturethat allows you to dominate.
It is the number one return ofany marketing investment, but
it's also the least invested in.
Why?
Because it's not instant.
It's not instant gratification.
So a lot of people hey, I wantto increase my production.
The last thing you're thinkingabout is culture, when it's
probably the biggest thing,keeping you from the finite data
(05:46):
that you want to see.
It's very, very hard to convincepeople of this, and this is the
beauty, because the ones thatunderstand it, the ones that
fully grasp it, that's why theyare constantly kicking butt.
And there's so many people outthere.
Remember Dr Boyd Whitlock?
Shout out to you, man.
I remember when we firststarted years ago, he had made a
(06:08):
comment that you know I hadalready thought we had a good
culture, but wow, his newpatient group worked with us.
We realized we didn't.
And here's the thing this doesnot mean that your culture
stinks.
This does not mean you're a badleader, right.
It doesn't mean that.
It means that culture,leadership and things like that
are an infinite game of ongoingpursuit, ongoing training,
(06:28):
ongoing mindset shifts.
It is a never-ending game andas long as you realize that and
as long as you look at it as anongoing thing, there is no
finish line.
You will always be ahead ofother people, businesses out
there, always.
Now, today, we're going to bediving into one that I bang my
head against the wall, notunderstanding this because as I
(06:51):
go around traveling and we eatat restaurants with docs and I
see the leaky holes everywherein restaurants, as I travel
around doing workshops forpractices and I sit in there and
watch patients and just see theleaky holes.
They're everywhere, but it goesback to the leaky holes.
Oftentimes.
You can't see on paper, rightas far as experience goes, how
(07:16):
you greet people, how youinteract with them, how you
showcase your digital workflow,how you answer your new patient
and existing patient calls, howyour assistants just interact
with people that have spent five, six, seven, eight thousand
plus dollars with you, how theyinteract with the family, the
patient, how they havecompliance discussions, how they
(07:37):
ask for referrals and videotestimonials, how your TC
interacts with families littlewords said here and there that
actually detract from your brandas opposed to add to it.
How people present money youknow our money, our financial
presentation course.
I start off that course and Italk about I think it's right
around.
It's like 11, 12, or 13mistakes made when presenting
(07:58):
money.
Literally, as I travel aroundand watch treatment coordinators
present money, every single oneof them makes almost 100% of
those mistakes that I identifyin that course.
Some make 80, 90%.
Some make them all, but I'venever seen a treatment
coordinator not make at least80% of those mistakes.
(08:20):
But these are things that youcan't put your finger on.
When you see your cash flowdown, your conversion down, or
even if you're happy with yourconversion, there's a whole
other world that you could getto right.
But these are things that youcan't pinpoint them because it's
finite data.
And this all leads me into thesecond way you achieve.
The pinnacle of customerservice is the second
(08:41):
foundational item of new patientgroup is how you commit to
uniquely and repetitivelytraining your people.
Look, this is why it goes backto culture, because next month,
most likely, we're going to becoming out with our second
fireside chat edition of thepodcast, and Dr Mark Olson and I
just did a national webinar andit was our second one.
(09:04):
It was Bob Skopak the first oneand Mark the second one, and we
talked about a lot of reallycool things.
One of the things he talkedabout is experience, training
and committing to being a brandthat is above and beyond what
people would expect is hard work.
It's not something where we'renot consultants.
Again, it goes back to we arecoaches.
(09:47):
No-transcript, get their headout of the finite data, cannot
get their head out of the datasheet, cannot get their head out
of thinking they just needadvertising and pay-per-click.
You know it's crazy.
You know, as we talk about onthe RightChat side, you'll hear
(10:07):
people go, wow, you're tooexpensive.
And I just laugh because it'slike you just told me you spent
$5,000 to $8,000 a month inpay-per-click ads.
But you don't see the value ininvesting in something that
actually is going to convertthose ads into customers, into
people that show up ready to buy, lower your no-shows, represent
your brand in a way that isabsolutely unstoppable, and you
don't see value in that.
But you see value investingsomething that is simply a
(10:30):
band-aid on the real wounds thatexist.
And if you look at all theseinteractions that your team has
with people, they don't haveanything to do with orthodontics
.
Now, the beauty is that becausewe know orthodontics, we're
able to train in a way that isvery unique compared to anybody
that exists inside your bubble.
Out there.
They don't know what they don'tknow.
(10:50):
You could ask them 30psychological phrases and they
wouldn't know the answer toprobably any of them.
And today is not about us, buttoday this series going on is
absolutely about thefoundational reasons that I
created this company.
You know, I looked insidehealthcare and I said look Just
like an Italian restaurant.
When there's six choices, thebest food does not win.
(11:12):
That is part of the recipe,right?
How you plate it, how you cookit, where you source your food,
how you invest in high-qualityingredients instead of nickel
and dime the data sheet and havelow-quality ingredients right.
All of that.
The chef skills, of course.
That matters, just like all ofyou.
Your clinical skill sets mattergreatly.
(11:33):
And do you invest in the bestmaterials or do you nickel and
dime things?
It's the same thing.
You're the chef.
But what really makesrestaurants work is the culture
of the organization, is themindset, the leadership
abilities of the leadership team.
It's also how you train yourwaiters to interact with the
table.
There's a and I'm going to havea podcast about this but Copa
(11:57):
Asteria if you're ever inHouston, copa Asteria is one of
my favorite Italian restaurantsin the country and it is top
notch.
Ask for Beto.
So you've got to have Beto asyour waiter, and Beto is one of
these guys that can sit thereand talk about the specials in a
way that gets you to buy themand that adds so much additional
(12:17):
revenue over time to therestaurant where, if you have
other waiters, they're not thatgood.
They articulate the specialsbut it's just blah.
It doesn't make you want to getit, it doesn't make you feel
special while spending moremoney.
And this all goes back to onestandardizing your message, but
to the importance of training.
(12:37):
Look when, when people arelooking around, just like the
Italian restaurant, when peopleare looking around and the other
thing that makes that Italianrestaurants are digital
marketing, how their website is,how personalized is.
Is that video gifts?
How's the menu showcase?
Are there videos from the chef?
Are there videos from themanager?
(12:58):
Can you meet and greet thewaiters before you even come in,
like with little bios on there?
It's how it makes you feel, howit's interacting.
Is there a YouTube stationfilled with live camera feeds
from the kitchen and the chef onthere, or is it just blank,
like most people?
How does their social mediainteract with you?
And for many of you out there,these are three areas you suffer
great in, whether you want toadmit it or not, it is a fact.
(13:19):
Your culture because of yourleadership, how you train your
people and how you do yourdigital marketing, and when you
quote them, when you combinethose three together into a
story.
Look, whenever you're a speaker, you get invited back for being
a great storyteller.
It's the same way with all ofyou.
All of your business is a story.
Chapter to chapter is anotherinteraction they have with your
(13:40):
business right Culture, digitalmarketing, new patient phone
call.
All the way down the journeyyou commit to training your
people in a unique way tointeract with your customer and
prospective customer in a waythat they have not had before
with any people business Like.
I want all of you to forget thatyou're an orthodontic practice
(14:00):
and I want you to go.
I want my people trained in away that's going to represent my
brand, in a way that's going toabsolutely dominate everybody
in my community.
Forget the other orthodontist,forget the other dentist, forget
the pedo, forget et cetera, etcetera, et cetera.
They are not your truecompetition.
Sure, are they part of it, ofcourse, but they are not your
(14:23):
real competition.
Your competition is you, it'syour team, it's your culture,
it's what you, what you view asimportant, it's your mindset.
That is your competition andhow.
Any of you out there cannot seevalue in having your team
trained by experts in sales,hospitality, verbiage,
(14:45):
presentation, the psychology ofthe consumer, so people know
what to say, when to say it, howto say it and why to say it
right.
Because the order of yourverbiage, how you present it,
what time you present it, whenyou present it all that stuff,
it all matters.
It all has an impact on whetheror not somebody buys from you
and buys from you at a highprice, which is what we teach.
(15:08):
We want you to be the highestor close to of all the opinions.
This is something I've taughtfor years.
If everybody out there isoffering a free consult, you
better charge for it.
If everyone's charging fortheir consults, you need to be
free.
You've got to be the opposite,but you've got to train your
team.
We have several new patientgroups not several, but we have
(15:28):
some now with new patient groupthat are charging for the new
patient console and they getaway with it because of one how
the receptionists.
These ones use RightChat.
So my agents are selling whyyou should give me a credit card
over the phone and it's verysuccessful.
I know the new patient call youtake out, dr Rob Schaefer.
(15:48):
Shout out buddy, like their newpatient call conversion using
RightChat to answer the newpatient calls in the mid-90s
right.
So all of you know theconversion rate in orthodontics
right now, as it stands, is inthe 60s.
Your new patient phone call isin the 60% conversion ranking
right, meaning that for everyyou know you're losing three or
(16:09):
four new patients for every 10that call your practice.
And that doesn't even includethe amount that you don't answer
when you're fully staffedduring regular business hours.
We have the data on that andthe data is alarming.
But back to the training point.
You know, if I'll give you aperfect example.
You take a restaurant, and thisis why I want all of you I
(16:30):
don't even want to giveorthodontic examples before, I
need all of you to use yourimagination on how what I'm
about to say applied to digitalworkflow TC exam, doctor exam,
presenting money, pendingtreatment, follow-up, obs,
assistance, chair side.
You all having toughconversations whenever someone's
(16:51):
mad at you for they can't getan appointment when they want
New patient phone call, existingpatient phone call.
How you greet.
If you want to do a welcometour, it's a total waste of time
if you don't know how todeliver it in a way that adds
value, that moves people closerto sale.
Your digital marketing content.
How you speak to your employees.
There's a few different waysthat I'm going to articulate
(17:14):
this and I want you to sit thereand go.
Okay, which one's better?
And let's take dessert withrestaurants.
Okay, how do most do it?
Most, first of all, do it that,unless you bring it up, they
don't even bring it upthemselves.
Okay, do it that, unless youbring it up, they don't even
(17:34):
bring it up themselves?
Okay, and I actually have apodcast on that, as it relates
to Invisalign down the road andwhy you know, partnering with
certain GPs is difficult, as itis for you.
I actually want to put a spinon it using the dessert example
that I just said.
So most don't even bring it up.
That's one way.
And then, if you do bring it up, you're like hey, do you have
(17:54):
dessert?
So like, yeah, we've got this,we've got this, we've got that,
we've got this.
Then there's the otherrestaurant that actually does
bring it up, but they bring itup like, will you be having
dessert tonight?
It's a yes, no question.
There's nothing special aboutit, there's nothing unexpected
about it.
There's nothing that's going toget people to say yes, unless
(18:14):
they absolutely are dead set ondessert.
And even if they're dead set ondessert, what that presentation
does is it keeps you from atleast giving yourself a high
percentage opportunity to getthem to buy the highest-priced
dessert that you have.
Okay, the next one is that youhave restaurants that that bring
(18:36):
out, and I want you to look atall these, all four of these I'm
going to articulate right, sowe're, we're, we're in, we're
two in.
Obviously, the second one thatI just described is better than
the first, and as I describethese, I also want you to think
to yourself like this is whyculture matters, because culture
is also mindset.
Like for this to ever actuallyhappen in your restaurant?
(18:56):
Without the leadership and themindset and the innovation and
the forward thinkingness tocreate a culture, it's never
going to be taught to thewaiters and, in addition, when
you're not looking, the waitersaren't going to do it.
This is how it works.
None of these things I'mtalking about this month operate
as a standalone, right?
Culture is the foundation thatmixes together.
(19:18):
But all three things and we'rein part two all these have to
work together in harmony to helppromote the other.
The third one and you've allexperienced this is the places
that come out with a desserttray.
Right.
Now, that's pretty good, right?
We would all obviously say thatif a waiter brings a dessert
tray proactively to your tableand says, hey, let me talk to
(19:41):
you about these desserts, and hearticulates the cheesecake,
that it's you know, and this andthis and that, right, obviously
that's a better way than thefirst two, right, and as you
think about this with yourpractice, I want you to
understand that there's always abetter way.
Like, you aren't good atanything, and what I mean by
that is not that you're not goodat anything.
(20:03):
What I mean by that is, nomatter how good you think you
are today, there's another levelto go, always and this is a
great example For many of youout there that are higher level
practices.
You are the practice that bringsthe tray.
You are the practice thatshowcases things better.
You are the practice thatprobably uses digital workflow
right.
You are the practice that has apretty darn good TC and doctor
(20:25):
exam right.
You're the practice that standsout.
You're the practice that standsout and obviously the dessert
sales are going to be higher anddoing with the you're
showcasing the desserts andeverything and talking about
them properly you're going to beable to increase the prices of
the desserts.
Now here's the ironic thing thedesserts may not even taste
that good, and this is thereality.
(20:47):
Back to your clinical abilitiesOf course it matters, it matters
big time, but the reality is,before they buy from you, all
you can do is showcase thingsright from again your employee
experience, digital marketing,all these things All you can do
is showcase it in a way andpresent it in a way that makes
(21:08):
you very unique.
Stand out amongst everybodyelse, and that is how you raise
your prices, right, not lettingpeople sit in the waiting room?
Perfect way to raise yourprices.
Your time is respected, MrsJones.
You are never going to sit inour waiting room.
We're going to greet you themoment you walk through the door
.
Every new patient phone call.
You should be saying that why?
Well, guess what?
(21:28):
The other receptionist didn't.
This is how you showcase thingsbetter, but your people have to
be trained to execute theverbiage.
But now we have option four.
Right, and I've worked with somerestaurants in my life and this
is exactly how they do it andthis is exactly why their
dessert sales go through theroof.
But see if all of you out thereare just thinking you need
(21:50):
advertising again.
You don't know what you don'tknow, and this is a perfect
example of it, meaning that if Iwalk to your table and I said
Mr and Mrs Wright reallyappreciate you dining with us
tonight.
It's been a great experienceworking with you, hope you
really enjoyed your evening,have our desserts here and they
are absolutely fantastic.
And I'm going to walk youthrough each one because I
(22:12):
really am proud the way the chef, how he sources the ingredients
, how he puts them together, howhis passion is to really making
everything in-house and standout for our customers.
So I'm going to go throughthese for you.
Right, we've got the cheesecakeNow.
This cheese is sourced fromItaly.
We actually bring that in.
We ship it in.
It's aged actually three yearsbefore we actually even use it
(22:36):
to make the cheesecake.
The sauce is a strawberry sauce.
It's made in-house, thestrawberries are organic, right
from our own personal farm, andit is all made with the chef and
the chef.
Only we do not outsource it.
He does not let anybody elseeven touch it, it's his.
He makes it.
It's fantastic.
Now, to save time, today, I wantyou to imagine there being
(22:59):
eight trays.
Remember, remember a lot oftimes when people bring you the
options.
There's so many, it's hard tomake a.
There's hard to make a choice.
This is why you have to executeand articulate this in a very
specific way.
So let's say there's eight to10 on the tray.
I'm not going to go througheach one, but see, the
edification that I just didabout the chef is exactly what
(23:19):
we train on and how the teamneeds to talk about you, because
you are the investment.
I am not buying Invisalign, Iam not buying braces, I am not
buying any other tool thatexists.
I'm buying you and you bettermake that flip.
It's just like at a restaurantyou are not buying the Italian
dish, you are buying the chefthat makes it.
You are buying the culture ofthe organization, right, and in
(23:43):
order to buy it, the waiter hasto articulate it in a way that's
going to get me to buy what you, as a restaurant, want.
It's the same thing inorthodontics, dentistry, etc.
But moving on to that fourthexample, let's say the
cheesecake, and I walk throughall of them.
Here's the key that's going toincrease dessert sales.
(24:03):
Mr and Mrs.
Right, I know there's a lot ofoptions I just went over and,
yes, they are all amazing, theyare all so, so good, but I'm
going to narrow it down to twofor you, and the reason I'm
going to do that is based on thewine that you had this evening,
based on the meal you had.
I'm going to narrow it down totwo that are absolutely going to
finish off your meal and areally special night and the
(24:25):
best of ways, right, and it'sgoing to be.
Let's just say I'm makingbelieve.
Let's just say it's thecheesecake and the chocolate
desiccant cake.
Okay, would you like me tobring both of those out for you,
or just one or the other.
Which would you prefer?
This is how you drasticallyincrease dessert sales in a
(24:46):
restaurant.
See, there was not.
Are you going to have anythingtonight?
There was, hey look, I'mbringing you both, or one or the
other.
You don't have a choice Rightnow.
Of course, it wasn'tarticulated that way, but this
is how you are going to drivepeople to make decisions in your
favor.
Now the waiters have to betrained on how to pair the
(25:06):
desserts with the proper wine,the proper meals, just like in
your practice.
They've got to be trained onthe digital workflow and how
that can enhance the exam roomprocess.
And how the exam room process,if you build enough value, can
benefit the financialpresentation.
And how your new patient phonecall, if you train people in a
(25:28):
way, can use edification to getpeople excited to even show up
in the first place.
How it can get thempsychologically prepared to buy
because you're edifying thingsaround, why your chef is better,
hence why your doctor is better, why your menu is better, hence
why your doctor is better, whyyour menu is better, hence why
your digital workflow is better.
See, what you all have to do isget your head out of the
healthcare clouds and understandthat you're a people over
(25:52):
procedure operation.
You are a people first businessoperation and if you view
yourself that way, you can grabexamples from all kinds of
successful businesses all acrossthe world as you travel.
But you can also pinpoint theseleaky holes in every business
(26:14):
you walk into and guess whatthose holes are happening to you
as well.
The issue that I will go backto now that you've heard me say
a thousand times, if you followme and follow our companies, is
that nothing that I justdescribed to you will show up on
your data sheet.
Restaurants cannot say on theirdata sheet, our waiters are not
(26:35):
presenting it in an effective,sales-oriented manner that get
people to buy because they feelreally special.
Right, the experience of theverbiage and presentation drove
the increase in dessert sales,but you cannot see it in your
restaurant slash practicemanagement software.
This is why, when you focus onexperience training and you
(27:00):
focus on constantly improvingculturally your employee
experience, but now from atraining perspective, how you
train your, your waiters, yourassistants, your receptionist,
your TCs, if you train them in away that is focused on being
better with people, you willalways win.
You will always win and it?
(27:22):
I just bang my head repeatedly,over and over and over on why
more of you out there the repsfor dental monitoring, for
Invisalign, for OrthoPhy, etc.
On down the line, doctorslistening, team members
listening why you all can't wrapyour head around.
If you want more starts, ifyou're an Invisalign practice,
(27:44):
you want more Invisalign cases.
If you're a remote dentalmonitoring, you want more DM
cases.
Ortho-fi, you want to grow yourpractices.
So you make and you benefitfrom the production increase.
It's not about your freakingproduct, it's about ensuring
that the culture of theorganization is set up in a way
(28:04):
where they are constantlyinnovating, holding people
accountable, training theirleaders to be great.
That was the first foundational, first foundation of new
patient group right, and it'swhat I talked about in part one
of this series Now in part two.
Then you've got to train people.
If you want more remotemonitoring sales, you have to
train the edification on thephone call.
(28:25):
You've got to train the TC howto make it an integral part of
the TC exam process.
You have to train on thesethings and that training doesn't
have anything to do with remotemonitoring.
Of course you have to haveknowledge of it, but the
verbiage and presentation skillsand the sales fundamentals and
the edification verbiage andlanguage and the feature
(28:48):
advantage benefit language, etc.
Down the line has nothing to dowith the health care
environment, has everything todo with being a people first
business business.
This is how you showcase thingsin a way that gets people to
spend more money, that increasesyour conversion, matches the
(29:11):
definition of customer serviceyou getting what you want as a
business.
Meanwhile, the customerbelieves they've got more than
expected from you.
It's the same thing with thewine menu, right?
What do most places do?
Well, the wine menu sits on thefricking table, yet they think
they need advertising.
Right, they don't give you alittle bit of a tour through the
kitchen and bring you to thetable and then do a little
welcome tour over the wine menu?
Like?
(29:32):
There's places that do that.
If you walked into one of ourrestaurants, absolutely they
would do that.
Like, this is how you upsellthe table from the hundred
dollar bottle of wine to the twohundred dollar bottle of wine,
upsell the table from the $100bottle of wine to the $200
bottle of wine, and the problemis there's these leaky holes all
over restaurants that theydon't feel, and this is exactly
what happens to all of you?
The lack of unique training thatyou commit to providing your
(29:54):
people, only going inside yourlittle orthodontic bubble,
thinking that those people wouldever be hired to help a
restaurant right, when the sameskill sets apply.
This is what I've banged myhead on the wall for years,
trying to change the mindset ofan industry to stop looking
inside your bubble fornon-orthodontic, non-dentistry,
(30:15):
non-pedo, non-plastic surgery,non-optometry, et cetera.
Things right, the articulationof the desserts, of the wine,
have nothing to do with the wineor the desserts.
It has everything to do withlearning how to present in a
psychological format that drivesbehavior in your favor, while
(30:37):
people feel really great at thesame time.
And this is the TC exam, thisis the doctor exam, this is the
new patient call.
It's taking the same with therestaurants.
The other restaurants havedesserts, the other restaurants
have similar menus, the otherrestaurants have waiters, they
have chefs, they have tables,they've got bars, they've got
bartenders, they have front deskpeople, et cetera, just like
(30:59):
all of you, and in the mind ofmost consumers, you're all the
same, whether you want to hearit or not.
So if you take this typetraining, this commitment to
every interaction, you and yourpeople have, training them in a
way to know how to handle it.
Know how to handle it well,know how to advance your brand
forward.
You will not believe how yourpatient compliance improves,
(31:23):
your patient referrals improve,your patient video testimonials
go up.
Your conversion goes up.
People put down more when theybuy treatment, so your cash flow
goes up right.
Your new patient phone callconversion goes up right.
Your production, your revenue,all the lag measures, all the
finite data that you cannotcontrol, all win by you having,
(31:44):
part one, a wonderful culturethrough great leadership.
And part two repetitivelytraining your people on the
unique skill sets they have todo for you at a high level every
day, but usually get little tono training from experts on how
to do it.
It is a game changer.
But again, is it easy?
(32:04):
No, so, mark, as I say, it'swhat Mark Olson and I talked
about in the National FiresideChat webinar the other day.
It's not easy, right, andthere's going to be a period of
time where it actually may getworse for a while.
But it is amazing, if you stickwith it, what happens.
And I want all of you to useyour imagination, because you're
never going to be able to putyour finger on these leaky holes
(32:27):
.
You want to grow, Invisalign youbetter.
Have a better mindset andculture, your leadership better.
Look at the businessdifferently.
Your employee experience has tobe a certain way.
You've got to train your peoplehow to articulate the wine menu
and the desserts and thespecials for the evening.
Same thing with the waiters,right?
(32:48):
If you want to make more money,the waiters have to be trained
how to sell the specials to thetable while the table feels
really damn good at spending 20more dollars a plate to get them
.
There is an art to that.
There is an art to that andthat is not what people in your
bubble know how to teach.
It's just that reality.
No matter where you are, yourpractice is thriving.
Your practice is in the tank.
Your practice is somewhere inthe middle.
(33:08):
Building a better culture andtraining your people how to sell
, using experience, verbiage,presentation, psychology, etc.
Will transform you in whateverarea you want.
You want to grow more.
Think, want you want to growmore.
Think experience.
You want to convert more.
Think experience.
You want lower employeeturnover so you can keep the
(33:30):
good ones and get rid of the badones.
Think experience.
You want better patientcompliance.
Think experience.
You want more patient referrals.
Think experience.
I'll go back to the definitionlast month that I talked about,
part one this month of buildinga better culture and always
having that on your mindset.
And part two that we talkedabout today is commit to
(33:52):
training your people in a uniquemanner that other people first
businesses in your area will notcommit to.
They're out wasting their moneyoutside their doors on
advertising.
Meanwhile you keep reinvestingit in better experiences and you
will not believe the results.
I hope everybody enjoyed today.
A quick offer for all of youout there.
Rightchat customers, I want tospeak to you first.
(34:14):
Or, if you're interested inRightChat, we now guarantee that
we will triple your return oninvestment with us or all your
money back.
All right, so reach out toRightChat.
Now is a great time to getstarted because of that
guarantee.
It is risk-free and we willtriple your return on investment
or your money back With.
New Patient Group got a greatoffer for you there, too.
If you want to commit to whatI'm talking about, if you want
(34:37):
to represent your brand better,if you want to accomplish
whatever it is that you want toaccomplish, new patient group
can help you, and we're nowoffering your best year ever or
your money back With bothcompanies.
We are producing suchunbelievable returns that we now
know we can offer theseguarantees and confidently back
them and know it's going toabsolutely happen.
(34:58):
So reach out to one or bothcompanies.
We would love to help you.
Let us do what we teachpassionately behind this podcast
, mike.
Let us bring that inside yourdoors and produce your best
returns of all time.
All right, everybody.
Thank you so much.
I appreciate your support.
We'll be back with part threethis month soon.
Talk to everybody later.
Bye-bye.
Welcome aboard the new patient group flight deck.
Less chaos Check.
Less stress.
Check Less advertising costsCheck More personal and
financial freedom.
Ah, check, All right.
Business checklist completed.
Let the takeoff roll begin.
Speaker 2 (00:23):
Welcome to season seven of the new patient group
audio experience, a podcastdedicated to forward thinking
doctors wanting to learninnovative ways to run their
business today so your practicecan achieve new heights tomorrow
.
And now your host.
He's the founder and CEO of newpatient Group, managing partner
(00:45):
of RightChat and a trustedmotivational speaker for
Invisalign OrthoPhy and others,brian Wright.
Speaker 3 (00:55):
Hey, new Patient Group and RightChat Nation.
Welcome inside the broadcastbooth, brian Wright here, and
welcome in to another edition ofthe New Patient Group podcast.
If you're watching over on ourYouTube station, hey there.
To all of you, thanks for yoursupport.
Give this video a thumbs up,share it with your friends and
colleagues and make somecomments.
Get some dialogue going.
If you're watching or, excuse me, listening over on the Audio
Experience channels, pleasewrite us a five-star review and
(01:16):
how you do that.
Somebody brought this up to methe other day that they wanted
to, but they didn't know how.
I'm going to just give you anexample.
If you have an iPhone and youhave that purple podcast app,
just go in the search bar.
Just put in New Patient GroupPodcast and hit the one that
comes up on top.
That'll send you to thehomepage of the New Patient
Group Podcast on iTunes.
Scroll down until you see thefive stars and if you scroll
(01:38):
down under that, you'll see aplace where it says write a
review.
It would really mean a lot tous if you write one, just like
your practice wants five-starreviews.
These five-star reviews reallyhelp us, increases our rankings.
It helps us be more visiblewhen people are searching around
online and we can continuegrowing this wonderful
underground following that wehave very loyal following that
(02:00):
we have and excited for it,excited as we keep growing along
.
And today we're going to betalking about the second way
that you can accomplish thedefinition of customer service.
How you know, you've reachedthe pinnacle of customer service
.
That is what we went throughwith a four-part series last
month.
If you have not listened tothat, as I've been saying, you
got to listen to it.
We talked about how do thefamous companies view customer
(02:23):
service.
They view it very differently,but one of the things they all
do is they all have the samedefinition, so their employees
know what they're trying toaccomplish.
A big problem with customerexperience patient experience is
that if you ask 100 people,you're going to get 100
different responses on what itmeans.
Well, if that's the case, youare never going to accomplish it
.
But there's an actualfoundational Webster's type
(02:45):
dictionary definition ofcustomer service that we dove
into in part one last month.
The rest of the three part theadditional three that we
launched last month were how theheck do you do it right, and
it's easier said than done, forsure, but it is why New Patient
Group exists.
(03:07):
It is the single mostfundamental reason that I
created the company many yearsago is I know the more
commoditized you get, I know,the more shoppers you have, I
know, the more choices you have.
The end result experience wins.
Experience drives sales.
Experience drives customerloyalty.
Experience drives compliancefrom your customers.
(03:28):
So patient compliance, brushing, scanning, showing up, et
cetera, et cetera, et cetera thetype of experience you offer
will get them to do it.
Experience drives conversion.
Higher cash flow, production,revenue, all the things that you
hopefully want out there Moreefficiency, less chaos, less
stress could go on and on.
Experience solves all, but themistake that you must not make
(03:51):
and this is one of the biggestones I see and this is in all
industries, but I see it becauseof our niche in orthodontics
and other healthcare professions.
The mistake I see oftentimes isah, we're nice, we don't need
it.
Here's the reality.
Every one of you out thereneeds ongoing experience
training and the beauty ofexperience is that it can never
(04:12):
hurt your business, right?
If you're trying to implementdifferent techniques in here and
it's all related around growingmy production, it may or may
not work.
If your mindset is how do Ioffer a better new patient
experience.
How do I offer a better newpatient experience?
How do I offer a betterexisting patient experience?
How do I offer a betteremployee experience?
And your mindset is constantlythere then you will always win.
(04:37):
You will always win theinfinite game if you get your
mind off the data books, if youget your mind off the finite
data that you cannot control andthat oftentimes is lying to you
.
Get it off of there and focuson experience.
Now that's the series we're inright now.
It's why New Patient Groupexists.
Part one of this if you haven'tlistened to it this month, part
(04:57):
one talks about the very firstthing you must have in its
culture.
It's culture throughextraordinary leadership, and
that is the foundationalprinciple of New Patient Group.
Regardless of what you aretrying to do out there, if you
are trying to onboard a company,switching from one clear liner
to Invisalign is an example,switching from one bracket
system to another the reality isyou must be a fantastic leader
(05:23):
to create a specific culturethat allows you to dominate.
It is the number one return ofany marketing investment, but
it's also the least invested in.
Why?
Because it's not instant.
It's not instant gratification.
So a lot of people hey, I wantto increase my production.
The last thing you're thinkingabout is culture, when it's
probably the biggest thing,keeping you from the finite data
(05:46):
that you want to see.
It's very, very hard to convincepeople of this, and this is the
beauty, because the ones thatunderstand it, the ones that
fully grasp it, that's why theyare constantly kicking butt.
And there's so many people outthere.
Remember Dr Boyd Whitlock?
Shout out to you, man.
I remember when we firststarted years ago, he had made a
(06:08):
comment that you know I hadalready thought we had a good
culture, but wow, his newpatient group worked with us.
We realized we didn't.
And here's the thing this doesnot mean that your culture
stinks.
This does not mean you're a badleader, right.
It doesn't mean that.
It means that culture,leadership and things like that
are an infinite game of ongoingpursuit, ongoing training,
(06:28):
ongoing mindset shifts.
It is a never-ending game andas long as you realize that and
as long as you look at it as anongoing thing, there is no
finish line.
You will always be ahead ofother people, businesses out
there, always.
Now, today, we're going to bediving into one that I bang my
head against the wall, notunderstanding this because as I
(06:51):
go around traveling and we eatat restaurants with docs and I
see the leaky holes everywherein restaurants, as I travel
around doing workshops forpractices and I sit in there and
watch patients and just see theleaky holes.
They're everywhere, but it goesback to the leaky holes.
Oftentimes.
You can't see on paper, rightas far as experience goes, how
(07:16):
you greet people, how youinteract with them, how you
showcase your digital workflow,how you answer your new patient
and existing patient calls, howyour assistants just interact
with people that have spent five, six, seven, eight thousand
plus dollars with you, how theyinteract with the family, the
patient, how they havecompliance discussions, how they
(07:37):
ask for referrals and videotestimonials, how your TC
interacts with families littlewords said here and there that
actually detract from your brandas opposed to add to it.
How people present money youknow our money, our financial
presentation course.
I start off that course and Italk about I think it's right
around.
It's like 11, 12, or 13mistakes made when presenting
(07:58):
money.
Literally, as I travel aroundand watch treatment coordinators
present money, every single oneof them makes almost 100% of
those mistakes that I identifyin that course.
Some make 80, 90%.
Some make them all, but I'venever seen a treatment
coordinator not make at least80% of those mistakes.
(08:20):
But these are things that youcan't put your finger on.
When you see your cash flowdown, your conversion down, or
even if you're happy with yourconversion, there's a whole
other world that you could getto right.
But these are things that youcan't pinpoint them because it's
finite data.
And this all leads me into thesecond way you achieve.
The pinnacle of customerservice is the second
(08:41):
foundational item of new patientgroup is how you commit to
uniquely and repetitivelytraining your people.
Look, this is why it goes backto culture, because next month,
most likely, we're going to becoming out with our second
fireside chat edition of thepodcast, and Dr Mark Olson and I
just did a national webinar andit was our second one.
(09:04):
It was Bob Skopak the first oneand Mark the second one, and we
talked about a lot of reallycool things.
One of the things he talkedabout is experience, training
and committing to being a brandthat is above and beyond what
people would expect is hard work.
It's not something where we'renot consultants.
Again, it goes back to we arecoaches.
(09:47):
No-transcript, get their headout of the finite data, cannot
get their head out of the datasheet, cannot get their head out
of thinking they just needadvertising and pay-per-click.
You know it's crazy.
You know, as we talk about onthe RightChat side, you'll hear
(10:07):
people go, wow, you're tooexpensive.
And I just laugh because it'slike you just told me you spent
$5,000 to $8,000 a month inpay-per-click ads.
But you don't see the value ininvesting in something that
actually is going to convertthose ads into customers, into
people that show up ready to buy, lower your no-shows, represent
your brand in a way that isabsolutely unstoppable, and you
don't see value in that.
But you see value investingsomething that is simply a
(10:30):
band-aid on the real wounds thatexist.
And if you look at all theseinteractions that your team has
with people, they don't haveanything to do with orthodontics
.
Now, the beauty is that becausewe know orthodontics, we're
able to train in a way that isvery unique compared to anybody
that exists inside your bubble.
Out there.
They don't know what they don'tknow.
(10:50):
You could ask them 30psychological phrases and they
wouldn't know the answer toprobably any of them.
And today is not about us, buttoday this series going on is
absolutely about thefoundational reasons that I
created this company.
You know, I looked insidehealthcare and I said look Just
like an Italian restaurant.
When there's six choices, thebest food does not win.
(11:12):
That is part of the recipe,right?
How you plate it, how you cookit, where you source your food,
how you invest in high-qualityingredients instead of nickel
and dime the data sheet and havelow-quality ingredients right.
All of that.
The chef skills, of course.
That matters, just like all ofyou.
Your clinical skill sets mattergreatly.
(11:33):
And do you invest in the bestmaterials or do you nickel and
dime things?
It's the same thing.
You're the chef.
But what really makesrestaurants work is the culture
of the organization, is themindset, the leadership
abilities of the leadership team.
It's also how you train yourwaiters to interact with the
table.
There's a and I'm going to havea podcast about this but Copa
(11:57):
Asteria if you're ever inHouston, copa Asteria is one of
my favorite Italian restaurantsin the country and it is top
notch.
Ask for Beto.
So you've got to have Beto asyour waiter, and Beto is one of
these guys that can sit thereand talk about the specials in a
way that gets you to buy themand that adds so much additional
(12:17):
revenue over time to therestaurant where, if you have
other waiters, they're not thatgood.
They articulate the specialsbut it's just blah.
It doesn't make you want to getit, it doesn't make you feel
special while spending moremoney.
And this all goes back to onestandardizing your message, but
to the importance of training.
(12:37):
Look when, when people arelooking around, just like the
Italian restaurant, when peopleare looking around and the other
thing that makes that Italianrestaurants are digital
marketing, how their website is,how personalized is.
Is that video gifts?
How's the menu showcase?
Are there videos from the chef?
Are there videos from themanager?
(12:58):
Can you meet and greet thewaiters before you even come in,
like with little bios on there?
It's how it makes you feel, howit's interacting.
Is there a YouTube stationfilled with live camera feeds
from the kitchen and the chef onthere, or is it just blank,
like most people?
How does their social mediainteract with you?
And for many of you out there,these are three areas you suffer
great in, whether you want toadmit it or not, it is a fact.
(13:19):
Your culture because of yourleadership, how you train your
people and how you do yourdigital marketing, and when you
quote them, when you combinethose three together into a
story.
Look, whenever you're a speaker, you get invited back for being
a great storyteller.
It's the same way with all ofyou.
All of your business is a story.
Chapter to chapter is anotherinteraction they have with your
(13:40):
business right Culture, digitalmarketing, new patient phone
call.
All the way down the journeyyou commit to training your
people in a unique way tointeract with your customer and
prospective customer in a waythat they have not had before
with any people business Like.
I want all of you to forget thatyou're an orthodontic practice
(14:00):
and I want you to go.
I want my people trained in away that's going to represent my
brand, in a way that's going toabsolutely dominate everybody
in my community.
Forget the other orthodontist,forget the other dentist, forget
the pedo, forget et cetera, etcetera, et cetera.
They are not your truecompetition.
Sure, are they part of it, ofcourse, but they are not your
(14:23):
real competition.
Your competition is you, it'syour team, it's your culture,
it's what you, what you view asimportant, it's your mindset.
That is your competition andhow.
Any of you out there cannot seevalue in having your team
trained by experts in sales,hospitality, verbiage,
(14:45):
presentation, the psychology ofthe consumer, so people know
what to say, when to say it, howto say it and why to say it
right.
Because the order of yourverbiage, how you present it,
what time you present it, whenyou present it all that stuff,
it all matters.
It all has an impact on whetheror not somebody buys from you
and buys from you at a highprice, which is what we teach.
(15:08):
We want you to be the highestor close to of all the opinions.
This is something I've taughtfor years.
If everybody out there isoffering a free consult, you
better charge for it.
If everyone's charging fortheir consults, you need to be
free.
You've got to be the opposite,but you've got to train your
team.
We have several new patientgroups not several, but we have
(15:28):
some now with new patient groupthat are charging for the new
patient console and they getaway with it because of one how
the receptionists.
These ones use RightChat.
So my agents are selling whyyou should give me a credit card
over the phone and it's verysuccessful.
I know the new patient call youtake out, dr Rob Schaefer.
(15:48):
Shout out buddy, like their newpatient call conversion using
RightChat to answer the newpatient calls in the mid-90s
right.
So all of you know theconversion rate in orthodontics
right now, as it stands, is inthe 60s.
Your new patient phone call isin the 60% conversion ranking
right, meaning that for everyyou know you're losing three or
(16:09):
four new patients for every 10that call your practice.
And that doesn't even includethe amount that you don't answer
when you're fully staffedduring regular business hours.
We have the data on that andthe data is alarming.
But back to the training point.
You know, if I'll give you aperfect example.
You take a restaurant, and thisis why I want all of you I
(16:30):
don't even want to giveorthodontic examples before, I
need all of you to use yourimagination on how what I'm
about to say applied to digitalworkflow TC exam, doctor exam,
presenting money, pendingtreatment, follow-up, obs,
assistance, chair side.
You all having toughconversations whenever someone's
(16:51):
mad at you for they can't getan appointment when they want
New patient phone call, existingpatient phone call.
How you greet.
If you want to do a welcometour, it's a total waste of time
if you don't know how todeliver it in a way that adds
value, that moves people closerto sale.
Your digital marketing content.
How you speak to your employees.
There's a few different waysthat I'm going to articulate
(17:14):
this and I want you to sit thereand go.
Okay, which one's better?
And let's take dessert withrestaurants.
Okay, how do most do it?
Most, first of all, do it that,unless you bring it up, they
don't even bring it upthemselves.
Okay, do it that, unless youbring it up, they don't even
(17:34):
bring it up themselves?
Okay, and I actually have apodcast on that, as it relates
to Invisalign down the road andwhy you know, partnering with
certain GPs is difficult, as itis for you.
I actually want to put a spinon it using the dessert example
that I just said.
So most don't even bring it up.
That's one way.
And then, if you do bring it up, you're like hey, do you have
(17:54):
dessert?
So like, yeah, we've got this,we've got this, we've got that,
we've got this.
Then there's the otherrestaurant that actually does
bring it up, but they bring itup like, will you be having
dessert tonight?
It's a yes, no question.
There's nothing special aboutit, there's nothing unexpected
about it.
There's nothing that's going toget people to say yes, unless
(18:14):
they absolutely are dead set ondessert.
And even if they're dead set ondessert, what that presentation
does is it keeps you from atleast giving yourself a high
percentage opportunity to getthem to buy the highest-priced
dessert that you have.
Okay, the next one is that youhave restaurants that that bring
(18:36):
out, and I want you to look atall these, all four of these I'm
going to articulate right, sowe're, we're, we're in, we're
two in.
Obviously, the second one thatI just described is better than
the first, and as I describethese, I also want you to think
to yourself like this is whyculture matters, because culture
is also mindset.
Like for this to ever actuallyhappen in your restaurant?
(18:56):
Without the leadership and themindset and the innovation and
the forward thinkingness tocreate a culture, it's never
going to be taught to thewaiters and, in addition, when
you're not looking, the waitersaren't going to do it.
This is how it works.
None of these things I'mtalking about this month operate
as a standalone, right?
Culture is the foundation thatmixes together.
(19:18):
But all three things and we'rein part two all these have to
work together in harmony to helppromote the other.
The third one and you've allexperienced this is the places
that come out with a desserttray.
Right.
Now, that's pretty good, right?
We would all obviously say thatif a waiter brings a dessert
tray proactively to your tableand says, hey, let me talk to
(19:41):
you about these desserts, and hearticulates the cheesecake,
that it's you know, and this andthis and that, right, obviously
that's a better way than thefirst two, right, and as you
think about this with yourpractice, I want you to
understand that there's always abetter way.
Like, you aren't good atanything, and what I mean by
that is not that you're not goodat anything.
(20:03):
What I mean by that is, nomatter how good you think you
are today, there's another levelto go, always and this is a
great example For many of youout there that are higher level
practices.
You are the practice that bringsthe tray.
You are the practice thatshowcases things better.
You are the practice thatprobably uses digital workflow
right.
You are the practice that has apretty darn good TC and doctor
(20:25):
exam right.
You're the practice that standsout.
You're the practice that standsout and obviously the dessert
sales are going to be higher anddoing with the you're
showcasing the desserts andeverything and talking about
them properly you're going to beable to increase the prices of
the desserts.
Now here's the ironic thing thedesserts may not even taste
that good, and this is thereality.
(20:47):
Back to your clinical abilitiesOf course it matters, it matters
big time, but the reality is,before they buy from you, all
you can do is showcase thingsright from again your employee
experience, digital marketing,all these things All you can do
is showcase it in a way andpresent it in a way that makes
(21:08):
you very unique.
Stand out amongst everybodyelse, and that is how you raise
your prices, right, not lettingpeople sit in the waiting room?
Perfect way to raise yourprices.
Your time is respected, MrsJones.
You are never going to sit inour waiting room.
We're going to greet you themoment you walk through the door
.
Every new patient phone call.
You should be saying that why?
Well, guess what?
(21:28):
The other receptionist didn't.
This is how you showcase thingsbetter, but your people have to
be trained to execute theverbiage.
But now we have option four.
Right, and I've worked with somerestaurants in my life and this
is exactly how they do it andthis is exactly why their
dessert sales go through theroof.
But see if all of you out thereare just thinking you need
(21:50):
advertising again.
You don't know what you don'tknow, and this is a perfect
example of it, meaning that if Iwalk to your table and I said
Mr and Mrs Wright reallyappreciate you dining with us
tonight.
It's been a great experienceworking with you, hope you
really enjoyed your evening,have our desserts here and they
are absolutely fantastic.
And I'm going to walk youthrough each one because I
(22:12):
really am proud the way the chef, how he sources the ingredients
, how he puts them together, howhis passion is to really making
everything in-house and standout for our customers.
So I'm going to go throughthese for you.
Right, we've got the cheesecakeNow.
This cheese is sourced fromItaly.
We actually bring that in.
We ship it in.
It's aged actually three yearsbefore we actually even use it
(22:36):
to make the cheesecake.
The sauce is a strawberry sauce.
It's made in-house, thestrawberries are organic, right
from our own personal farm, andit is all made with the chef and
the chef.
Only we do not outsource it.
He does not let anybody elseeven touch it, it's his.
He makes it.
It's fantastic.
Now, to save time, today, I wantyou to imagine there being
(22:59):
eight trays.
Remember, remember a lot oftimes when people bring you the
options.
There's so many, it's hard tomake a.
There's hard to make a choice.
This is why you have to executeand articulate this in a very
specific way.
So let's say there's eight to10 on the tray.
I'm not going to go througheach one, but see, the
edification that I just didabout the chef is exactly what
(23:19):
we train on and how the teamneeds to talk about you, because
you are the investment.
I am not buying Invisalign, Iam not buying braces, I am not
buying any other tool thatexists.
I'm buying you and you bettermake that flip.
It's just like at a restaurantyou are not buying the Italian
dish, you are buying the chefthat makes it.
You are buying the culture ofthe organization, right, and in
(23:43):
order to buy it, the waiter hasto articulate it in a way that's
going to get me to buy what you, as a restaurant, want.
It's the same thing inorthodontics, dentistry, etc.
But moving on to that fourthexample, let's say the
cheesecake, and I walk throughall of them.
Here's the key that's going toincrease dessert sales.
(24:03):
Mr and Mrs.
Right, I know there's a lot ofoptions I just went over and,
yes, they are all amazing, theyare all so, so good, but I'm
going to narrow it down to twofor you, and the reason I'm
going to do that is based on thewine that you had this evening,
based on the meal you had.
I'm going to narrow it down totwo that are absolutely going to
finish off your meal and areally special night and the
(24:25):
best of ways, right, and it'sgoing to be.
Let's just say I'm makingbelieve.
Let's just say it's thecheesecake and the chocolate
desiccant cake.
Okay, would you like me tobring both of those out for you,
or just one or the other.
Which would you prefer?
This is how you drasticallyincrease dessert sales in a
(24:46):
restaurant.
See, there was not.
Are you going to have anythingtonight?
There was, hey look, I'mbringing you both, or one or the
other.
You don't have a choice Rightnow.
Of course, it wasn'tarticulated that way, but this
is how you are going to drivepeople to make decisions in your
favor.
Now the waiters have to betrained on how to pair the
(25:06):
desserts with the proper wine,the proper meals, just like in
your practice.
They've got to be trained onthe digital workflow and how
that can enhance the exam roomprocess.
And how the exam room process,if you build enough value, can
benefit the financialpresentation.
And how your new patient phonecall, if you train people in a
(25:28):
way, can use edification to getpeople excited to even show up
in the first place.
How it can get thempsychologically prepared to buy
because you're edifying thingsaround, why your chef is better,
hence why your doctor is better, why your menu is better, hence
why your doctor is better, whyyour menu is better, hence why
your digital workflow is better.
See, what you all have to do isget your head out of the
healthcare clouds and understandthat you're a people over
(25:52):
procedure operation.
You are a people first businessoperation and if you view
yourself that way, you can grabexamples from all kinds of
successful businesses all acrossthe world as you travel.
But you can also pinpoint theseleaky holes in every business
(26:14):
you walk into and guess whatthose holes are happening to you
as well.
The issue that I will go backto now that you've heard me say
a thousand times, if you followme and follow our companies, is
that nothing that I justdescribed to you will show up on
your data sheet.
Restaurants cannot say on theirdata sheet, our waiters are not
(26:35):
presenting it in an effective,sales-oriented manner that get
people to buy because they feelreally special.
Right, the experience of theverbiage and presentation drove
the increase in dessert sales,but you cannot see it in your
restaurant slash practicemanagement software.
This is why, when you focus onexperience training and you
(27:00):
focus on constantly improvingculturally your employee
experience, but now from atraining perspective, how you
train your, your waiters, yourassistants, your receptionist,
your TCs, if you train them in away that is focused on being
better with people, you willalways win.
You will always win and it?
(27:22):
I just bang my head repeatedly,over and over and over on why
more of you out there the repsfor dental monitoring, for
Invisalign, for OrthoPhy, etc.
On down the line, doctorslistening, team members
listening why you all can't wrapyour head around.
If you want more starts, ifyou're an Invisalign practice,
(27:44):
you want more Invisalign cases.
If you're a remote dentalmonitoring, you want more DM
cases.
Ortho-fi, you want to grow yourpractices.
So you make and you benefitfrom the production increase.
It's not about your freakingproduct, it's about ensuring
that the culture of theorganization is set up in a way
(28:04):
where they are constantlyinnovating, holding people
accountable, training theirleaders to be great.
That was the first foundational, first foundation of new
patient group right, and it'swhat I talked about in part one
of this series Now in part two.
Then you've got to train people.
If you want more remotemonitoring sales, you have to
train the edification on thephone call.
(28:25):
You've got to train the TC howto make it an integral part of
the TC exam process.
You have to train on thesethings and that training doesn't
have anything to do with remotemonitoring.
Of course you have to haveknowledge of it, but the
verbiage and presentation skillsand the sales fundamentals and
the edification verbiage andlanguage and the feature
(28:48):
advantage benefit language, etc.
Down the line has nothing to dowith the health care
environment, has everything todo with being a people first
business business.
This is how you showcase thingsin a way that gets people to
spend more money, that increasesyour conversion, matches the
(29:11):
definition of customer serviceyou getting what you want as a
business.
Meanwhile, the customerbelieves they've got more than
expected from you.
It's the same thing with thewine menu, right?
What do most places do?
Well, the wine menu sits on thefricking table, yet they think
they need advertising.
Right, they don't give you alittle bit of a tour through the
kitchen and bring you to thetable and then do a little
welcome tour over the wine menu?
Like?
(29:32):
There's places that do that.
If you walked into one of ourrestaurants, absolutely they
would do that.
Like, this is how you upsellthe table from the hundred
dollar bottle of wine to the twohundred dollar bottle of wine,
upsell the table from the $100bottle of wine to the $200
bottle of wine, and the problemis there's these leaky holes all
over restaurants that theydon't feel, and this is exactly
what happens to all of you?
The lack of unique training thatyou commit to providing your
(29:54):
people, only going inside yourlittle orthodontic bubble,
thinking that those people wouldever be hired to help a
restaurant right, when the sameskill sets apply.
This is what I've banged myhead on the wall for years,
trying to change the mindset ofan industry to stop looking
inside your bubble fornon-orthodontic, non-dentistry,
(30:15):
non-pedo, non-plastic surgery,non-optometry, et cetera.
Things right, the articulationof the desserts, of the wine,
have nothing to do with the wineor the desserts.
It has everything to do withlearning how to present in a
psychological format that drivesbehavior in your favor, while
(30:37):
people feel really great at thesame time.
And this is the TC exam, thisis the doctor exam, this is the
new patient call.
It's taking the same with therestaurants.
The other restaurants havedesserts, the other restaurants
have similar menus, the otherrestaurants have waiters, they
have chefs, they have tables,they've got bars, they've got
bartenders, they have front deskpeople, et cetera, just like
(30:59):
all of you, and in the mind ofmost consumers, you're all the
same, whether you want to hearit or not.
So if you take this typetraining, this commitment to
every interaction, you and yourpeople have, training them in a
way to know how to handle it.
Know how to handle it well,know how to advance your brand
forward.
You will not believe how yourpatient compliance improves,
(31:23):
your patient referrals improve,your patient video testimonials
go up.
Your conversion goes up.
People put down more when theybuy treatment, so your cash flow
goes up right.
Your new patient phone callconversion goes up right.
Your production, your revenue,all the lag measures, all the
finite data that you cannotcontrol, all win by you having,
(31:44):
part one, a wonderful culturethrough great leadership.
And part two repetitivelytraining your people on the
unique skill sets they have todo for you at a high level every
day, but usually get little tono training from experts on how
to do it.
It is a game changer.
But again, is it easy?
(32:04):
No, so, mark, as I say, it'swhat Mark Olson and I talked
about in the National FiresideChat webinar the other day.
It's not easy, right, andthere's going to be a period of
time where it actually may getworse for a while.
But it is amazing, if you stickwith it, what happens.
And I want all of you to useyour imagination, because you're
never going to be able to putyour finger on these leaky holes
(32:27):
.
You want to grow, Invisalign youbetter.
Have a better mindset andculture, your leadership better.
Look at the businessdifferently.
Your employee experience has tobe a certain way.
You've got to train your peoplehow to articulate the wine menu
and the desserts and thespecials for the evening.
Same thing with the waiters,right?
(32:48):
If you want to make more money,the waiters have to be trained
how to sell the specials to thetable while the table feels
really damn good at spending 20more dollars a plate to get them
.
There is an art to that.
There is an art to that andthat is not what people in your
bubble know how to teach.
It's just that reality.
No matter where you are, yourpractice is thriving.
Your practice is in the tank.
Your practice is somewhere inthe middle.
(33:08):
Building a better culture andtraining your people how to sell
, using experience, verbiage,presentation, psychology, etc.
Will transform you in whateverarea you want.
You want to grow more.
Think, want you want to growmore.
Think experience.
You want to convert more.
Think experience.
You want lower employeeturnover so you can keep the
(33:30):
good ones and get rid of the badones.
Think experience.
You want better patientcompliance.
Think experience.
You want more patient referrals.
Think experience.
I'll go back to the definitionlast month that I talked about,
part one this month of buildinga better culture and always
having that on your mindset.
And part two that we talkedabout today is commit to
(33:52):
training your people in a uniquemanner that other people first
businesses in your area will notcommit to.
They're out wasting their moneyoutside their doors on
advertising.
Meanwhile you keep reinvestingit in better experiences and you
will not believe the results.
I hope everybody enjoyed today.
A quick offer for all of youout there.
Rightchat customers, I want tospeak to you first.
(34:14):
Or, if you're interested inRightChat, we now guarantee that
we will triple your return oninvestment with us or all your
money back.
All right, so reach out toRightChat.
Now is a great time to getstarted because of that
guarantee.
It is risk-free and we willtriple your return on investment
or your money back With.
New Patient Group got a greatoffer for you there, too.
If you want to commit to whatI'm talking about, if you want
(34:37):
to represent your brand better,if you want to accomplish
whatever it is that you want toaccomplish, new patient group
can help you, and we're nowoffering your best year ever or
your money back With bothcompanies.
We are producing suchunbelievable returns that we now
know we can offer theseguarantees and confidently back
them and know it's going toabsolutely happen.
(34:58):
So reach out to one or bothcompanies.
We would love to help you.
Let us do what we teachpassionately behind this podcast
, mike.
Let us bring that inside yourdoors and produce your best
returns of all time.
All right, everybody.
Thank you so much.
I appreciate your support.
We'll be back with part threethis month soon.
Talk to everybody later.
Bye-bye.
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