3 Steps to Measuring Marketing Results

By | Blog | No Comments

1. Measure Results from New Patient Marketing. Use the chart below to make a list of every marketing tactic in which you are currently investing to drive new patient traffic.

Start by writing down the average annual value of a new patient. This will not change from tactic to tactic, but you will need it for each tactic’s return on investment calculation.

Next, for each tactic, write down how much you are investing annually.

Then write down how many new patients you have seen from that tactic over the last year. (If the tactic has been running for less than a year, take a monthly average and multiply by 12 to annualize it.)

To calculate the return on investment on each tactic, first multiply the average annual value of a new patient (A) by the number of new patients seen from this tactic this year (B). Then, subtract the annual investment (C). Finally, divide that figure by the annual investment (C) and multiply by 100 to get the percentage of return.

[(A*B)-C]/Cx100 = ROI

Finally, write that figure in the third space for each tactic.

Screen Shot 2015-07-29 at 9.08.47 AM

In the example, the dentist invested $30,000 to attract $288,000 in production. The return on investment was positive 860%. It is clear that this marketing tactic is working.

With this chart complete, you can clearly see what is driving a return on investment and what is not, and what marketing is working and what is not. If, in analyzing this tool, you see any direct marketing efforts – those meant to drive new patient traffic and production dollars – are not producing a return on investment, you might consider recalibrating or nixing them.

In some cases, you invest in marketing that will never convert to a measurable return. A logo or sign create awareness but do not translate into production dollars. That’s not to say they are not worthwhile investments.

2. Measure Results from Internal Marketing. In her article, Where Have All the Patients Gone?, registered dental hygienist, Debbie Seidel-Bittke, points out that the average dentist sees 30 patients per month but only logs 2,500 active patients. She writes, “If all of these patients continued to return to the office on a regular basis there should be an active patient base of at least 3,500 patients… [but] dentists are losing more patients out the back door than are coming in the front door.”[1]

In our example above, where the average annual value of a new patient is $400, that variance in patients can mean the difference between $1 million and $1.4 million in production.

Let’s make sure that’s not happening to you. Gather reports detailing all existing patients 6 months ago, 12 months ago, 18 months ago and 24 months ago. Of the 12-months-ago batch, what percentage returned for their recall appointment as shown in the 6-months-ago batch? Keep going back, asking the same question for the next two time periods.

A Henry Schein whitepaper, The Most Important Number – The Active Patient Count, suggests this benchmark: “If a practice undergoes a normal attrition rate, they will experience approximately a 17% erosion of their active patient base each year as patients relocate, die, etc.”[2]

If your percentages are creeping upwards of 20% and beyond, it’s time to implement a robust internal marketing program. This can include staff training to deliver excellent service, referral marketing programs, recall systems such as DemandForce or Lighthouse 360 and other initiatives to keep patients happy, returning and raving about the practice.

3. Explore Alternatives. Just because production and patient numbers are up doesn’t mean marketing can’t be improved. Always be looking for the best way to serve patients, the most effective way to attract your ideal patients and the easiest way to make it happen while you focus on dentistry.

[1] Where Have All the Patients Gone?

[2] The Most Important Number – The Active Patient Count


Top 10 Common Mistakes in Setting a Marketing Foundation 

By | Blog | No Comments

Far too many dental practices tackle marketing without first putting a plan or foundation in place. Online marketing solutions like Google AdWords and Facebook ads are available at one’s fingertips, making it tempting to wing it. “Get your ad on Google today,” the search giant encourages advertisers.

If only marketing were that simple.

The fact is that marketing is the resonant voice of the practice. That said, it’s unwise to go to market with an ill-researched, untested message and method.

Here are the top 10 mistakes to avoid:

  1. Experimenting without a hypothesis. Start by setting a goal. Expect well-executed marketing to produce measurable results such as an uptick in patients seen per month or in annual production. A quantifiable goal serves as a benchmark for clearly defining success.
  2. Doing what’s popular. Rather than throwing money at online marketing because it’s trendy, invest only in the marketing tactics that make most sense for the practice. This may mean investing in brand/awareness marketing, traditional marketing (print, television, radio, etc.) and/or internal/referral marketing. Survey loyal patients to uncover the media that attracted them, then focus on those tactics.
  3. Too many scientists in the lab. Stick to two to three key decision-makers who will be with you throughout the marketing process. Avoid crowdsourcing, which is gathering opinions from the masses, as this is more harmful than helpful in a strategic environment. Share marketing designs only after you have finalized them with the core team, but not while they are still under development.
  4. Going it alone. By contrast, a lack of collaboration can be equally detrimental. Let language from positive reviews and survey data from the happiest patients tell the practice story rather than trying to write it in a vacuum. This process will prevent you from getting too clinical in marketing communications.
  5. Lack of documentation. The foundation will erode – and fast – unless it’s articulated in writing. To start, write down the goal and budget. Once you identify the marketing tactics on which to concentrate, add those to the list. Document the names and contact information of all parties involved in the marketing, internal and external. Documentation will ensure focus.
  6. Re-experimenting too soon. Once you discover the marketing mix that seems best for the practice, test those tactics for a good six months before changing or adding tactics. It takes that long to tell if the experiment is working. Patience, patience, patience.
  7. Letting your own opinion rule. What patients think about the practice trumps what you think. Rely on their input to objectively build the look and feel of the marketing. As you proceed through the design and development of marketing tactics, suspend the urge to design with your favorites. Instead, use colors and images that resonate with favorite patients.
  8. Feature focusing. Turn your attention to benefits. Highlight what patients love most about you, not only technology or clinical expertise. In design and development, avoid using obvious objects like teeth and dental instruments. Experiment instead with objects that every person can relate to, your patients most importantly.
  9. Spending not investing. Be careful not to spend too much on marketing. If, after six months, any tactic is not producing a return on investment, nix it. Returns are not always in the form of dollars. Added exposure and awareness in front of the people who matter most can be a very healthy investment.
  10. Overthinking things. Now that you have a science behind marketing, there may be the tendency to overthink things. Set deadlines. Consider the idea that 90% done is done. Have a team member keep you accountable for finishing projects within a certain timeframe. And have fun!

Adapted from KABOOM! The Method Used by Top Dentists for Explosive Marketing Results.




Part Two: Put Your Marketing Where Your Mouth Is

By | Blog | No Comments

A couple weeks ago I wrote a plea to Disney: Put your marketing where your mouth is.

And Disney did!

After all, they promised they would. At the Disney Institute, I learned about their signature Continuous Improvement Process, which, in part, includes: Listen & Learn, Measure, Act.[1]

I now see the Continuous Improvement Process as a critical part of internal marketing, or the ongoing process of keeping patients happy and loyal. Here’s how it worked in this instance, and what dentists can learn from it.

Listen & Learn

As you read a couple weeks ago, I experienced a brand breakdown when the guest service at Walt Disney World was repeatedly bad. Regardless of my experience, Disney emailed me a survey after my visit.

I gladly completed it, wanting to get a few things off my chest. It’s likely that happy customers gladly completed it too, delighted with their experience.

The bottom line: people love being heard. The lesson here is to survey patients regularly and often. They want you to know what they think. Plus, a simple customer satisfaction survey is a great tool for gauging how the practice is doing and where improvement is needed.


Disney took into account my feedback. It is clear that they measured things in at least three ways:

  1. The timeframe within which the customer would be contacted
  2. The value that the customer lost
  3. The value that the company was willing to replace

It’s brilliant in its simplicity.

A dental practice can use this formula to help stay objective about handling unsatisfied patients. This also helps to prevent over- or undercompensating the unsatisfied patient. Finally, it keeps the dental staff vigilant in following up with the patient in a timely manner. And time is of the essence in these cases.


Within two days of submitting my feedback, a Disney representative contacted me. First, he listened.

This is a crucial first step and is often forgotten. The disgruntled patient simply wants to be heard. Now is not the time for explanation or, certainly, excuses. The best phrase the dental staff can learn for moments like this is, “I understand. Is there anything else?”

Next, he apologized. A simple, “I’m sorry for your experience,” goes a long way.

Finally, he offered me compensation for my loss: two days at a Disneyland resort of my choice.

In my survey, I indicated that I felt like I lost two days of vacation time due to a bad experience, and Disney gave me adequate compensation for that loss. Two days for two days.

The choice was like a little cherry on top of an already wonderful compensation. I get my choice of three different Disneyland resorts. This puts me, the customer, back in control of my buying experience. I feel happy again!

How can your dental practice put the cherry back on top of an unhappy patient’s cake?

[1] Source: Disney Institute, Disney’s Approach to Business Excellence

Put Your Marketing Where Your Mouth Is

By | Blog | No Comments

The Disney Institute, which my team and several dentists that I know have attended, encourages us to “focus on brand identity, delivering superior value, and building relationships to create loyalty with your customers and employees.” In all that they do, Disney executes a Chain of Excellence: Leadership excellence gives way to employee excellence, which leads to an extremely high level of guest satisfaction, and that turns into repeat business. [1]

This Chain of Excellence allows them to deliver upon their brand promises, one of which is that each of their parks is “The Happiest Place on Earth.” Only when customer service is at its best can that promise come true. It is Disney’s goal to treat each guest like a VIP. And they do.

Until they don’t.

On a recent trip to Walt Disney World, this is what my family experienced:

When we arrived, the bellhop seemed sad and tired. The front desk person who checked us in was so exhausted and distracted that he could hardly speak. We were never once addressed by name – hardly the Disney way. One employee regaled us about how she had been annoyed by how another employee had handled a situation entirely unrelated to us.

A food services employee dejectedly replied, “Over there,” with a halfhearted gesture when I asked where to pick up my order. Another told us our MagicBands just “won’t work.” No apology, no explanation, no alternative.

There was a custodian who simply muttered, “Oh,” when I pointed out that the water fountains didn’t work. There was the guest services employee who flatly told me, “It doesn’t work like that” when I had a question about the meal plan. There were the half-dozen or so employees who told us “we’re closed,” “that’s not on your meal plan” or simply “no.”

(While it would be unrealistic to expect a “yes” to every request, Disney’s Cast Members, as all employees are called, are trained in basic improvisational acting. They are taught to start with, “Yes, and…” For example, “Yes, we are closed, and you can get lunch right down the way here, let me show you…” It harkens back to their commitment to excellent service.)

And, on the last day, as we were leaving, there was this conversation that I had with one of the employees:

HER: How was your stay?

ME: Not very good.

HER: I’m sorry to hear that. They tell us to say it’s a magical place… but it kind of loses its magic after you work here. This is just a job for me.

That was our kiss goodbye, as Disney likes to call it.

This is a classic example of brand breakdown, and we see it all the time in businesses and in dental practices. We make big promises in the marketing messaging then we deliver an entirely different experience. The result: unsatisfied customers, and discontinuation of repeat business.

Put your marketing where your mouth is. Survey your best patients to understand why they are loyal to you, put that message to market, and then train your staff to deliver upon that promise every day in every way.


[1] Source: Disney Institute, Disney’s Approach to Business Excellence

Why the Dentist’s Opinion is Only 1% of the Brand Story

By | Blog | No Comments

The most common way for a dental practice to formulate its brand is from the mind of the dentist, and it is most typically (and mistakenly) limited to a finite set of items, perhaps the name, logo and sign.

In actuality, brand is the collective perception of the total practice and it comes from 99 more slices of pie, which may include:

  • That the practice has 17 positive online reviews and 4 negative
  • That the phone is answered in two rings when the patient calls to make the appointment
  • That there is a pothole on the road leading up to the practice, and the fact that the patient happened to miss it this time
  • That the practice’s sign is easy to read from the street
  • How freshly painted the lines are in the practice parking lot
  • The fact that the patient happened to score the best spot in the lot
  • The old piece of gum that’s been stuck on the sidewalk right out front of the practice for the last 68 days
  • The fellow tenant who always has a smile on her face and happens to say, “Good morning!” to your patient as she enters
  • The movers’ quilts in the elevators that the landlord keeps saying he will remove but hasn’t yet
  • That the front door squeaks when the patient enters
  • That the front desk team is dressed in matching shirts with freshly styled hair and nicely groomed fingernails
  • That business cards, brochures and other takeaways are displayed neatly on the front desk
  • That there is filtered water, tea and coffee available in the waiting area
  • That Alice at the front desk chooses to engage the patient in light, easygoing conversation
  • That the patient waits 7.25 minutes before being taken back
  • That the dentist himself arrives in the waiting area to take the patient back
  • That the patient feels comfortable – physically, emotionally and psychologically – at this, the critical moment before care begins
  • That the hygienist remembers the patient’s daughter’s name, age and grade, and asks meaningful questions about her
  • That it is fully explained why X-rays are needed and what can be expected while the patient is guided to the X-ray room
  • That the tiles are slightly coming up from the floor in the hallway
  • That the bitewings are extremely carefully placed given the fact that the patient has mandibular tori
  • That the X-rays are efficiently and effectively taken
  • That the patient is able to immediately and clearly see the X-ray results
  • That the X-ray results are thoroughly explained to the patient
  • That the patient is asked if he/she is comfortable before the cleaning
  • That the cleaning is efficient and effective
  • The fact that the protective eyewear is a pair of fancy sunglasses, just for fun
  • That the exam is efficient and effective
  • That the patient hears her name and a comforting statement directly prior to the injection being administered
  • The manner in which the injection is administered such that there is no pain
  • The manner in which the cavity is filled such that there is mild discomfort but nothing that makes the patient complain
  • That the assistant thanks the patient at the end of the cleaning, exam and treatment
  • That the patient is given a new toothbrush and floss plus an extra little surprise to take home in the goodie bag
  • That the dentist himself leads the patient back to the waiting area
  • That the dentist thanks the patient at that time
  • That there are two patients in line at checkout and the patient has to wait 10.75 minutes
  • That the practice payment policy is not quite clear to the patient, even though she has been coming here for years and is not going to ask about it
  • That Alice at the front desk makes it easy to schedule the next appointment
  • That the artwork and fountain create an ambiance as the patient prepares to leave
  • The passing orthodontist who says, “Bless you!” when the patient sneezes
  • That the dentist personally calls the patient to check on her after the visit
  • That the patient laughs and, at least once, seems to have a darn good time during the visit

Extraordinary brand is all in the details. What are your details saying about your practice?

How Tomorrow’s Patient Will Find Your Practice

By | Blog | No Comments

Sure, you know to ditch the phone book listing in favor of online advertising, but are you really on the cutting edge of marketing?

Your patients are.

Here are three emerging trends not to miss:

Now on Tap. This Google app is a “a sleek, impressive, and ambitious demonstration of machine learning that sits always at attention, ready to sift through the pile of data your smartphone is constantly producing in order to make your life easier.” (Source: http://bzfd.it/1BMQ0L6) In other words, it may help close the gap between your future patient’s mobile search for your practice and getting that patient in the chair at your office.

Mobile-Friendly Website. You likely saw the news that Google now strongly favors in its search rankings those websites that are optimized for use on mobile devices. But did you know that 70% of searches carried out on mobile devices lead to action in under 1 hour whereas only 30% of those carried out on a desktop computer lead to action in 1 month? (Source: http://bit.ly/1DczmnD) Time to get mobile!

Quit Stressing about the Scroll. In the old days, dentists fretted that website visitors shouldn’t have to scroll down the page to read content. Not so any longer! In fact, “More engagement happens right at and below the fold than above.” (Source: http://www.lukew.com/ff/entry.asp?1946) The fold is the point at the bottom of the website before any scrolling takes place. As long as content is relevant and laid out with excellent user experience design in mind, you’re good to go.

Keep up with the times to keep up with the patients that help your practice and passion grow and thrive.

The Thought Leadership Challenge

By | Blog | No Comments

The late Dr. David Winn was nationally renowned for his expertise in laser dentistry. Dr. Brett Kessler is celebrated for his dedication to restoring the smiles of recovering methamphetamine addicts so that they can return to the workforce. Dr. Anil Idiculla is known for his philanthropy, as he donates his time and resources to more than a half dozen charities on a regular basis. Dr. Aldo Leopardi is known for his rock-n-roll music and edgy music videos.

What are you known for? What do you want to be known for?

What do you know about? What is your area of expertise, passion or deep interest, either within or outside of the field of dentistry?

The answers to these questions will begin to reveal your area of thought leadership. Denise Brosseau, author of Ready to Be a Thought Leader? defines thought leadership as “your driving passion… the one area where your interests, expertise, credibility, and commitment align.”

Not only is thought leadership a cornerstone of your practice brand, it is also at the heart of your personal creativity, which is the fire that fuels your practice. If it is fascinating to you, it will be fascinating to those who associate with you.

Try this thought leadership exercise for 30 days, and see how it changes your practice. More importantly, see how it changes you:

  1. Claim. Choose a topic about which you are passionate. Suicide prevention. All-on-fours. Teenage hormones. Myobrace. Dust mites. Anything that sparks your interest and gets you jazzed.
  2. Consume. Set up Google Alerts to get daily or weekly alerts in your email inbox on the topic of your choice. Read voraciously. Explore what Google Alerts sends, follow links, get lost in the blogosphere. Spend evenings at the public library or local bookstore. Buy more books than you need. Ask colleagues to share their insights. Explore art on the topic. Listen to music related to it. Seep yourself in your muse. Find yourself in the enjoyment of your subject.
  3. Create. This is key. Consumption of knowledge is not enough. As the expert in your given area of thought leadership, it is your duty to yourself and to your community to process what you have learned and to create from that inner place of understanding and contributing. Write articles. Design infographics. Paint paintings. Write songs. Create as often and as much as you can, from whatever talent you might (or might not!) possess. And…
  4. Share. Post to Facebook, Instagram, Pinterest. Or email your creations to all of your colleagues. Hold a study club meeting and teach on your findings. Sharing can be as formal or informal as your muse and personality desire. The important thing is that your thoughts are shared. That is how they are born into thought leadership.

Thought leadership has the power to ignite conversation, change and even – if you are brave enough – controversy.

Are you ready?


The 5 Cardinal Rules of Dental Marketing

By | Blog | No Comments
  1. The patient perception shall reign sovereign. Gone are the days when the practice reputation was built solely on the dentist’s reputation. In this era, the patients’ collective perception of the practice is what matters most. If patients believe the practice to be an average family dental practice that fulfills their needs every six months for a cleaning and a check-up, then that is what it will become. If patients believe the practice is a cutting-edge center for dental excellence where they are treated like a celebrity, then that is what it will become. And which practice do you think will attract more referrals and more loyal patients? Of course, your practice is somewhere in between these two extremes, but you get the point: you are what your patients think you are. Survey patients to uncover what they think of the practice, and then tailor marketing communications to shift their thinking in the direction you want your practice to take.
  2. Marketing shall be built on a strong foundation. The foundation shall include, at a bare minimum, goals, a message and a marketing plan. Goals should be quantifiable and articulated in writing. For example, number of new patients seen per month and number of new patients desired per month. The message should be based upon what was learned when the patients were surveyed. What do patients like best about the practice? What do you want the practice to be known for? What do you do better than any other dentist out there? Put it in writing, and train your team to tout your strengths in every patient interaction so the practice story becomes a self-fulfilling prophecy. The marketing plan should document what marketing tactics the practice will use and the investments the practice intends to make in marketing over the next 12-month period. Only with this foundation in place can marketing begin to be a success.
  3. Marketing shall be a lifetime commitment. Marketing is the oxygen to your practice. You would no more cut off oxygen to a patient under general anesthesia in the midst of a surgery than you would cut off marketing in the midst of running a dental practice. Marketing is a line item on the profit and loss statement every month, every year – just like payroll, supplies and lab costs. It’s part of the cost of doing business.
  4. Marketing shall be an investment not an expense. With a strong foundation in place, marketing produces a return on investment. To be clear, returns are not always immediate nor the same month over month. Like anything in business, there are ramp-up periods and ebbs and flows. Still, you should be able to pull reports and see trends of earning more income in terms of new patient traffic and existing patient retention – all attributed to brand and marketing efforts. Pay close attention to this data. If in any 3- to 6-month period a particular marketing tactic fails to produce a return on investment, consider forgoing it in favor of investing more dollars into areas that are producing healthier returns.
  5. Marketing shall be an evolutionary process. Just as the practice grows and changes throughout the years, so shall your marketing. Once monthly is fine for analyzing marketing and patient traffic reports. Beyond that, complete a marketing performance review once annually. Revisit goals and the marketing plan. Ask what’s working and what’s not. Fine tune it and get it back in motion. Momentum is key.

The Anatomy of Patient-Producing Dental Direct Mail (And Why Not All Approaches Work)

By | Blog | No Comments

“Dental direct mail doesn’t work.”

“That stuff just ends up in the trash.”

“I never read those things.”

Now that we have gotten the thoughts and feelings out of the way, let’s focus on the facts: 80% of patients come to the typical practice from a radius of one to three miles, and dental direct mail targets that circle.

As with all marketing, it matters less what the dentist likes or wants. It matters most what’s going to make patients walk through the door, accept treatment and become loyal, referring members of the practice community.

There are specific elements of a dental direct mail piece that will get it noticed, and that will inspire the recipient to act upon it. Among them:

Strong positioning. Your practice is known for something that cannot be replicated anywhere else. A great sense of humor. Unmatched compassion. Attention to detail. Find out what it is by asking patients, and then make that the headline right on the front of the dental direct mail piece. Rope in the reader so they become eager to learn more about you.

A good story. Piggyback on your positioning. Expand into the practice story. Steer clear of clinical speak about state-of-the-art equipment and dental procedures, which can be overwhelming and even scary to the patient. Share what your current patients love most about visiting your practice. Talk about what keeps members of your community coming back for years and years.

Compelling offers. You don’t have to give away discounts on your services to make an offer. An offer can be something as simple as a gift card for coffee or an entry into a drawing for a prize. People like excitement. Make an offer that fits with your positioning and gets potential patients excited about coming to see you. We find that three offers is the magic number to really draw in patients.

Different size. A little postcard won’t do your practice justice. Invest in an 8.5″ x 11″ glossy sheet folded once so that it opens and reads horizontally. It’s a classy representation of the practice and makes a great first impression.

Accurate information. Have three people proofread the address, phone number, website address, map and any other contact information. Be sure to include a phone number on the dental direct mail piece that can be tracked, preferably with recorded calls, so that you can attribute marketing successes back to that piece for future marketing planning.

Call to action. Tell readers exactly what you want them to do, when and how. “Call now for an appointment by dialing this number.”

Here’s why most dental direct mail efforts don’t work:

Amateur effort. There is a true art and science behind dental direct mail. Expecting success from an amateur effort would be like expecting success from a layperson performing a root canal. 

Incomplete effort. Sending one mailer and stopping is not enough. A dental direct mail piece must be dropped to households at least three times to have any effect. Six or more times would be best.

Sloppy content. Even if the mailer gets to the right place the right number of times, it still has to send the right message. Follow the guidelines above to be sure your message is on target.



How to Make Your Practice Website a Patient Intake Machine

By | Blog | No Comments

In this day and age, it is highly possible to attract your ideal new patients while you are sleeping. You may have spent a lot of time and money optimizing your website for search, but have you optimized it as a patient intake machine yet? Here are a few simple steps to making your website work for you.

Write and design for the ideal. Choose your 10 best patients, and have the website written and designed specifically to their tastes. Sprinkle in testimonials from your top patients, too. This approach makes your website an engaging tool for attracting the right visitors and delivering them to your doorstep. More importantly, it helps to weed out the patients that you don’t want, which makes the intake process easier and more efficient.

Hone your services. Decide who you want to be in the world before putting it on your website. Perhaps your practice is best known for crowns in a day. Or for cosmetic orthodontics. Or for oral surgery and dental implants in one location. Nix the long list of general services and make yourself known for a signature service instead. This will keep patients loyal and keep them referring.

Let the web do its work. When used correctly, the World Wide Web can be a wonder in driving patient leads to your website and in your door. Some practices benefit from SEO. Some from Google AdWords. Some from retargeting ads. Some from Facebook ads. There are a myriad of other online marketing tactics to explore on top of those. Research which online marketing efforts are best for your practice by talking with online marketing experts and by surveying patients to uncover what type of online promotions they and their peers prefer. Then implement the tactics you select for at least 6 months to give them a chance to work and to gather ample data on how it’s working.

Tout accolades and awards. You are not a general dentist, you are an extraordinary dentist. Share all of your success stories on your website. Potential patients are more interested in your passion for what you do than where you went to undergraduate college or that you are a member of your state dental association. Get at the heart of why you are extremely dedicated to CE, or are committed to offering state of the art technology, or are involved in a study club. Without the why, these things are just features. With the why, they are benefits to the patient.

Give multiple ways to get in touch. At any given time, new patients are entering your practice through a funnel. At the top of the funnel are potential patients who just recently learned about the practice. They might want to like you on Facebook or follow you on Twitter to continue to get to know you before taking the next step. Be sure these options are easily accessible on your website. In the middle of the funnel are new patients who need a bit more nurturing before they are ready to make an appointment. They might prefer to email you a few questions, or call with those questions. Email and phone number should be prominently displayed on every page of your website. At the bottom of the funnel are the ones who are intentional about finding the kind of dental care you offer and are ready to enter the practice. Make it easy on your website for those folks to make an appointment now.

Offer online patient forms. The easier you make it for the new patient to enter the practice, the more likely they are to do so. Go beyond the downloadable form. Offer forms that can be submitted online. There are all kinds of sophisticated website development widgets that make this possible while still maintaining HIPAA compliance.

Sit back, relax, and enjoy your new patients!