Where to Put Your Marketing Dollars: Indirect vs. Direct Marketing

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There are over 50 marketing tactics that a dental office could deploy and it may be difficult to know for sure which tactics are best. Marketing typically falls into four categories: brand/awareness, traditional, online/digital and internal. More simply put, marketing can be either indirect or direct.

Indirect marketing may include things like SEO, social media, or patient appreciation events. These activities are a softer sell, and often reach people who may already know of your brand. For example, let’s say you are running SEO on your website. If someone is searching online for a dentist near them, your practice may appear in the search listings and they may visit your website, along with four to five others.

Direct marketing includes things like online advertising and direct mail. These activities speak directly to consumers’ needs and wants with more of a hard sell. For example, if that same online user from the SEO example is searching for a dentist near them, they may click on an online ad first. That online ad will go to a custom landing page that explains the patient’s first visit, introduces the dentist, and describes the new patient special. The messaging on the ad and landing page will be much more direct and targeted than what is written on your website and will likely attract a more intentional customer.

This is not to say that only direct marketing tactics are the right ones. Awareness or indirect marketing is extremely beneficial, especially if you’ve recently rebranded, moved to a different location, hired an associate, or know that word-of-mouth is a big driver of new patients.

How do you know what’s right to do then? Ask the people. We say time and again that no one knows your practice story like your happiest patients. Ask your patients how they heard about you, what stood out most about you, what made them stay, etc. They will light up with enthusiasm and gratitude about how you changed their life for the better, and you can then put those messages to market using the media they (and their friends and family) pay attention to most.

Ensure you are running the marketing tactics that make most sense for your practice, your goals, your budget and your target audience. Need help? Contact a dental marketing expert today.

Guest Blog: Stop Managing. Start Leading, and Build a Great Practice by Chuck Blakeman of Crankset Group

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Manage Stuff. Lead People.

Dr. Jensen was not having a good day. He had told everyone exactly what to do at the beginning of the day and yet some staff members didn’t seem to be engaged, others were doing only what they had been told and nothing more, and with a few others, he frankly had no idea what they were doing. He always felt torn between doing what he loved – helping patients – and having to run the practice. There had to be a better way.

The problem was that Dr. Jensen had been doing exactly what he had learned from countless business articles on how to manage a business. But it was just making him tired. In short, he had been taught to manage, when what he should have been doing is leading, a very different thing.

Managers, the way we know them in business today, were invented in the Factory System of the Industrial Age. The assumption was that workers would always work better if someone was standing over them telling them what to do. Or even worse, they’re not smart enough to figure things out without a manager.

But managers are the core “business disease” of the Industrial Age, and although we supposedly left that all behind in the 1970s, almost all businesses today still reflect the tired, ineffective top-down hierarchy of management that has worn Dr. Jensen down. Leaders have been around since man lived in hunter, gatherer groups, but management is a very new, and very different thing. Managers are a sacred cow that have only been around for a little over a century, and they should go away as quickly as possible. Few things are as disruptive, unhelpful, and unproductive in the workplace as managers. Dr. Jensen was only doing what he had learned, but it isn’t helpful.

Solve and Decide, Or Become Less Important?

The manager’s worst habits are to a) solve things and b) decide things. No other actions are as debilitating as solving and deciding for others. When a manager solves and decides, the only thing left is to delegate tasks to be executed – “do this or that, at this rate”. But when we delegate tasks, people feel used. Managers who solve and decide things are fundamental in the dehumanizing of the workplace, because tasks are for machines.

Leaders do it quite differently. They train others to solve problems and make decisions, and then they get out of the way. If you’re becoming less and less important in your position, you’re leading.

The Best Business Leader Makes The Fewest Decisions

The art of traditional management involves planning, organizing, staffing, controlling, and awful assumptions like “manipulating human capital”. In the management model, people are “capital” to be manipulated and controlled, just like chairs and desks.

In contrast, the art of leadership is to know how few decisions the leader needs to make.

Ricardo Semler owns an estimated $1billion private company called Semco, and hasn’t made more than a few decisions in 20+ years. Jack Dorsey, the co-founder of Twitter and CEO of Square says, “When I’m making decisions, I’m not leading. Both of these are great examples tremendous leadership, and we should all aspire to it by training others to “solve and decide” and then, by getting out their way.

It works because these guys have trained others to solve problems and make decisions. Having gotten out of the way, the leaders are now free to ask questions, review, assess, and think about the future. If you’re making decisions for others, you’re managing. If you’re just asking questions, you’re leading.

Here’s a short hand explanation of the difference that you should memorize:

Managers tell, leaders ask.

Managers make decisions and then just tell people what to do. Leaders agree on a result, then ask good questions to make sure others are making good decisions. Then they get out of the way, because leaders focus on results. Managers focus on the process, so they can never get out of the way. Agree together on the result, then allow and require others to figure out the process.

What Are You Delegating; Tasks or Responsibility?

We said earlier that when managers delegate tasks, people feel used, because tasks are for machines. But leaders delegate responsibility – “get a great result – a much broader thing that requires thinking, solving, and deciding. When given responsibility, people take ownership, and ownership is the most powerful motivator in business. Are you delegating tasks that simply require action, or responsibility, which requires the whole messy, creative person to show up?

Management Is Not Leadership

Management is a very recently invented construct, but leadership has been around for centuries. We’ve conflated the two. Here’s a simple reference for pulling them back apart.

Manage Stuff, Lead People

The fundamental flaw in the “manager as a solution” mindset is that people need to be managed. They don’t. They need to be led, and the difference is not semantic, it is gigantic. Dr. Jensen resolved to stop telling people what to do and instead decided to focus on a simple two-step “engagement” process.

  • Decide together with each staff person what result they should be getting on whatever process was in question. Great leaders don’t even “tell” the result, they get people involved in owning the result.
  • Ask those involved to figure out the process for getting that result. When they brought it to him, his commitment was to not tell them what he liked or didn’t like, but to ask good questions to help think through the process.

What Dr. Jensen found, to his surprise, was that some staff members loved having the responsibility of figuring out how to get results, and others actually didn’t. But he was tired enough of making things happen that it became mandatory – you either make decisions because you want to, or because you have to. They were all adults and could make great decisions at home. Now they were all allowed or required to be that same adult at work. It didn’t happen overnight, but quicker than he thought, people began to take on great responsibility, freeing him to be the great dentist he loved being.

People Are Not Stuff

To get this right, we need to separate people from resources. Human “resources” is a terrible description of people. A resource is “stuff”, and stuff needs to be managed. People don’t. The Factory System reinvented people as extensions of machines, and when people are extensions of machines, they are “stuff” to be managed. But if they are fully human, they require leadership instead.

In our company, we only manage stuff; paper, numbers, software, processes, systems, delivery of goods and services, accounting, marketing, sales, etc. These are all “things” to be managed, and everyone in the business manages stuff. But we don’t need someone with the title of “manager” to hover over any of us to ensure the stuff will get managed. People manage the stuff, and we lead the people by vision, guidance, training and support, and then most importantly, by getting out of the way.

The manager’s quest is to be as helpful as possible for as long as possible. The leader’s quest is to relentlessly train others to solve and decide, and become less important every day.

It’s important enough to say twice: the art of leadership is to know how few decisions the leader needs to make.

Stop managing (telling) and learn how to lead (ask). You’ll have a lot more rewarding practice, and everyone who works with you will be taking charge like you always wanted them to.

Complete Guide To Google’s 9 Major Algorithm Updates

By | Blog

Google launches an update to its algorithm nearly every day. Most of the time these updates are merely minor adjustments but on occasion, can seriously impact search results. This article is designed to help you make sense of Google’s most important algorithms as well as some SEO advice for each one.


First Launched on February 24, 2011

Risk of Penalty: Duplicate content, plagiarized or thin content sections, spammy content, keyword stuffing and/or hidden links in copy.

What is Panda?: Panda works by assigning an organic quality score to each page on your website; this quality score is used to rank best results for SERPs (search engine results pages).
When Panda first initially launched, it acted as more of a filter rather than part of Google’s ranking algorithm. However, in January 2016, Panda was officially merged into Google’s core algorithm. Currently, Panda updates occur more often with both penalties and recoveries happening more quickly.  Google has openly announced that it considers Panda as one of its top two ranking algorithms.

What to Do: Ensure that your content is useful, relevant and unique to your practice. Check your website regularly for content duplication, thin content and keyword stuffing. To do that, you can use a free site crawler, such as siteliner.com or Copyscape to check for plagiarism.



First Launched on April 24, 2012

Penalty Risk: Spammy, deceptive links that are considered manipulative in nature, keyword stuffed hyperlink text, a large accumulation of low-quality external links from, or to, a particular website.

What is Penguin?: Google Penguin’s main purpose is to downrank websites that use links considered manipulative. Penguin has been part of Google’s core algorithm since late 2016, and unlike Panda, it works in real time. Penguin, along with Panda are considered the two most important ranking factors.

What to Do: Monitor your link profile’s growth and run regular audits with a backlink checker. If you accumulate a large profile of poor or spammy links, make sure to submit a disavow request to Google so as to reduce your risk of a Penguin penalty.   When making changes to your own website, ensure that when content is moved or updated you 301 redirect URLs to their corresponding pages.  This goes for broken links such as 404 response codes as well.


First Launched on August 22, 2013

Penalty Risk: Keyword stuffing and/or low-quality content

What is Hummingbird? The purpose of the Hummingbird algorithm is to better interpret search queries by providing results that match searcher intent. While exact match keywords are important, Hummingbird allows a certain page to rank for a search query even if the word typed into the search doesn’t contain the same words the user entered. This is achieved with the help of natural language processing that relies on latent semantic indexing, co-occurring terms and synonyms.

What to Do: Do you research. Use tools such as Google Keyword Planner and keywordtool.io. You can also look at the autofill queries when typing in a certain keyword or the blue suggestive links at the bottom of search to gain ideas about similar search suggestions for your specific keywords.


First Launched on July 24, 2014

Penalty Risk: Poor Onpage and Offpage SEO

What is Pigeon: Pigeon affects search queries in which the user’s location is deemed more relevant. The update further connected the local algorithm with Google’s core algorithm, incorporating traditional SEO factors into local search results. This gives priority to local businesses who utilize best SEO practices.

What to Do: Invest effort into on- and off-page SEO. Work with a company or research best practices for technical, on-page and off-page SEO to ensure that your website is optimized for highest ranking results.


Mobile Friendly (Mobilegeddon)

First Launched on April 21, 2015

Risk of Penalty: Poor user experience on mobile devices. Lack of mobile-friendly or responsive web design.

What is the Mobile Friendly Algorithm: Google’s Mobile Update, which was coined “Mobilegeddon”, gives preference to mobile-friendly websites for mobile search, while pages not optimized for mobile are filtered out from the SERPs (search engine results page) or severely punished in rankings.

What to Do: First test your site with Google’s mobile-friendly tool. Google’s mobile-friendly test allows users to see which aspects of your page’s mobile version need to be improved. You can then work with a qualified web design company to ensure your site is mobile friendly and responsive.


First Launched on October 26, 2015

Risk of Penalty: A mix of everything. Shallow or thin content, poor linking, bad user experience metrics such as bounce rates or time on site.

What is RankBrain: RankBrain is a machine learning system that is able to understand the meaning behind specific searches, and serve the best search results in response to those queries. Recently Google announced RankBrain the third most important ranking factor, behind Panda and Penguin. While RankBrain still remains somewhat of a mystery, the consensus is that it is highly intelligent AI software that identifies relevance features for web pages ranking for a given query, which is basically query-specific ranking factors.

What to Do: Ensure that your website has quality links, provides a good user experience and is chalked full of useful and relevant content. For more insights, you can look at the over 200 SEO rankings that are believed to be processed by RankBrain.


First Launched on September 1, 2016

Penalty Risk: Increased Local Competiton, Filtered from Local Search.

What is Possum?: The Possum algorithm made it so that local results varied more frequently depending on a users location: For example, the closer you are to a business’s address, the more likely you are to see it among local results.
The Possum algorithm also resulted in greater variety among results ranking for very similar queries, like “dentist San Diego” and “dentist near me.”

What to Do: Expand your keywords, copy and meta descriptions to target local variations. Local businesses now, more than ever, need to be targeting more keywords than they used by targeting a set of keywords for each page.


First Launched on March 8, 2017

Penalty Risk: Thin, affiliate-heavy or ad-centered content

What is Fred?: Fred targets websites that violate Google’s webmaster guidelines. The primary websites that were affected were blogs with low-quality posts that appear to be created mostly for the purpose of generating ad revenue.

How to adjust: Start by reviewing Google Search Quality Guidelines and avoid the use of thin content. If you do show ads, make sure that they appear in a relevant and/or appropriate manner. In a nutshell, don’t try to trick Google into thinking your page is about something when it really is a gateway page full of affiliate links and ads. There are a lot of publishers that make money off advertising, which is fine as long as it is not in a deceptive or manipulative way.


First Launched on August 22, 2017

Penalty Risk: Competition in close proximity to your target location.

What is Hawk? Hawk is an expansion on the 2016 Possum update that ensured local results were more closely related to the area in which the user was searching. Prior to Hawk, local businesses may have been filtered due to the fact that a more prominent competitor was down the street. Now, more listings appear on local search based on where the user runs a query.

What to Do: Ensure that your practice has a Google Business Page and that your NAP (name, address, phone number) is consistent across all mediums: Website, Google Business, Citations, and Social Media.




8 major Google algorithm updates, explained. (2017, September 18).


How Patient Tracking Can Raise Revenue

By | Advertising

For the past 10 years, Big Buzz has helped dental practices nationwide to attract new patients to their doors. Using online marketing, social media, direct mail, and more, Big Buzz had implemented strategic marketing plans that yield real results. How? We ask the people.

Our most successful clients start with the Marketing Platform, which begins with Big Buzz surveying the practice’s ideal patient base to uncover trends and perceptions related to the practice’s unique brand. We ask how they found the practice, what attracted them most to the practice, what types of marketing they pay attention to, what they like and dislike about the practice website, and so much more. Using this data, we can pinpoint the marketing media and messaging that will resonate perfectly with your target audience.

How can you take advantage of this concept right now? 1. Contact us about creating your own Marketing Platform, or 2. Start tracking new patients on your own.

If option 2 is the best place for you to start, keep these ideas in mind:

Each time a new patient calls your office, make it a must for the receptionist to ask, “May I ask how you found our office?”

On all patient intake forms, make it a requirement for new patients to answer the question, “How did you hear about us?”

Implement call tracking software on your online ads and website to track where calls are coming from.


Once you uncover where new patients are coming from and how they are finding your practice, you will know precisely where to invest your marketing dollars in order to reach more potential new patients just like them. And that level of precision not only makes money, it saves money. No more throwing darts in the dark hoping you hit the marketing bull’s-eye.

Where your current patients are spending their time and seeking out healthcare information is where potential new patients just like them are also spending their time and seeking out healthcare information. If you’ve been running a television ad but realize that all your patients are finding you via Google search, reallocate those funds into quality SEO. If you thought you’d try Yelp ads but your patients are more active on Facebook, implement a Facebook ad campaign instead.

Ask your patients where and how they found your practice, record their answers, and implement changes based on what you learn.

So simple, yet so often overlooked.

Easily track new patient sources with your own custom dashboard. Schedule a demo to learn more.

Fortune Management Guest Blog – Retention: The Difference Between a Million-Dollar Practice and One That Can’t Pay the Bills

By | Blog

By Marissa Nicholson / Executive Coach at Fortune Management 

I have been in the dental field for more than 20 years. I have lived my life as a hygiene assistant, EDDA, manager, regional trainer, territory manager, and a dental consultant. I have been on teams of six and lead teams of 1,000. With all I have seen and learned in this field I love so dearly, retention remains one of the biggest issues in practices all over the country. How is it we can give someone a crown in one day and we can’t figure out how to keep the patients we have so carefully and painstakingly attracted to our office?

The answer? Control. Simply put, the more control we have over the patient visit, the more comfortable they are. Comfortable people refer others, accept treatment, and pay their bills. So how do we create control without being controlling? Systems. Systems are what take us from average to extraordinary. They are also what keeps our staff members from feeling like they are surviving every day to feeling like they are arriving every day!

So why doesn’t every office have strong systems in place?

The truth is, as a dentist, you are so busy being the CEO and the main production source that knowing exactly what metrics to focus on is often lost. If there is any advice I can drive home, it is that what you give attention and power to will thrive.

That being said, retention is a wonderful place to devote your time. Often I have dentists tell me all they need is “X” amount of new patients a month. The truth is, if those new patients aren’t being retained, they do you no good.

Take a step back and look at how your patients are being escorted through your practice.

  • How is your phone being answered?
    • Is there a pleasant, knowledgeable staff member answering your phones?
    • Does your office have a new patient intake form that helps create a relationship?
    • Have you made your vision clear to all staff members of how you want your patients to be treated?
  • How are we scheduling?
    • Is staff being mindful as to where the patient is scheduled?
    • Have we trained all admin staff to read our schedule so they are giving the visit enough time to ensure no wait times?
    • Do our new patients see Hygiene first or are they filtered through the doctor’s schedule?
  • Are we saving spots for key appointments in our schedule to ensure a quick conversion rate?
    • If we want 40 new patients a month, we need to save 40 new patient spots.
    • Do you have big production spots saved in the restorative schedule to ensure you are hitting goal?
    • Are you planning your day or is it happening to you?
  • How are patients greeted?
    • Is your team standing to greet the new patient as they arrive?
    • Are we making them aware where the bathroom, snacks and/or coffee are in our practice?
    • Is the back staff approaching the new patient and introducing themselves and their role as they bring them back?
    • Are we making sure we let the patient know where to put their purse, coat or other belongings as they are seated?
    • Is your team explaining every step as the patient is walked through the patient experience?
    • Are we making sure to check on the patient’s comfort throughout each appointment?
  • How are they enrolled in our Hygiene program?
    • Do you have a clear hygiene protocol?
    • Are we saving SRP and Perio Maintenance spots in our schedule?
    • Are we booking out at least two PM appointments?
    • Is there a protocol in place to take Intra oral photos on all new patients?
  • What does the exam/diagnosis process look like?
    • Are you calling out the treatment in dental terms to a hygienist or assistant?
    • Are you then sitting with the patient up to discuss their needs in layman’s terms?
    • Are you taking time to ask what is most important to the patient?
    • Are you going into an exam in the last five or 10 minutes of the hygiene appointment?
    • Are you going in with at least 20 minutes to spare to ensure your financial coordinator has time to prepare a strong treatment plan?
  • How are we handling the patient hand-off to the front desk?
    • Are we walking the patient up with the route slip and treatment plan at the same time?
    • Are we truly passing off the patient and treatment in a way that creates urgency?
    • Are we stating needs to the front office and giving them the time and information they need to complete the patient appointment?
  • What does the financial arrangement and scheduling of treatment look like?
    • Do you have a staff member that is comfortable with finances that is in charge of this system?
    • Are we fully trained on all third-party financing that we offer?
    • Do we have a strong follow-up system in place?

We have to over-communicate with our patients and control their visit so they feel comfortable. A comfortable patient will overlook when the lab case isn’t back on time, or when the estimate doesn’t match the EOB. Most importantly, they will refer others that will trust you as well. If you don’t have strong systems in place for controlling each step of a patient’s experience, I urge you to look closely at them. I truly believe that the difference between the million-dollar-plus practice and the practice that is barely paying the bills is the systems that are in place to control and provide a WOW patient experience. You too can have a well-run practice that feels like a well-oiled machine. Your key to getting there is control through systems.

The Top 3 Questions We Hear Most Often

By | Blog

Since the launch of Big Buzz over 10 years ago, we have worked with hundreds of dental practices nationwide. Over the past 10 years, the questions we hear most often have remained consistent.

How do I set a specific, quantifiable goal?

The initial need for marketing is generally to increase new patient traffic. Often, it extends beyond that, to hire an associate, grow a specific side of the practice, expand to a second location, etc. At the heart of it all, though, is one uniform, underlying goal: new patient traffic needs a consistent, sustainable boost. In setting this goal, we find it most effective to picture the end result and work backwards. When you are reaching your goal, what will you be able to accomplish that you currently can not? When you are reaching your goal, what will that allow you to do in your personal or professional life? Now, in comparison to current new patient traffic, how many new patients will you need to see per month to make that vision a reality?

Why isn’t my current marketing, or marketing-to-date, working?

Marketing is effective and successful when it is comprehensive and consistent. If you are working with multiple vendors, cobbling together solutions from a direct mail house, an SEO firm, and the local newspaper, they are likely deploying and delivering mixed messages with incongruent strategies. If you can have one team of experts utilizing a comprehensive strategy and working together to deploy specific tactics, your marketing will be infinitely more successful; and, you won’t have to spend your precious time communicating and coordinating with multiple vendors!

Which marketing tactics will provide the quickest and healthiest ROI?

This is the most overlooked aspect of marketing. Throwing darts in the dark will not provide a healthy or sustainable return on investment. Trying the latest and greatest marketing tactic will not provide a healthy or sustainable return on investment. So, what will? Ask the people. Get in the habit of asking your patients regularly how they found you, what types of media they consume, what marketing they pay attention to, and where they look to find other healthcare practitioners. Even more granularly, deep dive with your ideal patients, those who you would love to replicate and attract in droves to your practice. In doing so, you’ll uncover exactly how, where and why they found your practice, and will be able to market directly to more potential patients just like them effectively and assuredly.

Marketing should be an investment, not an expense. Every tactic should be tracked and analyzed on a regular basis to ensure it is driving traffic, boosting awareness about your practice, and ultimately providing a return on investment. When implemented effectively, marketing will run like a well-oiled machine that is consistently bringing in new patients and those visions will become your reality.


What’s In It For Them? Use Your Team to Reach Your Goals

By | Blog, Uncategorized

As a dentist and business owner, you are capable of reaching your goals, whether they include attracting more new patients, increasing online reviews or growing the cosmetic side of your practice. However, it doesn’t mean you have to do it all alone. Having a strong team behind you not only allows you to focus more on dentistry, it also helps you to reach your goals in a more effective, efficient, and enjoyable manner.

Here a are three ways to do this:

1. Incentivize: Incentives can be a great way to encourage team members to work harder and stay motived. Once your team is fully motivated and engaged with the practice goals, the whole office can begin to reach its full potential. It is important to use incentives as rewards for stellar performance, not acknowledgment for status quo efforts. Together as a team come up with reachable goals that will be rewarded when met. For example, if the goal is to increase referrals each month, give the staff member who asked for the most a gift card to their favorite restaurant. When the staff feels appreciated and reaps the benefits of reaching the practice’s goals, they will work harder to achieve them.

2. Celebrate Wins: This is important no matter how big or small the win is. While it is nice to celebrate a big win, they are often only occasional. The celebration of a small win can have the same positive effect as the celebration of a big win. According to The Harvard Business Review, small wins can increase people’s engagement in the workplace and also their happiness while at work. Celebrating small wins evokes a sense of pride in an employee’s work making them want to create that feeling again by winning more. Small, but continuous steps forward by an entire organization result in larger goals being met or even exceeded.

3. Provide Feedback: Feedback lets your staff know how they are doing and allows for improvements to be made. Without feedback your staff has little to no idea how they are performing, which hinders progress towards your goals. When employees are provided with constructive feedback, the result is greater efficiency, higher functionality, and increased productivity. The staff is also happier because they have a clear picture into what they are doing correctly and what they can work to improve on. Constructive criticism is just one part of feedback though. Be sure to provide praise for actions that help the team to reach the practice goals. Reinforce those actions and you will see them multiply.

In the end, using your staff to help reach your goals will help more than just you; it will create a team that is excited, happy and motivated to work towards something bigger than themselves.

Create a Practice Manifesto and See Production Rise

By | Uncategorized

We’re approaching Q4 and the New Year is just around the corner. Are you on track to hit your goals in 2017? Have you even thought about your goals for 2018? If you feel a bit in the dark about where you stand, we have a starting point that will either revitalize your end-of-year strategy or jumpstart your 2018 production goals: create a practice manifesto.

What is a practice manifesto and why is it important?

A practice manifesto is similar to a mission statement in that it acts as you and your team’s guide for treating patients, living fulfilled lives, and achieving profitability in your practice. It is the compass from which each decision is made. It is the platform from which all care is delivered. Your manifesto may be written down, it may be verbally communicated, or it may be a series of images that visually represent your message. The important thing is that you have a manifesto and that each and every team member understands its meaning and is on board with putting it into practice on a daily basis.

In Stephen R. Covey’s book, The 7 Habits of Highly Effective People, he tells a story of visiting a hotel that amazed him with its employees’ level of customer service and anticipation of customers’ needs. As he peered through the back door to the kitchen, he saw a sign that read, “Uncompromising, personalized service,” and when he asked one of the managers about it, the manager whipped out a full written mission statement that the entire hotel chain adhered to. Everyone who worked for the hotel believed in the idea of “Uncompromising, personalized service.” That was their manifesto, and it emanated out of every customer interaction.

Similarly, in a dental office, your manifesto may culminate in the idea of “Superior and Distinguished Care” or “Enduring Relationships, Lasting Confidence.” The core idea in your manifesto should be what permeates throughout your dental office. It is the feeling that each staff member puts forward and the differentiator that crosses each patient’s mind.

How does this increase production?

Once you have a manifesto, one that radiates throughout the practice, your employees and even your marketing (especially your marketing!), your ideal patients will flock to your office. The patients you desire value what you value. They want to receive the kind of care you offer. And more of your ideal patients means more productivity and more profitability.

Enlist a branding expert to help your office create a manifesto that will produce real results. Speak with a member of our team today.



Promote Your Practice on Social Media to Gain Patients and Increase Production

By | Blog | No Comments

Social media marketing is becoming increasingly important within the dental industry. Millennials and the Gen-X group are looking to social media to connect with others, seek advice and research information. When looking for a local dentist, many are looking to platforms such as LinkedIn, Instagram and Facebook. Many dentists are unaware or unsure of how to maneuver social media sites or do not have the time or interest to put in the effort needed to see results. Below, we have outlined five ways to promote your practice on social media that are easy, quick and require minimal effort.

  1. Take photos of your practice. When your potential new patients are looking for a dental practice, they will want to familiarize themselves with the team and the aesthetics of the office before making an appointment. Did you get some new furniture? Post it. Hire a new receptionist? Tell the world. Make sure photos of the practice show it in its true light; fast paced and full of bright, healthy smiles.
  2. Take photos of your happy patients. There is no better way to advertise than to show real photos of your success stories. Post before and after photos, or share pictures of laughing children with genuine smiles. The photos can be anything from a patient in the dental chair, to someone simply smiling with a staff member in the reception area. Be sure to get written permission to post patient photos to social media.
  3. Designate one staff member to be in charge of social media. We have found that social media activity tends to be forgotten, especially when no specific person is in charge of the practice’s social media presence. Remedy this by designating one staff member to take on social media. This person doesn’t have to be a marketing coordinator; assign the front office person or patient coordinator to take on the task of posting to social media profiles. Start by asking your staff if anyone wants to spearhead social media and go from there.
  4. Like and share. Social media promotion is about more than just posting to your page. It requires interacting with other pages, too. Be sure to like other posts on Facebook or share fun dental facts on LinkedIn. These interactions don’t have to be 100% dental oriented. Be sure that you are interacting with your following in a way that interests them and you’ll be good to go.
  5. Follow the 80/20 rule. To follow this rule, post health facts and tips, photos of happy patients, and informative dental articles 80% of the time, and promote your practice 20% of the time. For example, once every two weeks, post that you are accepting new patients, ask for referrals, or tell your following to call to inquire about your new treatment offering. Your other posts should be upbeat and informative, and published about three times a week.

Social media doesn’t have to be overwhelming. Do you need some inspiration? Check out Dr. Hall of Hall Family Dentistry’s Facebook page. He does a great job keeping his following engaged. Regularly posting on social media will keep your practice top of mind for patients, so their chances of forgetting to show up for an appointment are reduced. At the end of the day, promoting your practice on social media will attract new patients and increase revenue for you and the practice. If you find that you still need help managing your social media page and attracting new patients, call Big Buzz at 720.350.4484.

Dentists Who Make an Impact

By | Blog

Dentists come to us because they want to implement a marketing strategy that helps them attract more new patients to their practice. After diving deeper into their vision and goals, we often uncover additional core motivations and desires, all of which drive these marketing needs. Most often, our dental clients want to spend more time doing what they love, practicing dentistry, and less time running the business.

When the marketing, operations and financials of a practice are buttoned up, time can be spent actually practicing dentistry, enjoying time with family and friends, and giving back to the community.

Dr. Thomas Jennings and Dr. Bradley Perrett of Pinnacle Dentistry in Colorado Springs, Colorado, believe and emanate excellence in everything they do, both inside and out of the practice. Dr. Jennings served in the US Army, providing dental work to his fellow service men and women.

Dr. James Kearney of Austin Bluffs Dental, also in Colorado Springs, runs annual drives at his practice to give back to his local community. He and his talented team are currently collecting donations for people with Alzheimer’s.

Dr. Clarke Stevens of Braces Omaha in Omaha, Nebraska, has been on several dental and healthcare related mission trips, one of his most noteworthy being a leadership seminar in Togo, West Africa in 2015.

Dr. Brett Kessler and his team at Town Center Dentistry and Orthodontics in Denver, Colorado, complete free dental work, including full mouth reconstruction, for addicts in recovery each year.

Without a comprehensive and automated marketing strategy and business plan, these dentists may not have the opportunity to let their philanthropic passions thrive.

How are you building your business so that your potential can span well beyond the dental chair? Speak with a dental marketing expert today.