2. Validate yourself personally to your patients.

You MUST establish a relationship of trust and confidence with a patient before treatment acceptance will result. This should be the foundation of your "on going" internal marketing program. In planning your marketing/educational program, ask this question: "Does this marketing tool make a statement (consciously or subconsciously) about how we are, what we do, what our purpose is? If the answer is "yes," then the marketing tool is probably going to serve your purpose well. If the answer is "no," then you may need to rethink the project.

3. Validate your services.

In your efforts to validate your services to existing and potential clients, do the following:

1. Use testimonial letters from enthusiastic patients.
2. Use before and after photographs of your patients to illustrate a particular service you provide. (Be sure to obtain written permission from your patient)
3. Provide civic presentations throughout your community using before and after slides of treatment you have provided.
   1. Concentrate on one subject at a time, i.e. cosmetic dentistry, non-surgical periodontal therapy, preventive dentistry, etc.
      
   2. The program must not be self serving -- but, rather, educational.
      
   3. Leave a written piece with each participant.
      
   4. Keep the program short: 20-30 minutes.
      
   5. Use layman's language.
      
   6. Use visual aids -- slides are excellent.
      
   7. Be enthusiastic and energetic.

      
      

4. Make sure that every aspect of your practice epitomizes the professional image you wish to project.

All of these foundational efforts work to establish a value for the service that far outweighs the "price."

You want to have the exchange of value be equitable -- but perceived to tilt in the favor of the patient.

Handling Objections

Tom Hopkins of Scottsdale, Arizona is one of the nation's leading sales trainers. I have had the privilege of studying with Mr. Hopkins and he has totally changed my attitude about objections. I used to dread an objection. Why? Because I "assumed" that if a person objected -- in this case to the cost of dentistry or to our financial options -- that they didn't want to do the dentistry at all. I felt terrible because I thought an objection meant that the person was upset or irritated. Avoidance of a controversial issue seemed to be a good way to get out of feeling uncomfortable.

Then, I studied with Tom Hopkins and learned that an objection -- including the objection of cost -- is actually a step forward in completing an agreement. If your patients do not pose any objections or raise any questions, they're probably not interested. In other words, I learned to look forward to an objection because that meant that the person was interested!!! That's what we want. Now I know that an objection is a gift.

Four Insights About Objections

1. You identify an objection by asking questions and listening.
   
2. An objection is a request for further information.
   
3. If a person presents an objection that means that they are interested.
   
4. Objections are the steps necessary to the close.

An objection is actually an opportunity for you. It defines a specific area of concern. You will need to ask questions to isolate or identify what objections -- if any -- might get in the way of a person going ahead with treatment.

A problem is only a problem until it becomes defined. Once it becomes defined it becomes manageable.

When an objection is posed by a patient, take the following steps:

1. Hear out the objection. Don't interrupt. Encourage the person to express themselves. Objections often diminish when a person is allowed to talk about it. In addition, this give you another chance to listen, to show concern, to empathize (not sympathize), and to let the person sense your understanding. Thus, you "validate" your patient!!

2. Actively Listen. Rephrase and reflect back to the person what you think you have heard them say. This gives you a chance to 1) clarify 2) reinforce the patient and 3) move forward.

3. Reinforce the importance of the objection. There's no benefit to disagreeing with or arguing with a patient. When you listen to their concerns, reinforce those concerns, and share in the development of possible solutions, you will be less likely to see that patient leave without scheduling an appointment.

Patient: "I don't want to lose my teeth, but I sure don't want to spend this much money if this isn't going to last."

Doctor: "Keeping your teeth for a lifetime is important to you, and you want to make sure that the investment you make is going to be one that lasts for as long as possible, is that right?

Patient: "Yes".

Doctor: "I totally agree with you."