The majority of modern dental practices face competition on a daily basis. Whether this is due to close physical proximity to neighbouring dental care providers, or the offering of similar treatments and services, we are all searching for those qualities that encourage patients to visit our practice instead of another.
Such competition is present in pretty much every industry throughout the world. In order to distinguish your business above the competition it is recommended to focus on three key areas – generating customer value through features such as speed, quality of treatment and convenience of opening hours; ensuring the enhanced value provided is perceived by your customers; and being unique.
Competition doesn’t have to be a negative aspect of business – indeed healthy competition can help us to improve the services we provide, encourage innovation and broaden patient access to quality dental care.
I believe competition is what drives the standards for the profession, with both independent and corporate practices constantly striving to better themselves. The regulations set by governing bodies such as the CQC and GDC establish only the basic standards expected in clinical procedures and infection control. Measuring the quality of services delivered beyond these minimum standards can be more difficult. For practices who provide specialist dental treatments for example, there are often separate lists of recommended standards and protocols, many of which are suggested by dental associations or societies to help practices up their game and compete with other providers in the
same field.
For some, beating the competition means offering lower prices, but it has been suggested that the underpricing of high-end services is a common mistake in business. The key is to ensure patients understand what they are getting for their money: if they realise the value of the service they receive it follows that they are less concerned with the price itself. Promoting a high quality of dental treatments and providing added value through excellent customer service is
therefore more important than adjusting the price list. A survey prepared for the Office of Fair Trading in 2012 found that only 40 per cent of patients had visited their current dentist for 10 years or more, and just 58 per cent had been with their dentist for five years or longer, demonstrating that loyalty is not particularly high. The main reasons given for the changing of dentists did not include access to lower prices, however, further suggesting that it is the quality of service people look for.
Consider supermarket chains – you have the choice between those that offer value on every day essentials and those that offer high-end products perhaps more suited to special occasions. It is widely accepted that their prices reflect the quality of products offered, but people are likely to visit the shop best suited to provide the products they require. The supermarkets each promote a clear message of what they provide in order to reach their target audiences, and this should be no different for dental practices. Whether you deliver general dentistry or specialist treatments, it’s important to establish your message, communicate it effectively and then meet the expectations created.
Various marketing strategies can be utilised to promote your services in this way and emphasise what you provide better than your competition, but it’s important to consider the patient demographic. The younger generation of today are far more likely to shop around for value than those of their age a decade or two ago, decreasing their loyalty to a specific dentist or practice. It’s the little added extras that you offer which will attract these patients and encourage them to return, so building a good rapport with them and delivering excellent care can make all the difference.
Changing competition
Competition exists between independent practices, among practices within a corporate, and between the different groups of practices. The dental corporates have indeed been growing in recent years, providing a plethora of administrative and management support services for members that enable them to focus on the provision of excellent treatment and care. Being part of a larger organisation also offers patients peace of mind with accountability for high standards of care and value. A survey into consumer attitudes towards general corporate companies in Ireland found that people regarded open and honest customer service as the most important responsibility of corporates, reiterating this idea. Another study suggested that corporate credibility had a key role to play in influencing consumer reactions to advertising and brands.
There have been some concerns among the dental industry that corporates and groups present a threat to single practices, and that there will be fewer opportunities for independent practices to be established. However, I believe that there is a place for everyone in the modern dental industry, whether independent or corporate. Competition will exist regardless of how dental practices operate, it is simply how we approach our own situation that matters.
At the end of the day, everyone wants different things. Every patient looks for different elements or qualities from their dentist and dental practice, but they will always appreciate high quality treatment and care. I believe healthy competition among the profession will continue to drive overall standards higher, encouraging everyone to enhance
clinical treatments for more desirable outcomes, while also providing firstclass care and service. Ultimately, patients will benefit, and this is the only factor by which a practices’ success should be measured.