Prepare a growth strategy

Helping you prepare for the future

Prepare a growth strategy

Helping you prepare for the future

Business realism is conspicuously lacking in dentistry, but you have to be able to decide what you want with your eyes open. Serious growth undoubtedly means you’ll be cutting down your clinical hours, spending less time working in your business and more time working on it. That might feel uncomfortable and it may not be right for you. We’ve been involved in high profile cases of impressive revenue growth in dental practices. Sustained growth takes discipline, and if something is working well you need the discipline to find out why rather than coast.

HOW YOUR PRACTICE CAN GROW

Building solid foundations to create sustainable growth.
We don’t aim for growth for its own sake because we don’t want it to be a flash in the pan for you, instead we help you build a strategy to scale up and consolidate your gains. That might mean:
Learning to make decisions at the board level, away from purely clinical concerns
Personality prInvesting seriously in
Leadership (are you ready for it?)
Modifying your premises
Changing your team
Curating treatment modalities according to profitability
Training therapists and nurses to do more so you only do high value work

Hiring an ops manager, which one of our clients called the most important gear change they ever made

Learning to make decisions at the board level, away from purely clinical concerns

Investing seriously in

Modifying your premises

Changing your team

Curating treatment modalities according to profitability

Training therapists and nurses to do more so you only do high value work

The first task is to understand how your business is performing now. Many principals aren’t aware that they are subsidising their business by underpaying themselves or undercharging for rent. This can’t be a foundation for sustained growth.

Our INSIGHT

“Among our clients in private practice the average revenue growth last year was 13%. In fact this number was atypical, with most clustering at 0 to 3% and 15 to 20% growth. Many plateaued, keen to get ahead but hamstrung by a sense that if they weren’t growing they couldn’t afford to invest in speculative growth strategies.

Some practices grew by 20%+, run by people who think about things the other way round. They liked doing things to try to harness the obvious growth in the sector, always hoping to be an active rather than a passive agent of the furious pace of change in the market.”

Ross Martin, Director at Hive Business.

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