Increasing treatment plan value in a dental practice, ethically

1 day ago
3 min read

Updated: 10 hours ago

Introduction

Two practices with identical patient lists and identical clinical standards can differ by a third in revenue per patient. The difference is rarely what was recommended. It is whether the recommendation was understood, whether it was affordable in the form it was offered, and whether anybody followed up when the patient said they would think about it.

That makes this a communication and process question rather than a clinical one. Nothing here suggests treating more than a patient needs — the opposite, in fact, since the largest single loss in most practices is treatment that was clinically indicated, agreed in principle, and never booked.

1. Increasing treatment plan value in a dental practice starts with case acceptance

Before anything else, find out what proportion of presented plans get started.

Measure acceptance, not production

Plans presented against plans commenced, over a quarter, by clinician. Most practices have the data in their software and have never run the report. The spread between clinicians is usually the finding. A gap of twenty points between two dentists is common and is a training question rather than a performance one.

Look at where plans stall

A plan agreed at the chair and never booked has failed at reception, not in the surgery. That handover is where a surprising share of revenue disappears. Watch one patient walk from chair to desk and the gap is usually obvious.

2. Present the whole picture, then phase it

Patients decline totals they could have afforded in stages.

Show the full plan once

The complete recommendation, written down, so the patient understands the whole position rather than a series of unconnected appointments. This is also a clinical record worth having. Give them a copy to take away.

Then offer a sequence

Phase one, phase two, phase three, with what each achieves and roughly when. A large number becomes three manageable ones without any discount. Book the first phase before they leave.

3. Make the money conversation somebody's job

Ambiguity about cost stops more treatment than the cost itself.

Take it off the clinician

Most dentists are uncomfortable discussing fees mid-appointment, and patients read hesitation as doubt about the treatment. A trained team member handling the financial conversation separately works better for everybody.

Have payment options ready

Instalments, a plan, or a finance facility. The option only helps if it is offered at the moment of decision rather than mentioned afterwards.

4. Follow up the plans nobody booked

This is the cheapest revenue in the practice.

Build the list

Every presented, unbooked plan from the last eighteen months. In a typical practice this list is longer than anyone expects and represents substantial clinically indicated work.

Contact them properly

A call rather than a letter, referring to the specific plan, asking whether circumstances have changed. A sensible proportion book.

5. Membership plans change the arithmetic

Regular attendance is what makes treatment get done.

Predictability helps both sides

Patients on a plan attend more reliably, and problems get found earlier and smaller. Revenue per patient rises as a consequence rather than as a target.

Watch what plans exclude

A plan that covers only examinations can anchor patients to that level of spend. Be clear about what sits inside and outside it.

Conclusion

Start by measuring how many presented plans actually get started, by clinician, over a quarter. That single report usually shows where the loss is, and it is more often at the handover to booking than in the clinical conversation.

Present the whole plan and then phase it, move the fee discussion to a trained team member rather than the clinician, have payment options available at the moment of decision, work through the list of plans that were presented and never booked, and treat membership plans as a way of getting people through the door regularly rather than as a revenue line in themselves.