Timely Advice
Expert shares tips to help reps reach even the most elusive dental customers
By Laura Thill
If you are lucky enough to get two minutes of your customer’s time, what’s the best way to use it? For starters, skip the demo, says Anthony Stefanou, DMD. "There’s no such thing as a two-minute presentation," he says. "It’s a mistake to try this. It just won’t work."
A former dentist who built his practice from scratch and eventually left it to provide workshops and training to dental sales reps, Stefanou long ago recognized the value he could offer reps by helping them bring innovative products to the dental market. "In the early 1990s, I recognized there were innovative products out there, and companies needed help bringing those products to the market," says Stefanou, who began his practice in 1987. "Originally, a company asked me to help with training and seminars, speaking and product marketing." As his reputation grew, more and more vendors approached him to help organize their sales forces and marketing plans. "By 2005, my dental practice was where I wanted it and I was ready to make the transition from dentistry to sales and marketing," he explains. Today, Stefanou offers sales reps workshops, Webinars and online training.
Misconceptions
In one sense, selling is selling, no matter what the industry is, says Stefanou. Sales reps must be friendly and likeable and develop trust on the part of their customers, he notes. However, the mistake that dental sales reps often make is "trying to adhere to traditional or pharmaceutical sales models - an approach that may work in the medical industry, but not dentistry," he says. As such, he offers a list of things reps should absolutely not do:
- Do not try to cram a demo or presentation into two minutes.
- Do not assume dentists base their purchases on science and research.
- Do not treat all of your dental customers the same.
"So often, a dentist tells the rep he or she has two minutes," says Stefanou. Perhaps the worst thing a rep can do is respond with a mini-demo, he notes. Instead, "the rep should ask the dentist a couple of [pointed] questions to get him to say exactly what products he needs and why." Nor should the rep lead with a scientific explanation of the product. "Reps often say, ‘Here is why we have our product. Here is the research behind it,’" he says. But that’s not the hook most dentists grab.
Finally, sales reps should never tell dentists why they need a certain product, he continues. "Dentists hear from many sales reps that certain products can attract more patients," says Stefanou. "After a while, they become immune to this." By the same token, simply offering customers a low price isn’t enough to snag a sale either. "Dentists are looking for consultants, not robots," he says. "They can’t research all aspects of the market. And while it’s good for reps to be an expert in their product line, it’s even better for them to be well-connected in the industry." So, for instance, reps should be able to refer their dental customers to good technicians.
"Dentists know they have to become more profitable, but this doesn’t come naturally to them," he adds. "Sales reps must create rapport and trust by asking certain questions."
Every dentist has eight to 10 priorities, says Stefanou. "These priorities, or hot areas, are key to why a dentist wants a certain product. For instance, one area is whether a product can save time and make the dental practice more profitable. But, not every dentist considers profitability his or her first priority." The rep’s job is to find out which points are most important to each of his or her customers, he adds.
"The initial conversation (between rep and dentist) is crucial," Stefanou continues. If reps can pin down their customers’ top one or two priorities, they’re in good shape, he says. "I advise reps to begin with a three-question technique. And, it’s important for them to listen to the dentist’s answer." The rep may find he can zero in on his customer’s priorities after only one question, he adds. Dentists know what their challenges are, and if the rep hits on them, they will be more willing to open up. "So, never approach a dentist with the price of a product, unless he or she makes it clear that he or she is looking for the best price." (Stefanou teaches the three-question technique in his workshops, offered several times each year.)
Knowing your customer
For reps, the sales technique is critical. Equally so is their understanding of the dental market. When it comes to new technology, there are "must-haves" that most dentists can’t be without, and then there are high-tech tools that suit the needs of some practices but not others.
"There’s a lot of cool technology, but it must fit in with the dentist’s patient population and the direction of his or her practice," says Stefanou. So whereas every dental practice needs to invest in digital radiography ("This is an absolute must," he says.), not every practice requires laser, he points out. "Technologies such as laser and CAD/CAM are valuable but costly investments," he says. "So, I caution dentists: Just having laser won’t necessarily attract a lot of new patients. I think they should invest in things that are a good fit for their practice."
Nor will cool tools necessarily make the practice more attractive to potential buyers when the dentist is ready to sell it, says Stefanou. Yes, dentists should upgrade old or broken equipment as needed, but the market value of a practice is primarily based on three things, he points out:
- Good will. Dentists should maintain a healthy active patient base, especially privately insured patients. The way to do this is by providing excellent service and communication, attending to the patient’s convenience and comfort, and staffing the office with people who are friendly and attentive.
- Low overhead. Dentists must keep a reasonable overhead at their practice.
- Good hygiene. Dentists should establish a solid hygiene department that’s well structured and productive.
A great location and an attractive lease also contribute to the value of the practice, he adds.
Reps can do their dental customers a service by reminding them that the best way to grow their practice is through "internal marketing," he says. "Dentists should provide incentives for their patients to refer new patients to their practice." It’s fine to spend money on advertising, he notes, "but there are no guarantees here.
"Dentists should consider merging their practice with one whose owner plans to retire soon," he adds. "Fewer than 5 percent of dentists do this. Instead, they spend money on advertising." In fact, a young dentist should consider merging his or her business every three to five years, he says. For those just starting out, especially given the economic downturn, he recommends acquiring a small- to mid-sized practice rather than building one from scratch.
No easy job
Dental sales reps don’t have it easy today, notes Stefanou. "Dentists today get bombarded with three times more mail and offers than they did 15 years ago. Add e-mails and faxes to that. So, they are more defensive [toward sales reps] than they were in the past.
"Ninety-five percent of what a rep sends his or her customers will probably get thrown away," he says. "They shouldn’t overwhelm customers who already are overwhelmed with information. Today’s reps need key phrases to get their foot in the door. They need to know their customers’ hot issues and then offer specific advice about how they can help them. And, they shouldn’t forget to refer their customers to other experts, such as technical people, who can be helpful, he adds. Most times, new dentists can use the contacts."
Editor’s note: Dr. Stefanou offers the "How to Sell to Dentists" workshops several times each year, including Oct. 17-18. For more information on additional dates and registration or to discuss a sales workshop customized for your company, contact him at tonydmd@gmail.com, or call (917) 796-4538.
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