You have graduated and found a great practice to work for, and started making a name for yourself. Now you want to strike out on your own to make that first of many transitions. Have a practice with your name on the door. Why not? You've earned it. You've proven that you have what it takes.
If you've recently made the decision to start your own dental practice, kudos to you! It's a big step, both challenging and rewarding. One thing you'll quickly learn, however, is that running a business and being part of an existing dental practice are two very different things and will be faced with many dental office transitions.
Sure, you can read the relevant journals and periodicals. Of course, you can sign yourself up for this or that refresher training as relevant, but those things will only take you so far. That leaves the question of how to accurately assess measuring office performance for dentists. You're probably already a member of a professional association, and if so, you know that while somewhat helpful, in terms of furthering your own growth, they're of limited value. What does that leave then?
If you want to be a successful entrepreneur though, and let's face it, whether you consider yourself to be an entrepreneur or not, if you're in business for yourself, and especially if you're buying an existing, established business, you are, in fact, an entrepreneur, so get used to the title. Since you are an entrepreneur, in order to be a good, successful one, you need a very elastic brain that's good at soaking up a variety of generalized knowledge. That's a very different kind of learning than you're used to, so you may struggle with it in the beginning.
Do you have a plan to reach your break-even point? What's your timeframe? How viable and realistic is that plan? What are its core dependencies? If you don't know the answers to these questions, at a minimum, then you're not ready to launch.
Defining Your Vision: Consider your vision to be your roadmap. You can't hope to make any meaningful improvement until and unless you spell out exactly what the better version of yourself looks like. While at the retreats, you'll be given the tools and assistance you need to help you define precisely what your vision is, which puts your feet firmly on the path.
In order to craft an effective marketing plan, you have to have a solid idea about what kinds of customers you're chiefly after. Are you planning to pursue retirees? Gen X'ers? Who are the majority of your customers going to be? How old are they? Where do they live? What are their habits? Do they get most of their information from television, print media, or the Internet? If they're on the Internet, do they use social media? If they do, which channels are they drawn to - primarily social media (Facebook, Twitter, etc.)? Again, unless you know the answers to all of these questions (and more), your marketing plan is essentially a non-starter. On the other hand, armed with the answers to these questions, you can then begin to formulate a specific strategy and begin to realize some success with dental office transitions. If you know, for instance, that most of your target customers are Facebook users who log on after work, you can use that specific information to begin crafting a means of delivering content to them that will let them know about you, your new practice, and your brand (and if you haven't thought much about your brand yet, you need to do that too).
The things mentioned above are just the tip of the iceberg.
These three, taken together, provide a powerful catalyst for change, and by the time you return home, you'll find yourself both energized and focused, with clearly defined goals that will help speed you on your journey of measuring office performance for dentists. For additional information about this opportunity, we invite you to investigate our course outline, here: http://schustercenter.com/courses/performance-coach/
If you've recently made the decision to start your own dental practice, kudos to you! It's a big step, both challenging and rewarding. One thing you'll quickly learn, however, is that running a business and being part of an existing dental practice are two very different things and will be faced with many dental office transitions.
Sure, you can read the relevant journals and periodicals. Of course, you can sign yourself up for this or that refresher training as relevant, but those things will only take you so far. That leaves the question of how to accurately assess measuring office performance for dentists. You're probably already a member of a professional association, and if so, you know that while somewhat helpful, in terms of furthering your own growth, they're of limited value. What does that leave then?
If you want to be a successful entrepreneur though, and let's face it, whether you consider yourself to be an entrepreneur or not, if you're in business for yourself, and especially if you're buying an existing, established business, you are, in fact, an entrepreneur, so get used to the title. Since you are an entrepreneur, in order to be a good, successful one, you need a very elastic brain that's good at soaking up a variety of generalized knowledge. That's a very different kind of learning than you're used to, so you may struggle with it in the beginning.
Do you have a plan to reach your break-even point? What's your timeframe? How viable and realistic is that plan? What are its core dependencies? If you don't know the answers to these questions, at a minimum, then you're not ready to launch.
Defining Your Vision: Consider your vision to be your roadmap. You can't hope to make any meaningful improvement until and unless you spell out exactly what the better version of yourself looks like. While at the retreats, you'll be given the tools and assistance you need to help you define precisely what your vision is, which puts your feet firmly on the path.
In order to craft an effective marketing plan, you have to have a solid idea about what kinds of customers you're chiefly after. Are you planning to pursue retirees? Gen X'ers? Who are the majority of your customers going to be? How old are they? Where do they live? What are their habits? Do they get most of their information from television, print media, or the Internet? If they're on the Internet, do they use social media? If they do, which channels are they drawn to - primarily social media (Facebook, Twitter, etc.)? Again, unless you know the answers to all of these questions (and more), your marketing plan is essentially a non-starter. On the other hand, armed with the answers to these questions, you can then begin to formulate a specific strategy and begin to realize some success with dental office transitions. If you know, for instance, that most of your target customers are Facebook users who log on after work, you can use that specific information to begin crafting a means of delivering content to them that will let them know about you, your new practice, and your brand (and if you haven't thought much about your brand yet, you need to do that too).
The things mentioned above are just the tip of the iceberg.
These three, taken together, provide a powerful catalyst for change, and by the time you return home, you'll find yourself both energized and focused, with clearly defined goals that will help speed you on your journey of measuring office performance for dentists. For additional information about this opportunity, we invite you to investigate our course outline, here: http://schustercenter.com/courses/performance-coach/