Partnerships In Dental Practice

WHY BUY THIS BOOK? Because It Answers the Hard Questions Economically, dental partnerships make great sense in terms of optimizing assets, sharing costs, increasing revenues and fine-tuning division of labor. Yet in the United States, over 80% of dentists practice solo, and this figure has held steady for decades. What causes this overwhelming and enduring pattern of dentists continuing to practice solo? Top practice management advisers now declare, "One sure way to realize a return on investment in your practice is to transition the practice from a solo to a partnered enterprise." They recommend the best route to be through the process of associateship to partnership, selling 50% to the partner, then continuing to work in the practice and selling the remaining 50% downstream. This works only if and when the partnership works. What do you do with an expanded practice if the partnership doesn't work? The majority of dental associateships and partnerships underperform or fail altogether. Although no clear studies are available, a number of dental journals report the failure rate in dental partnerships to be somewhere between 70% and 90%. Why do dental partnerships have such an extremely high morbidity rate? Nearly all associateships and partnerships begin with tremendous goodwill, excitement and enthusiasm. The future appears extremely bright. However, it is not uncommon that within five years, the shine disappears and is replaced with dissatisfaction. What causes partnerships to unravel? When an associateship-to-partnership fails, the costs are extremely high in terms of money, time and emotional distress. The effect on staff performance and patient relations can be demoralizing as well. Partnership failure in dental practices costs hundreds of millions of dollars every year and untold emotional damage. What can be done to prevent this? Surveys reveal the majority of dentists have difficulty in communications, particularly with their associates or partners. Consequently, they are ineffective at handling problems directly, resolving conflicts and making mutual business decisions. What are the factors that thwart a dentist's ability to effectively communicate to an associate or partner? It seems dentists are in a quandary. A clear path to economic freedom and asset optimization exists through recruiting an associate and transitioning the associate to a partner. The problem is most dental partnerships don't work. This book provides answers to the most common and destructive issues and problems that cause dental partnerships to fail. If you are considering a partnership as a strategy, or if you currently have an associate or partner, this book will enhance your ability to succeed.

Any professional practice transition activity--whether buying, selling, or associating--is one of the most important events that will happen in your professional career. Making a mistake in the process can have long-lasting effects on any or all of the parties to a transition. Dental Practice Transitions Handbook will provide you with the answers to basic questions when considering any transition. It is not intended to replace the experts, brokers, consultants, attorneys, accountants, and financial advisors that should be consulted as you proceed through a transition, but it should give you an understanding of the process, what to expect, and a starting point from which to begin your journey. About the Author H. M. Smith has earned a masters in business administration and is founder of Professional Transitions, a dental practice transitions consulting firm. He has been involved in dentistry for over thirty-five years and is currently the director of Transition Strategies at the Pride Institute. He has lectured at the University of Florida and Nova Southeastern University, and has presented a practice management course on transition strategies to the University of the Pacific, Marquette, and Indiana University dental schools. Mr. Smith is past president of the ADS (American Dental Sales), a member of the Practice Valuation Study Group, and a member of the Institute of Business Appraisers. He has also written numerous articles for Dental Economics on transition subjects and issues. Endorsements "If you now or ever will own, sell, or work in a dental practice this book is a must read. Hy's decades of experience in creating WIN-WIN-WIN (seller-buyer-patients) transactions is yours in a clear, concise, and entertaining account. Wherever you are in your career, the tools to create your ideal future lie within these pages." Gary M. DeWood, DDS, MS, Executive VP, Spear Education "In my long experience of working with dentists at every phase of their professional careers, I have found that finding values-driven WIN-WIN advice in transitions to be difficult and frustrating. At the Pride Institute, we trust Hy Smith's integrity and expertise! Dentists deserve good, fair information and counsel that supports their transition choices. This book delivers." Amy Morgan, CEO, The Pride Institute "No one knows more about buying or selling a professional practice than Hy Smith. My own transaction benefited greatly from his knowledge and thirty years of experience. I can't imagine anyone buying or selling without consulting this book first." Gerardo Santiago, DDS "Buying or selling a practice is full of pitfalls. Trying to do so without the help of a consummate professional like Hy Smith is a folly. My own experience couldn't have been better, thanks to his firm. I would urge any professional to read this book and consult with Hy Smith before taking action." Ron Gillenwaters, DDS

Successful practice sales are far more unlikely if the sale strategy and planning is left for the year (or two) immediately preceding the desired sale date. Multiple approaches to practice sales are possible. Some of the most effective approaches must be planned, and initiated, 3 - 5 years in advance. Each optional approach is different. The available options are not equal in terms of their likelihood to meet a specific location, not all approaches will work, and some may be far more effective than others. Dr. Stollings explores the optional approaches, explains each, and guides the reader in selecting the approach that best matches his / her specific practice, location, circumstances, and objectives.

Practice management is one of the key elements in the career of a dentist. Most dentists own their own practices and even associateships carry with them the prospect of management, accounting and dealing with health insurance providers. Dental Practice Transition: A Practical Guide to Management helps readers navigate through options such as starting a practice, associateships, and buying an existing practice with helpful information on business systems, marketing, staffing, and money management. With topics applicable to both recently graduated as well as established professionals, Dental Practice Transition is a comprehensive exposition of practice management from a dentist's perspective.