CO
PYRIG
HT U
CT
ANDY HOWELL
EMBA 1
MAJOR PROJECT – FINAL REPORT
A study into the marketing techniques of dental practitioners in the urban areas of Greater Durban,
Kwazulu-Natal, serving the Living Standards Measurement (LSM) 6-8, patient base.
November 2000
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page ii
Acknowledgements
The following research project could not have been conducted without :
The time and effort of the patients and dentists, who responded to the questionnaires
The help of Dr Olivier from the Health Professions Council on the New Stipulated Guidelines for advertising dental practices
The assistance from staff of the South African Dental Association on previous research activities and for providing insights into the context and idiosyncrasies of the current South African Dental profession
The assistance of Professor Tom Ryan, Director, Graduate School of Business, UCT, in the compilation of the final draft
The administrative team from our company, Marketing Support Services, for the questionnaire postage, data collation and accompanying administrative duties
The never flagging support of my wife, children and parents – Thank you.
To all, - my sincere thanks.
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page iii
I N D E X
Page Number
Executive Summary.. 1 Question Formulation.. 4
Literature Review of Marketing Theories.. 6
Synthesised Marketing Theory.. 7
Legislative Restrictions.. 8
Current Marketing Activities and Profile of Dental Practitioners.. 8
Current selection criteria of Patients.. 10
Comparison of Current Marketing Activity to Synthesised Marketing Theory.. 11
Comparison of Current Marketing Activity to Patients needs and wants.. 12
Comparison of Synthesised Marketing Theory to Legislative Requirements.. 13
Recommendations.. 13
Action Learning Summary.. 17
Supporting Data.. 19 Literature Reviews.. 20
Health Profession Council – Legislative Limitations.. 38
Dental Questionnaire.. 42
Patient Questionnaire.. 48
Patient Findings.. 56
Dentists Findings.. 58
Example of Data Analysis – Dentists.. 59
Example of Patient Analysis – Patients.. 60
References.. 60
Appendix.. 61
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 1
Executive Summary
This executive summary serves to provide an overview of this research
project.
It is compiled to provide you, the reader, with:
an understanding of the greater context in which the dental
practitioner operates
an insight into the reasons for the research topic and the formulation
of the research question
a summary into the background and current legislative limitations
a synopsis of the researched marketing literature
an overview into the research methodology
an understanding of the conclusions drawn from the research results
and finally, a synthesis of the research project including:
- the author’s recommendations for marketing opportunities, and
- an action learning reflection on the research project.
It is envisaged that the executive summary is read in conjunction with
the support material. Bracketed notations, showing the page number on
which the relevant detailed data can be found, are reflected in this
summary. This will enable the reader to easily refer to further detail on
any specific issue, should it be required.
----------------
The dental profession has come under increasing financial pressure in recent times.
As a result of technological advancements in toothpaste and preventative medicine,
combined with consumer education on effective dental hygiene, the demand for
regular dental services requiring fillings and ‘general repair’, has declined. The pain
derived from conditions associated with severe tooth decay - which previously served
as a catalyst for patients to seek immediate professional dentistry - has therefore
also declined. The net effect, is a reduction in the frequency of patient consultations
with dentists.
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 2
Medical Aid rates (as stipulated by the newly formed governing body, the Board of
Healthcare Funders) have increased at a rate that many dentists’ claim, is below the
rate of their rising costs. As a result, some dental practitioners have increased their
rates to above the allowable medical aid tariff rates, requesting patients to bear the
extra costs. Others, fearing loss of clientele, have resigned themselves to lower
margins.
This phenomenon is not isolated to the dental profession. In general, patients have
now to bear the burden of greater medical expenses, which demand a greater share
of their disposable income. With every visit to a dental practitioner now potentially
requiring a subsidy from the patient, patients are now both reticent to adhere to a
regular ‘dental check-up’ regime, and are more likely to expect higher service levels
and value for money.
As a legacy of the apartheid era, ex-government paid dental therapists, are now
eroding the professional dentists’ lower-income level patient base.
These dental therapists, were employed by government, and were trained in basic
dentistry skills, to equip them to provide the basic dental services needed in the rural
areas.
Two unintended consequences have arisen.
Firstly, the dental therapists, having had significant hands-on, unsupervised
experience in the rural areas, approached the government with a proposal to
privatise, and to be given the permission to become ‘registered dental service
providers’. This would mean that they forfeited their government salary packages but
could charge their patients for each consultation. Given the immediate cost savings
from a pruned salary bill, and embracing the philosophy of privatisation, government
approved. This approval meant that patients could now use the services of dental
therapists and have medical aid re-imbursement. This led to declines in the patient
base of many smaller town-based ‘fully-qualified professional dental practices’, and
to those of urban dentists serving the lower-income market.
Secondly, more recently, (during the compilation of this paper), issues of medical aid
scams and below par dentistry by the dental therapists, are being frequently
reported. This has given raise to concerns amongst medical aid companies due to
the financial losses experienced both from fraud and from repeated dentistry repair.
Concern is also being voiced from the qualified dental fraternity as patients are
beginning to perceive an erosion of dentistry standards overall (patients see little
explicit distinction between therapists and professionally qualified dentists). An
additional concern is that dental therapists, due often to their rural or informal
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 3
location, are perceived to be able to practice outside of the conventions defined by
the Health Professions Council.
In addition, the depreciation of the S.A. currency against many of the ‘hard
currencies’ (in particular the US$ and UK Sterling), and high interest rates, have
impacted on the purchase of the required dental equipment and technology. Dentists
face significant repayment and maintenance costs, to provide their patients with a
modern dental practice.
These combined factors have resulted in an increasing profit squeeze, in dental
practices. Dentists that had built a ‘secure’ practice based on previous patient
demand levels and the somewhat protective legislation, have now to re-focus, and to
actively develop differentiated products which will attract profitable patients.
Once the new services, specialised equipment and the enhanced skills capacity of
the dental team are in place, dentists are still faced with severe limitations in the
promotion of these services. Their marketing activities are limited by legislation
enforced by the Health Professions Council. This has led to a situation where :
developing a patient base is difficult for both a new dental practitioner, or a
established dentist wanting to attract clients to their new services
an established practice enjoys legislative protection from aggressive competitive
marketing campaigns - hence artificially raising the barriers of entry into the
market
patients are not given the opportunity to be informed of new services, or given
sufficient available information to compare costs /benefits
patients have to actively search for a dental practitioner and make enquiries from
acquaintances as to the quality, price, etc of their service. (This activity re-
enforced the reliance on ‘word of mouth referrals’ as the preferred selection
criteria for many patients)
The replacement of the Medical and Dental Council in 1995, with the Health
Professions Council, saw no significant reduction on the marketing limitations
imposed on dental service providers. Rather, these limitations were essentially made
more explicit and updated to include issues such as the use of logos, computer
images, and electronic signage limitations. (See Appendix for both the Old Guidelines – as defined by the Medical and Dental Council,
and the New Guidelines – as defined by the Health Professions Council)
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 4
Some business networking of dental practitioners (registered with the South African
Dental Council) has begun, with the formation of a profit oriented training body
named OralNet. Their strategy is in the formative stages and marketing plans are still
to be formulated.
(Their MD, Dawie Schlebush, showed interest in this research paper, with colleagues
suggesting the findings may be presented at the KZN Chapter)
With this swing toward a more market-forces driven environment and the financial
imperatives forcing a revision of the dental value creating process, the following
questions arise:
‘What marketing effort, if any, are dental practitioners, who service the LSM 6-8 patient base, currently undertaking?’
‘Do they address LSM 6-8 patient needs /wants?’
‘Are they in sync with current espoused marketing theories?’
‘What marketing activities can be undertaken, which will comply with the Health Professions Council requirements?’
‘Are there any local conditions, which require a revised, more localised marketing theory?’
NB: The selection of LSM 6 –8 patients /dentists was selected for this research, as it
was believed that they would have the disposable income to make use of private
dental practitioners. In addition, the author of this paper had to operate within both
financial and logistical constraints, making the selection of this dentist / patient-type,
the most expedient.
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 5
This paper endeavours to:
uncover the current key marketing practices undertaken by dental practitioners
serving LSM 6-8 patients, within the Greater Durban area and to compare them
with:
1. a synthesised theory of ‘best professional services marketing practice’ as
espoused by leading marketeers,
2. the findings on current patient needs and selection preferences.
highlight emergent tendencies and trends
provide an overview of legislatively allowable marketing practices
if necessary, devise a localised ‘theory of best marketing practice’ which will best
suit local conditions and be cognisant of the prevailing limitations
provide a study, with both quantitative and qualitative aspects, which will
conclude with recommendations for future marketing action by practicing dental
practitioners serving LSM 6-8 patients, in Greater Durban, Kwazulu-Natal.
In order to achieve these objectives, there were four key areas on which data was to
be obtained. (A summary of this data is reflected in the following pages)
The marketing theories as espoused by leading marketeers
The current legislative restrictions of marketing practice
The current marketing activities by local dentists
The current preferences and selection criteria of the patients
Thereafter the dentist’s marketing practice was compared with:
The developed synthesised marketing theory
The patient’s needs and perceptions
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 6
The marketing theories as espoused by leading marketeers
A study of publications written by leading marketeers was undertaken. These
included:
How to Sell a Service – Malcolm HB Macdonald & John Leppard
Marketing Management – Philip Kotler
Managing the Professional Services Firm – David Maister
In the first publication, How to Sell a Service, the authors highlight the need to
actively sell the service. As a result they concentrate on the techniques and
competencies required for this process of selling. They investigate issues such as
communication techniques, general selling aids and marketing the benefits, in fairly
significant detail. Whilst the author provides insights into the selling techniques, he
fails in providing knowledge vis-a-vis research techniques and consumer behaviour. (See details of the literature review on pages 20-25)
In the second publication, Marketing Management, Kotler focuses on the aspect of
researching and uncovering customer needs and wants. Issues such as defining
customer value, defining the target market and researching the potential life-time
earnings of a customer, are discussed. He purports the building of customer
satisfaction through having a competitive edge, service uniqueness and effective
marketing strategies.
The author’s work is comprehensive and detailed and provides the reader with a
thorough understanding of the core underlying concepts of marketing, focusing
strongly on the aspect of research. The publication does allude to aspects of physical
evidence likely to create favourable impressions, however does not provide detailed
tangible, practical examples of why consumers buy specifically a professional
service. (See details of the literature review on pages 26 - 30)
In the last publication studied for this research project, Managing The Professional
Services Firm, Maister focuses on why clients buy a professional service – as distinct
from other services. He explores the psychology of buying, proposing that clients buy
with both emotion and logic, that they feel exposed and insecure, and are looking for
someone who they can trust. He explores the tried and tested methods of client
attraction including aspects of marketing literature / client liaison. (See details of the literature review on pages 31 - 35)
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 7
The three publications, which include aspects of research, the psychology of buying
and selling techniques, provide the material for the synthesised marketing theory.
SYNTHESISED CAUSAL LOOP DIAGRAM OFMARKETING THEORIES
EXTERNAL &INTERNAL
RESEARCH REALLYUNDERSTANDING HOWTHE CLIENT BUYS AND
WHAT THEY FEEL &WANT
PROFESSIONAL SERVICESFIRM DEVELOPMENT
APPROPRIATE SERVICES
CLIENTSATISFACTION
REFERRALS
NEWBUSINESS
LISTENING TOCLIENTS
COMMENTS
UNDERSTANDING PROBLEMSASSOCIATED WITH SERVICES
MARKETING
STRONGCOMMUNICATION
CONTENT
GENERAL SELLING AIDS
MARKETING THEBENEFITS
TARGET MARKETCLASSIFICATION
BENEFITIDENTIFICATION
CUSTOMER'SPOSITIVE
EXPERIENCE
CUSTOMERRELATIONSHIP
BUILDING
DEVELOPMARKETING
STRATEGIES
SERVICE UNIQUENESS
SUSTAINING THEEDGE
CLIENTPATRONAGE..
UNDERSTANDING THE MARKETDYNAMICS
UNCOVER REALDECISION
MAKER
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 8
This Synthesised Marketing Theory (see Causal Loop Diagram on the previous
page) indicates the need to:
Research the market
Uncover the real ‘influencers’ and decision-makers
Develop marketing strategies
Provide services in the manner that supports and reinforces the patients
psychology of buying
Undertake a client relationship building program to ensure top-of-mind awareness
Develop new or improved services to sustain competitive advantage (See details of the literature review on pages 36 - 37)
The current legislative restrictions of marketing practice The marketing limitations imposed on the dental practitioners, severely restricts any
explicit marketing strategies. Over the years these restrictions have forced patients to
rely almost entirely on recommendations given by friends, family or colleagues, for
their selection of a dentist. The Health Professions Council has continued to adopt
the strict historic controls, initially introduced by the Medical and Dental Council, and
has merely provided further clarity of the allowable legislative tolerances for
advertising/ promotional material.
To some extent, some dental practitioners have been marginally breaking the
Council’s new guidelines and have introduced some element of differentiation in their
promotional material. Explicit marketing campaigns remain, as far as the research
has uncovered, non-existent. (See details of the legislative review and examples of advertisements on pages 38-41)
The current marketing activities of local dentists serving LSM 6-8 patients Research was undertaken of dental practitioners providing a dental service to LSM 6
– 8 category. To begin the study, it seemed prudent to have ‘informal’ discussions,
with a small number of dentists (3), to elicit the current trends and to gain knowledge
of the context in which the industry found itself. Thereafter, the methodology
employed was to obtain information from dentists by way of both postal and personal
interview-type questionnaires.
26 Questionnaire responses were obtained.
The salient findings were.
Dental practitioners were, by business life cycle measures, fairly established –
the mean of the practice age was 7.8 years, and in their current location, 5.57
years
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 9
Majority of dentists (80% ) indicated that they have marketing plans
- whilst this is what most dentist’s indicated on the questionnaire, probing
questions during the one-to-one interviews revealed that the definition of
‘marketing plan’ varied significantly between dentists. In some cases, very
loosely defined target markets (i.e. all patients in the Durban North area)
and lack of a coherent marketing plan, was evident, even though the
respondents suggested that they had a marketing plan. Further probing
created defensive posturing, and hence further questioning was
inappropriate. This lack of clarity on the definition, and the absence of
details/evidence to support the dentists claims of having a marketing plan,
is thus is a weakness of this research. In may be possible, that the line of
questioning was of a confidential nature and hence details were not
forthcoming, or, the ‘confession’ of having no marketing plan seemed to
be an inappropriate response – and hence not selected.
Only 11 % indicated they had a three year marketing strategy
48 % said they reviewed their marketing plans ‘ whenever it seemed appropriate’
90 % said they had defined their target market
- as previously mentioned, the level of definition was open to interpretation
The majority (71%) said their services were not significantly different to other
local dental practitioners
73 % had adjusted their prices to suit the medical aid rates - the remainder were
evenly split between adjusting their pricing to suit their competition, or their
customers
Most (52%) posted check-up reminders to their patients
Over 80% did not post newsletters to their clients
100 % (with the except of one incorrectly completed questionnaire) said that
‘word of mouth’ was a significant aspect in attracting new clients, yet 80 % said
they had no marketing plans which would serve to enhance this phenomenon
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 10
Costs – in particular, the decreased usage of their services due to decreasing
medical aid benefits and hence increasing patient subsidisation – was seen as
the most pervasive threat
There was no distinctive trend in the dentist’s perception of their greatest
strength, however, most (80%) selected their team’s people skills, price and
location as being their most likely strengths, as perceived by their patients.
When asked what their patients would rank as the aspect which created the
highest impression, dentists ranked ‘ the dentist is warm and friendly, and,
‘makes you feel at ease’ as number one
7 % had advertised in the press, but none provided details of their objectives or
indicated the responses that they had obtained. (See further details of on pages 42 - 47)
The current preferences and selection criteria of the LSM 6 - 8 patients Research was conducted by way of distributing questionnaires and one-to-one
interviews, to 400 local LSM 6-8 patients.
117 questionnaire responses were obtained.
Salient findings were:
Just over half (53 %) of the respondents indicated that their partner’s used a
different dentist
Over 60 % of mothers went to the same dentist as their children
When asked to indicate the dominant reasons why they remained loyal to a
dentist, respondents claimed ‘ they feel familiar and trust the dentist’ as the
dominant reason, followed by ‘ the dentist makes me feel relaxed’.
22% said that they only went to the dentist ‘when in pain’
The mean period of time that respondents have been with their current dentist is
3,1 years
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 11
When asked how they would find a dentist in a new city, respondents reflected
that they are five times more likely to ask work or sports club colleagues for their
recommendation, that any other mechanism.
Over 86 % said their final choice of dentist would be the dentist most highly
recommended by others
(See details of the questionnaire and data analysis on pages 48 – 55)
Comparison of marketing activity with the Synthesised Espoused Marketing Theories
Explicit promotional activity is almost non-existent in this profession, however, the
fact that these businesses ‘trade’ successfully, suggests that some forms of
promotion and marketing activity, however subtle, intuitive or unstructured, must
exist.
Nevertheless, the research did not uncover substantial detail as to the current
marketing activity of the targeted dental practitioners. This could mean that the
information was of such a nature, that even a brief indication, would be considered
inappropriate, or, that marketing plans are in fact not coherently articulated and
perhaps remain an intuitive response to the market. For the purposes of this study,
and as a result of my perceptions in interviews, I have chosen the latter.
In my view the synthesised espoused marketing theories, represent a coherent and
comprehensive theory by which to develop a marketing strategy for a dental
practitioner’s enterprise. The research indicates, most practitioners have a marketing
plan. (I have already indicated the problems surrounding the definition thereof)
Nevertheless in my belief, albeit perhaps subjective, this is an area on which dental
practitioners could increase their focus and attention. Clearly defining the target
market and practicing allocentrism (putting yourself in your patient’s shoes), would be
a useful exercise. In particular, Maister’s influence on the theory with regards to the
psychology of buying, would help define and tailor the services with more precision..
The theory espouses an aspect of active selling. Dental practitioners may argue that
the legislation does not allow such activity, however, I believe the principles of the
synthesised theory, still hold true. There are moments were one can ‘sell’ benefits
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 12
(i.e. “Can we polish you teeth for you Mrs Patient? “You will have the benefit of
brighter and healthier teeth?”) and use selling aids (before and after pictures of
cosmetic surgery), in a dental practice.
The reinforcing loop of client satisfaction, and repeat usage is particularly relevant.
The aspect of listening to clients needs, and developing new/improved services
accordingly, is also very applicable.
Lastly, given the 100% response by dental practitioners that word of mouth is a
significant aspect of developing new business, customer contact between dental
consultations, is vital. It serves to enhance top-of-mind awareness, and could
influence their propensity to refer the dentist to friends or colleagues.
I believe that the synthesised marketing theory would thus remain as originally
described, and not reflect any changes as a result of the dentist’s marketing
activities.
Comparison of marketing activities with patient needs and perceptions
The marketing activity of a dental practitioner remains heavily focused on the less
explicit attributes of delivering an impressive service. The research – as previously
mentioned - failed to find the distinctive characteristics of actual marketing plans (if
indeed they do exist) and concluded that much of the marketing plan was implicit in
the manner in which the dental practitioner conducted their business.
- The key finding was that 73% of dentists indicated that they had adjusted
their prices to suit medical aid rates, yet patients did not indicate price as the ultimate
selection criteria – although it was a factor. This suggests that perhaps dentists could
adjust their prices upwards, without losing their current patient base.
- The patients indicated a strong reliance on the recommendations of friends,
family and colleagues when selecting a dental practitioner. They also indicated an
awareness of the attention to physical evidence, as clues to suggest a preferred
dentist.
- Supposedly insignificant issues such as ease of parking, the receptionists
efficiency, magazines being current, overall ambience of the waiting room, dress
code of the dentist and their assistants, the ability to enjoy speedy payment
processes combined with cash discounts, all combine to form a favourable
impression for patients.
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 13
More significant attributes such as the ability of the dentist to provide a warm and
relaxing atmosphere, and to discuss the procedures whilst he/she works, rate highly
on patients’ list of key requirements.
Interestingly, patients have indicated that they would not mind receiving a newsletter
(or some form of written contact). In this regard the current marketing activities, which
seem devoid of a structured customer relationship building program, fail to exploit
this opportunity to keep contact. This is particularly important given that most patients
only see the dentist once a year, or when they are in pain!
The research fails to give clues as to the marketing plans devised to address such
user trends such as the influence of the children on the dentist selection, or the fact
that mothers were most likely to bring their children. The fact that the LSM 6-8
patients all use a car to get to the practice also suggests the need for ease of secure
parking, and perhaps a secure passage from the car park to the reception.
Both the dentists and the patient’s concur that a warm, friendly dentist rates highly as
a significant attribute. (See further details on pages 56 - 59)
Comparison of synthesised marketing theory with legislative requirements
The legislative requirements do restrict some of the promotional aspect that the
authors, in the literature, have suggested. However, the synthesised marketing
theory includes the focus on other areas such as price, products, place, physical
evidence, etc. Hence, I believe that the legislation is merely a market condition that
must be investigated, reviewed, and taken into account when creating a marketing
plan. It is thus not a factor that would materially impact on the synthesised marketing
theory.
RECOMMENDATIONSFinally, given the known current marketing activity and customer preferences, and,
after reviewing the synthesised marketing theory and legislative limitations, what
recommendations should be made?
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 14
Kotler (1997) proposes the four areas of focus to stimulate thought on generating
new clients.
- New uses – finding an alternative use for the existing product.
In the dentists case, this may be quite difficult. The equipment and skills are
essentially used for dental healthcare. However, the dentist’s core
competency of people skills, fine motor co-ordination and dexterity, and
medical knowledge, combined with an existing patient base and office
infrastructure, could be used to develop an allied service.
- New users for the existing product – new patients
In the light of the limitations to explicitly ‘self-promote’ a dental practice, the
dental practitioner must find ways to enhance this ‘word of mouth’ promotional
phenomenon.
My recommendation is based on the following factors from the research
results.
53% of respondents indicated that their partner’s had an alternative
dental arrangement,
most respondents dentist selection was strongly influenced by the
recommendations of friends family and colleagues,
newsletters were indicated as acceptable by respondents
such promotional leaflets to a current patient base are an legislatively
approved activity, (and from previous experience, have proved to increase
the level of the recipients awareness on the senders activities)
These suggest that :
there is significant opportunity to attract the partners of patients from the
existing patient base
prospective patients are likely to trust the recommendations of their
partners,
current patients are more likely to be recommending a product/service
that is top-of-mind – and that they are satisfied with.
With this in mind, dentists should investigate using tools such as a
newsletters, courtesy calls, or similar, to assist in building client relationships.
They thereby provide a regular tangible vehicle to display professionalism and
patient care.
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 15
It is likely that this focused approach will have a positive impression on those
potential patients within the current patient’s intimate circle.
In addition, this approach is an allowable patient liaison medium provided :
- it is used as a medium to convey dental educational issues
- the editorial is not overtly canvassing for customers,
- it does not provide misleading material
- it’s primary motive is not to self-promote the professional.
- It is distributed to the existing patient base
- Increased usage of the existing product This aspect could best be akin to the marketing phenomenon of cross-selling
and up-selling. An example of cross-selling would be where the patient, when
having a check-up is offered an additional allied product (such as a dental
polish or additional fluoride treatment), and an example of up-selling is where
a superior product is recommended. (A longer lasting, more prestigious filling
material, a suggestion of cosmetic dentistry)
The newsletter can also be used to stress the importance of the regular
dental check-up thereby serving to retain the existing patient usage.
- New products The development of new products, seems an unlikely opportunity, however,
the dental practitioner must bear in mind that they are not only in the dental
repair business, but in the beauty and wellness business as well. Without
intervention, a toothless person would have to make significant changes to
their eating habits, their speech would be adversely affected, and their
outward appearance would change considerably. The ‘entrepreneurial radar’
for new products and services should seek to sweep in all which is applicable
to these wider market definitions.
Maister (1997), reflects on the occasion that his dentist called him at home on the
evening after some dental work, and asked how he was feeling. He reflects on how
that left a positive impression and increased his loyalty significantly.
The point to note, is the attention to detail. Dentistry is a personal business. Small
personal details really count. Plan for them in the daily schedule.
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 16
Richard Mulvey in his book ‘ The Will to Win’, purports that for professionals to
succeed and provide clients with a positive experience, they must manage all the
micro stages of that experience (Sometimes called the ‘Moments of Truth’). From the
initial call for an appointment, to the courtesy call after the surgery, each micro stage
must provide a positive experience.
Kaplan and Norton in the publication, The Balanced Scorecard suggest that
management should embrace a management measurement system that will ensure
the reflection of four key perspectives : financial, customer, internal business, and
innovation & learning. They propose if we fail to measure a balance of business
perspectives, we are likely to excel at one area, to the detriment of others. In a dental
profession, which is likely to be managed by a sole proprietor, a balanced approach,
is sound advice.
Lastly, whilst perhaps a little beyond the scope of this study, authors Bradenburger
and Nalebuff suggest that a business (and indeed a dental practice) should have a
conscious plan to maximise opportunities with all players in the ‘Value Net’. These
players consist of Customers (Patients), Competitors, Complementors, and
Suppliers.
This suggests that there are many instances were competitors (other local dentists)
may, in fact, be complementary. I.e. they may refer patients to you when they are
unable to provide a dental service, or they may assist you with second opinions or
advice.
Suppliers may provide you with piggy-back marketing opportunities, and patients with
the suggestions that will improve your services.
Whilst the ‘Value Net’ may explicitly suggest the investigation of using these four
players, in addition, the authors also discuss the influence of government. In this
regard, the marketing efforts of dental practitioners are severely limited by
government legislation. It could be argued that the principles of the Health
Professions Council were designed to protect the public from unscrupulous operators
who would have influence in their time of need. This may be quite relevant for life-
threatening diseases, but may not be quite as relevant in the case of cosmetic
dentistry.
If this is the case the authors suggest proactive plans for dialogue with the governing
bodies to influence their legislation.
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 17
ACTION LEARNING SUMMARY
This research project underwent various stages of development and implementation
prior to this compilation.
Stage One: - The Immersion
In understanding the context in which the dental practitioner conducts their
profession, significant time was spent in dialogue with the role players. On reflection,
the time spent in this stage proved to provide a vital foundation and necessary for the
selection of appropriate literature to review, questionnaire compilation, and the one-
to-one interviews.
Should I repeat a similar exercise, I probably would spend even more time on this
aspect.
Stage Two – The Literature and Legislation Reviews
These took longer than was originally planned. The information available is immense
and time is needed to select that which is pertinent and to obtain information from the
relevant government bodies.
Stage Three – Questionnaire design and distribution
The selection of the appropriate questions required more time (and I am sure more
my level of skill and experience) than was anticipated. Notwithstanding this input, the
questions relating to the marketing plan and corresponding details, were insufficient
to elicit the necessary information and proved to be an aspect that perhaps
weakened this research report (Even in the one-to-one interviews, this information
remained illusive). On the positive side, the questionnaire to patients received an
above average response and the information requested (and more) was provided.
The letter using the appeal of ‘a graduate needing help’ seemed therefore to be
successful.
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 18
Stage Four – Questionnaire Receipt and data analysis
On reflection we could have allowed greater time for the responses from dentists.
(Patient response time was acceptable) The analysis, which is probably somewhat
rudimentary when compared with a quantitative study, proved to be undertaken,
within the time, budget and completeness required. Interesting data (and perhaps
lack of it in the case of the dentist’s marketing activities) soon emerged. This was
probably the most enjoyable part of the exercise, and the completion of this
milestone, gave a sense of accomplishment. (I love it when a plan comes together!)
Stage Five – The drafting and the written paper
After the elation of stage four, which provided a sense of ‘nearing the finish line’,
drafting the paper proved more difficult, time consuming and mildly depressing, than
expected. My own mental model somehow failed to notify me that it always takes
longer than you think. The effort required for the correct articulation, and many
subsequent re-writes, was significant.
In conclusion, the research project did show benefits to both the dental practitioner,
and myself. The lack of elicited information on marketing activities, may in fact be
indicative of the lack of focus on this aspect of the dentist’s practice. If that is the
case, to those involved, the questionnaire may have served as a prompt to increase
their efforts in this direction. It was interesting to note the accentuation of service
issues rather than price, from the patients. This indicates some elasticity in price,
must also provide dentist’s with the courage to adjust prices where required.
For myself, it provided knowledge on both the industry and patients, and gave a
deeper insight into the business of investigative research. It may, in the future,
provide the opportunity to undertake further studies in this area, who knows…?
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 19
SUPPORTING DATA
Including
LITERATURE REVIEWS SYNTHESISED MARKETING THEORY
QUESTIONNAIRE METHODOLOGY DENTIST AND PATIENT QUESTIONNAIRES,
DATA ANALYSIS APPENDICES
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 20
MARKETING THEORY - LITERATURE RESEARCH
In order to uncover current marketing thought as espoused by leading authors, I
undertook the readings of three leading marketing publications.
The methodology used to distil the authors key learning points from these
publications, was as follows:
Whilst reading the publication, to informally record the key learnings and theories
of application
To then cluster these findings into groups of essentially the same concepts and
topics and to suitably label each cluster
By making use of a digraph, to uncover the concepts which were the key drivers
of the overall theory
Draft a causal loop diagram, indicating the salient learning points and their
systemic relationships
Briefly outline the book, making use of the SCQARE methodology, endeavouring
to provide context and clarity to the author’s writings.
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 21
HOW TO SELL A SERVICE –Malcolm McDonald with John Leppard
Orders consistent with marketingobejectives & strategy
Not just have the best service- but sell this best service
Problems associatedwith selleing
Large elementof trust
The salesman becomespart of the product/service
There is a productelement and a service
element
Know who is the decisionmaking unit
Decisions based on a both feelings & logic
New Buy
Starightre-buy
Modifiedre-buy
Informationofficer
Consultant
Salesman
Negotiator
Root client concern:Fear of making a
mistake
TerritoryPlan
Right spread of focuson current and potetial
Classifycustomers
Descibes the benefits ofyour service in your
clients terms
Letter, call,visit
ABC - Attention,Benefits, Close
Customersbuy a
benefit
StandardBenefits
CompanyBenefits
DifferentialBenefits
CustomerAppeal
Features
Advantages
Proof
Keep itsimple
Closing thesale
HOW TO SELL A SERVICE - Unclustered Key points
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 22
Orders consistent with marketingobjectives & strategy
Not just have the best service -but sell this best service
PROBLEMS ASSOCIATED WITHSERVICES MARKETING
Large elementof trust
The salesman becomes partof the product/service
There is a product elementand a service elementKnow who is the decision making
unit
Decisions based on a both feelings & logic
New BuyStraightre-buy
Modifiedre-buy
Informationofficer
Consultant
Salesman
Negotiator
Root client concern: Fearof making a mistake
Territory Plan
Right spread of focus oncurrent and potetial
Classify customers -area, high value etc
Descibe the benefits of yourservice in your clients
terms
Letter, call,visit
ABC - Attention,Benefits, Close
Customersbuy a benefit
StandardBenefits
CompanyBenefits
DifferentialBenefits
CustomerAppeal
Features
Advantages Proof - to bere-assured
Keep itsimple
Closing thesale
RESEARCH
COMMUNICATIONCONTENT
GENERALSELLING AIDS
MARKETINGTHE BENEFITS
PSYCHOLOGY OF BUYING
HOW TO SELL A SERVICE - Clustered key points
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 23
HOW TO SELL A SERVICE - Digraph
RESEARCH COMMUNICATIONCONTENT
GENERALSELLING AIDS
PROBLEMS ASSOCIATEDWITH SERVICES MARKETING
MARKETING THEBENEFITS PSYCHOLOGY
OF BUYING
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 24
HOW TO SELL A SERVICE - Causal Loop Diagram
PSYCHOLOGY OF BUYING
PROBLEMS ASSOCIATEDWITH SERVICES MARKETING
COMMUNICATIONCONTENT
RESEARCH
GENERAL SELLING AIDS
MARKETING THEBENEFITS
CLIENT CLASSIFICATION
BENEFITIDENTIFICATION
CUSTOMEREXPERIENCE
CUSTOMERSATISFACTION
CUSTOMER REPEATUSAGE
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 25
HOW TO SELL A SERVICE – SCQARE ANALYSIS
Situation - The authors have primarily focused their writings as a useable tool to
assist with the selling of a service. They have recognised the growing worldwide
trend in which a growing percentage of the working population is now involved with
the supply of a service.
Concern – ‘If you don’t sell you don’t survive’ is the authors note in the opening
paragraphs of their publication. What counts today, in their view, is not only having
the best service, but, in addition, selling this best service !
Question – How do you sell a service ? The operative word in this publication is the
word sell.Answer – The authors outline a number of active selling techniques, which are
typically used in both product and services selling. They introduce the problems,
which differentiate services selling, to that of products, and include learnings from
sales representative call planning to closing the sale.
Rationale – the rationale behind their theory of active selling, is not supported by any
statistically valid data. Neither are there case studies showing quantitative or
qualitative study. Rather, the publication is the authors’ view on successful service
selling techniques. The strength of their commentary coming from the qualifications
of the authors themselves (One with a doctorate in marketing, and the other
experienced in training such issues)
Their learning points are frequently supported by the underlying rationale e.g. don’t
talk too much in a sales presentation – over half the buyers in our sample said sales
personnel talk too much.
Evaluation – In the context of my study, it would seem that that the aspect of ‘one-
to-one’ selling would not be appropriate, to a dental practitioner. Having said this
however, many of the principles (e.g. to actively sell the service : to promote benefits,
as perceived by the client, not features ; the realisation that once you have made the
initial sale, the real job of on-going customer relationship begins) are extremely valid,
and are of significant value.
On the other hand, the publication provides little emphasis on research and on an
explanation of how to pinpoint customers. Demographics, client profile definition,
marketing strategy, branding, market positioning, etc – all essentially marketing
issues at a normative /strategic level, have not been addressed. This is a significant
shortfall.
As these issues are a topic of magnitude, I suspect that they may have been
deliberately excluded from the scope of this publication.
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 26
MARKETING MANAGEMENT – P Kotler
What is Marketing - CoreConcepts
Needs, WantsDemands
DefiningCustomer
Value
Convenience, Status,Personal Image,
Building Customersatisfaction
CustomerValue
Attracting andretaining
customersDefine and
measure theretention rate
Identify thecauses ofattrition
Determine the cost toaddress the defection rate
RelationshipMarketing -
The Key
Suspects, prospects, first-timebuy, repeat buys, clients,
advocates
Basic, Reactive,Accountable,
Proactive, Partnership
Frequency marketingprograms / club
marketing programsWinning clientsthrough Market
Oriented StrategicPlanning
Ananlysing ConsumerMarkets and Buying
Behaviours
Identifying market segments andtarget markets
Research -Mystery
Shoppers
Hybrid Service - partproduct/part service
Seves apersonal
need
Practice is privatelyowned and profit
focused
Look for signs of quality - waiting room,secretarial efficiency, office condition
Credence factors vitalto mkt strategy
Quality control - training,standardisation, monitoring
customer satisfactionIntangibility
Inseparability
Variability
Perishability
Price
Place
Promotion
Product
Packaging
People
PhsyicalEvidence
Process
Requires internal andinteractive marketing
High touch& high tech
Tasks - increasecompetitive
differentiation,service quality,
productivity
Exceedexpectedservice
ReliabilityResponsiveness
Assurance
Empathy
Tangibles
ServiceQuality
Post-salesservices
Post-sales contact, newletters,reminders, personal greetings, top of
mind awareness
MARKETING MANAGEMENT - P.Kotler -Unstuctured Key Concepts
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 27
What is Marketing - CoreConcepts
Needs, WantsDemands
DefiningCustomer
Value
Convenience, Status,Personal Image,
BUILDING CUSTOMERSATISFACTION
CustomerValue
Attracting andretaining
customers
Define andmeasure theretention rate
Identify the causes of attrition
Determine the cost toaddress the defection rate
RelationshipMarketing -
The Key
Suspects, prospects, first-timebuy, repeat buys, clients,
advocates Basic, Reactive,Accountable,
Proactive, Partnership
Frequency marketingprograms / club
marketing programs
Winning clientsthrough Market
Oriented StrategicPlanning
Ananlysing ConsumerMarkets and Buying
Behaviours
Identifying market segmentsand target markets
Research -Mystery
Shoppers
Hybrid Service - partproduct/part service
Seves apersonal
need
Practice is privatelyowned and profit
focusedLook for signs of quality - waiting room,secretarial efficiency, office condition
Credence factors vitalto mkt strategy
Quality control - training,standardisation, monitoring
customer satisfaction
Intangibility Inseparability
Variability Perishability
Price
Place
Promotion
Product
People
PhsyicalEvidence
Process
Requires internal andinteractive marketing
High touch& high tech
Tasks - increasecompetitive
differentiation,service quality,
productivity
Exceedexpectedservice
ReliabilityResponsiveness
AssuranceEmpathyTangibles
ServiceQuality
Post-sales contact, newletters,reminders, personal greetings, top of
mind awareness
Measure theretention rate
Heavy reliance onword of mouth
referrals
RESEARCH
SERVICE UNQIUENESS
Geographical, financial, social andpersonal
WHY THEY BUY YOUR SERVICE
SUSTAINING THE COMPETITIVENESS EDGE
DEVELOP MARKETINGSTRATEGIES
MARKETING MANAGEMENT - P.Kotler- Clustered Key Concepts
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 28
WHY THEY BUY
MARKETING STRATEGIES
SERVICE UNIQUENESS
BUILDING CUSTOMERSATISFACTION
SUSTAINING THE COMPETITIVEEDGE
MARKET ING MANAGEMENT -P.Kotler
DIGRAPH
RESEARCH
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 29
MARKETING MANAGEMENT – P. Kotler – SCQARE ANALYSIS
Situation – The author describes the situation in which services are becoming an
ever-increasing part of the economy. The book attempts to assist marketers by
providing an inclusive, systemic view of the services marketing process.
Concern – The concerns raised in this publication exist at two levels. The first, being
the fundamental marketing principles, which the author argues, exist in all
businesses. The second, being principles which apply to the services industry alone,
due to their specific peculiarities.
Question – The author attempts to answer the question :
“How does one market a professional services concern. How does it differ from other
industries, and what must marketers pay specific attention to?
Answer – the author describes a comprehensive array of concepts from basic
marketing principles to principles relating to specific industries. The principles are
grounded in scientific thinking, in which the author espouses the need for companies
to build their marketing plans on sound scientific research as opposed to ‘Marketing
MARKETING MANAGEMENT - P KotlerCAUSAL LOOP DIAGRAM
RESEARCH
MARKETINGSTRATEGIES
WHY THEYBUY
SERVICEUNIQUENESS
BUILDING CUSTOMERSTAISFACTION
SUSTAINING THEEDGE
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 30
Myths’. He encourages healthy skepticism toward managers who “know how their
market works”, preferring to undertake research, thereby forcing a revisit of these
basic assumptions.
Rationale – the author offers both case studies and scientific studies to substantiate
many of his claims. In addition, the authors’ credentials, and being well known as a
world-leading marketing expert further strengthen the theory.
Evaluation – this publication is an in-depth study of marketing concepts and
principles. My study has not attempted to undertake an exhaustive analysis of this
comprehensive publication, but rather an analysis of the key concepts impacting on
the professional services industry, such as dental practitioners.
From this focused perspective, the publication emphasises the need for a clear,
coherent marketing plan as the fountainhead of all activities. He stresses the need to
accurately define the target market, research their core needs and to provide
customers with services that exceed their expected service value.
The publication does not provide a ‘to-do’ list, nor provide in-depth details on selling
techniques. Rather, it provides a normative / strategic view of the marketing concepts
and purports a lucid, scientific approach to the discipline of services marketing.
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 31
MANAGING THE PROFESSIONAL SERVICES FIRM David Maister
MANAGING THE PROFESSIONAL SERVICE FIRM -Unclustered Key Concepts
D. Maister
PracticeLife Cycle
Balance : Profitability, ClientService, Employee
Development & MarketShare
Management ofProfit Drivers
PerformanceEfficiency Listening to
clients Quality work does notmean quality service
Structuredmarket
intelligenceHow the client
buys
Partemotion,part logic Marketing thrust to
existing clientsThe purchasing process:
a clients perspective
professionals rarely hiredsolely for the technical
capabilities
Buyers take personal risk,feel insecure, skeptical,
concerned, and exposed
The professional mustbe someone the client
can trustClients rely on clues andimpressions, often created by
small actions.
Preparationprior to meeting
key
Personalisedattention
Provide aneducating
experience
Clients want a conversation,not a lecture.
Dont solveunacknowledged
problems
Don't try closing techniques on me,rather progress with the
relationship
Rehears therespones to the
difficult questions
Treat objections/problemsseriously
Both technical skill and adesire to be helpful
How's yourassest - yourunique skills
Motivation /Rewards/ Building
Human Capital
Create aBalancedScorecard
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 32
MANAGING THE PROFESSIONAL SERVICE FIRM -Clustered Key Concepts
D. Maister
PracticeLife Cycle
Balance : Profitability, ClientService, Employee
Development & MarketShare
Management ofProfit Drivers
PerformanceEfficiency
Listening toclients
Quality work does notmean quality service -
focus on service delivery
Structuredmarket
intelligence
HOW THE CLIENT BUYS ANDWHAT THEY FEEL & WANT
Partemotion,part logic
Marketing thrust toexisting clients
professionals are rarely hiredsolely for the technical
capabilities
Buyers take personal risk,feel insecure, skeptical,
concerned, and exposedThe professional mustbe someone the client
can trust Clients rely on clues andimpressions, often created by
small actions.
Preparationprior to meeting
key
Personalisedattention
Provide aneducating
experience
Clients want a conversation,not a lecture.
Dont solveunacknowledged
problems
Don't try closing techniques on me,rather progress with the
relationship
Rehears therespones to the
difficult questions
Treat objections/problemsseriously
Both technical skill and adesire to be helped
How's yourassest - yourunique skills
Motivation /Rewards/ Building
Human Capital
Create aBalancedScorecardINTERNAL RESEARCH
EXTERNAL RESEARCH
PROFESSIONAL SERVICES FIRMDEVELOPMENT
For the professional tobe on time - or a finitewaiting period given
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 33
MANAGING THE PROFESSIONALSERVICES FIRM - D. Maister
DIGRAPH
INTERNALRESEARCH EXTERNAL
RESEARCH
HOW THE CLIENT BUYSAND WHAT THEY FEEL &
WANT
PROFESSIONAL SERVICESFIRM DEVELOPMENT
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 34
Situation – The author describes the situation in which the professional services firm
conducts business. Clients are no longer held in awe of the professional’s technical
skills and are searching for both skills and the ability to communicate effectively.
Concern – To exist in the evolving services market, professionals are looking for
ways in which to be competitive in the market and to retain and attract new clients.
Question – “How do we manage a professional services firm so as to be both
profitable and to sustain our long term competitive advantage?”
Answer – The author bases his marketing theory essentially around understanding
the customer and providing services to suit. The author focuses initially on the aspect
of research – both internal and external. Internal – assessing the positioning of the
firm in their life cycle, analysing the various profit drivers, looking at the professional’s
MANAGING THE PROFESSIONALSERVICES FIRM - D. Maister
INTERNALRESEARCH
EXTERNALRESEARCH
HOW THE CLIENT BUYSAND WHAT THEY FEEL &
WANT
PROFESSIONAL SERVICESFIRM DEVELOPMENT
CAUSAL LOOP DIAGRAM
APPROPRIATE SERVICES
CLIENTSATISFACTION
REFERRALS
NEWBUSINESS
LISTENING TOCLIENTS
COMMENTS
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 35
efficiency, etc. He then assesses the external environment. In particular, he
investigates how clients buy professional services, as this will directly indicate the
key aspects of the value proposition delivery, which the professional service firm
must concentrate on, to provide client satisfaction. This author focuses on ‘How
clients buy” rather than on “How to sell”.
He also looks at building new skills to ensure the growth of the ‘asset base’. He
purports that to manage an effective professional services firm, the professional must
pay attention to both the income statement and the balance sheet. Short-term
income should not be gained at the expense of assets. The professional needs the
courage to adhere to their strategy of, for example, providing quality service, even in
the face of temptation from short-term cash flows derived from a volume of low
quality work.
Rationale – the rationale the author embraces has intuitive appeal. He argues, if one
really knows what the client wants, and how they buy (both physically and
psychologically), the professional will be able to develop and deliver services, which
will create customer satisfaction.
He also argues that, just as the assets in a factory environment (machinery), the
professional’s ‘asset of skills’, is also depreciating. These professional assets need to
be continually replaced / upgraded in order to sustain a competitive advantage and to
the provide services to match evolving client needs.
Evaluation – The publication provides a clear focus on the customer, expanding at
some length on the psychology of buying. The rationale of this focus is sound and
logical, and substantiated in many cases by case studies.
It provides a much needed look at the psychology of buying, the need to prepare and
follow up on the small things, the need to devise a comprehensive strategy – and
challenges professionals to ‘stick with it’.
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 36
SYNTHESIS OF MARKETING THEORIES.
SYNTHESISED CAUSAL LOOP DIAGRAM OFMARKETING THEORIES
EXTERNAL &INTERNAL
RESEARCH REALLYUNDERSTANDING HOWTHE CLIENT BUYS AND
WHAT THEY FEEL &WANT
PROFESSIONAL SERVICESFIRM DEVELOPMENT
APPROPRIATE SERVICES
CLIENTSATISFACTION
REFERRALS
NEWBUSINESS
LISTENING TOCLIENTS
COMMENTS
UNDERSTANDING PROBLEMSASSOCIATED WITH SERVICES
MARKETING
STRONGCOMMUNICATION
CONTENT
GENERAL SELLING AIDS
MARKETING THEBENEFITS
TARGET MARKETCLASSIFICATION
BENEFITIDENTIFICATION
CUSTOMER'SPOSITIVE
EXPERIENCE
CUSTOMERRELATIONSHIP
BUILDING
DEVELOPMARKETING
STRATEGIES
SERVICE UNIQUENESS
SUSTAINING THEEDGE
CLIENTPATRONAGE..
UNDERSTANDING THE MARKETDYNAMICS
UNCOVER REALDECISION
MAKER
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 37
Kotler highlights the need for professionals to effectively research their markets. He
stresses the need for a focus on the people delivering the service, the credence
factors (physical clues of professionalism), and efficient process (productivity).
Maister accentuates the role the psychology of buying a service has to play in
devising and in the delivery of exceptional service. He also explores the issue of
ensuring that short term cash flows do not detract from the long term strategy. In
addition, he encourages the development of ‘human assets’ (skills and experience) in
order to secure evolving customer needs.
McDonald emphasises the skill required to sell these services. Selling benefits rather
than features, and ensuring on-going client relationship management long after the
sale.
Together these three authors combine to produce a comprehensive and coherent
‘Best professional services marketing theory’ for the dental practitioners of
Greater Durban, KZN, - albeit excluding the limitations that the Health Profession
Council may impose.
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 38
HEALTH PROFESSIONS COUNCIL
The following are the salient limitations as highlighted after :
undertaking both discussion with the client liaison of the Health Professions
Council (Dr. F Olivier)
studying the distributed legislation (20 March 2000)
Essentially, the council seeks to protect the public/patient from misleading
promotional, advertising or ‘improper’ competitive activities.
What is not allowed? It prohibits publications improperly drawing attention to:
The titles
Professional attainments
Personal qualities
Superior knowledge
Quality of service
The practice itself
Best prices offered
They should not include any:
Canvassing or touting for business
Logo’s showing anatomical reference
Signage that deviates from Council specification
Importantly, issues such as:
The motive
The way the material is presented
Whether the material is designed to attract patients and to refer themselves
directly to that health care professional
would be considered when ruling on the promotional appropriateness.
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 39
What is allowed?
Practitioners may:
make information about the practice known in any medium (By this it is meant,
the name, whereabouts, contact details, specialisation details, payment terms,
and consulting hours). There is no limit on how frequently, or which medium
these may appear. (Includes the Internet)
use direct mailing (pamphlets, leaflets) methods to post boxes, street addresses
etc. They are allowed to be displayed in dentists’ room, libraries, museums and
other local information centers. (Bulk distribution to passing motorists or at
shopping malls is prohibited and the use of photographs are not allowed on these
leaflets)
Communicate with their existing patients with bone fide information on their
practice, health care information, and changes in tariffs.
Is there a revision to the preceding Synthesised Marketing Theory? These limitations essentially restrict all ‘explicit’ promotional material (Written or
verbal) to those members of the public that are not yet patients of the dental
practitioner.
This means that the marketing strategy could include creative ideas to provide
potential patients with ‘implicit’ information that could attract their patronage. In
particular, the marketing opportunities around legitimate contact with existing
patients, should be considered.
It could be argued that this is unethical, as it may be seen to flout the principles of the
Health Professions Council. Others may argue that as long as the level of
professionalism, and adherence to a ‘code of truthfulness’, is upheld, the public
benefits by becoming better informed as to the latest dental technologies – and
linked opportunities - available to the patient.
Do these limitations effect the synthesised marketing theory for dental practitioners?
The synthesised marketing theory does not explicitly advocate a particular medium of
promotion. It merely suggests the systemic development and implementation of
marketing strategy. As a result, the above limitations, whilst having an impact on the
ultimate marketing plans, do not alter the theoretical underpinnings in any way, and
hence the theory remains unchanged.
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 40
ANALYSIS OF SAMPLE ADVERTISEMENTS
In Local Regional Press The following adverts were found in the Regional Press of the Highway Mail and
Berea News. (16 June 2000, 21 July 2000, 17th November 2000, 10th Nov 2000)
As can be seen, not all of the adverts comply with the Health Professions Council’s
stipulated requirements.
For example, some adverts include :
- anatomical diagrams (teeth)
- editorial that intends to promote the a distinctive feature of a practice (“gentle
dental care”)
- computer graphics of dental equipment (toothbrushes, dental equipment)
An advert displaying “Tooth Whitening” with no reference to a particular dental
practitioner appears in amongst the dentist’s adverts.
Whilst this may not be contravening any legislation (of which I am aware), it does
serve to detract from the professionalism of the dental practitioners who are
advertising alongside.
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 41
A leaflet (see below), distributed in post boxes, also contravene the legislation by
specifying price as a distinctive competency (Affordable dentistry – rates negotiable –
discounts for pensioners) and hence serves to attract price sensitive patients.
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 42
The next step in the process, was to elicit information from dental practitioners, with regards to their current marketing techniques, their successes/failures, and the way they attract and retain patients.
Methodology This was undertaken by way of a questionnaire, which was sent to 40 dental
practitioners in the Greater Durban area.
The questionnaire, consisted of three major parts - the initiation, body and conclusion
– and was grouped by topic. It was printed on plain white paper and was posted with
a self-addressed & stamped envelope, together with a covering letter. In the case of
one-to-one interviews, I used the questionnaire as the prompt and physically
completed it myself.
The questionnaires were marked for record keeping purposes and to determine if any
significant trends appeared in the varying areas. Dentists were selected by area. In
addition, personal one-one interviews were conducted.
At the time of completing this paper, 26 questionnaire responses had been obtained.
Of these, 7 were postal responses, 8 were delivered and collected from the dentist’s
practice, and the balance were personal interviews.
Whilst this is a small sample size, and may not represent a statistically valid size from
which to make reference about the marketing practice of dentists of Greater Durban,
it nevertheless represents a sizeable sample for useful qualitative input.
The responses were recorded on a spread-sheet and emergent trends analysed.
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 43
DETAILS OF QUESTIONNAIRE
Dear Dentist
Thank you for taking the time to complete this questionnaire.
I cannot offer any prizes but please be assured that you are making one aspirant
university graduate very happy – and grateful !!
The questionnaire is essentially to assist me with a thesis currently been undertaken
as part of my degree. Through this questionnaire, I hope to learn more about the
current marketing activities, that dentists are using to retain and attract patients. At
the same time, another questionnaire is being sent to patients in order to get
feedback on the ‘psychology of buying a dental service’.
I then will attempt to reconcile the two so as to obtain an indication of their
congruency.
I have also obtained the current legislation from the Health Profession Council with
regards to marketing limitations. With these limitations in mind, I will attempt to
construct a marketing theory, which would be appropriate for SA conditions.
Your details are kept absolutely confidential.
Please complete the questionnaire, enclose it in the self-addressed envelope, and
post it at your local post office. (If you don’t mind going the extra mile – you could
alternatively fax it to me on 7022174)
Many thanks !
Andy Howell
MBA Student (University of Cape Town)
Cell: 0828814828
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 44
DENTIST’S – QUESTIONNAIRE
How long has your practice been in existence?…………………………..
How long has the practice been in the current
premises (or immediate area)?………………………………………………..
Did you .. ? (Please tick appropriate box)
- start the practice
- take over an existing practice
- join an existing practice
Does your practice have ..? (Please tick appropriate correct answer)
- an annual marketing plan Yes / No
- a three-year marketing strategy Yes / No
If so, please give brief details (target market, practice promotion plans)
……………………………………………………………………………….
………………………………………………………………………………
How frequently are these marketing plans reviewed? (Please tick appropriate box)
- every year
- every six months
- whenever it seems appropriate
Does your practice have a formal mechanism by which
to measure the success of the marketing strategy? Yes /No
How frequently is the strategy measured…? (Please tick appropriate box)
- every year
- every six months
- every month
- whenever it seems appropriate
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 45
Have you clearly identified your target markets? Yes / No
Could these target markets be described as niche markets? Yes / No
Do you believe your services are significantly different
to that of other dental practices in your immediate area? Yes / No
If so, please specify………………………………………….
Of the following three scenarios, which one would most likely represent
your pricing policy? (Please tick appropriate box)
- You adjusted the price of your services, to match that of the
competitors, aiming for a similar target market?
- You adjusted the price of your services, to suit the
medical aid rates?
- You adjusted the price of your services to suit
the prices your patients are willing to pay?
Which one of the following post-appointment arrangements, are you most likely to
use?
- make an appointment for the next check-up, as the patient
is leaving the last appointment
- phone patients with a reminder when a check-up is due
- post reminders when a check-up is due
- Other (Please specify)
Do you send a newsletter to your patients?
If so,
- for how many years have you done this?……………………
- who in your organisation actually compiles
it, and is responsible for it’s distribution?………………………
Do you have a specific plan to network with fellow local dentists? Yes / No
If so, please specify…………………………………….
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 46
Do you send out a ‘newsletter’ to fellow dentists? Yes / No
Is “word of mouth” referrals by your existing clients a significant
aspect of attracting new clients? Yes / No
If so, do you have any marketing plan to enhance this phenomenon? Yes / No
If so, please specify…………………………………………………….
What do you believe to be the greatest threat to your practice
in the next three years?
…………………………………………………………………………………
………………………………………………………………………………….
What do you perceive your practice’s greatest strength is?
- you and your team’s people skills
- your technical ability
- your location
- your price
- your reputation
What do you think your patient’s are most likely to quotes as your strengths?
- you and your team’s people skills
- your technical ability
- your location
- your price
- your reputation
Have you ever conducted a survey of your patient base?
If so, what was the survey’s objective?……………………………………
Have you done any advertising in the press?
If so, what was your objective?……………………………………………..
If so, what was the response?………………………………………………
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 47
In the patient questionnaire, patients have been asked, what characteristics of a
practice, are most likely to create a positive impression.
What do you think the ranked top five of this list will be?
(Please select five and rank them from 1 to 5
1= the aspect that would cause the biggest impression
5 = the aspect that is important, but would cause a lesser impression)
I can get an appointment within a week
Parking is easily accessible
The receptionist is warm and friendly
The receptionist is polite and efficient
The reception area is clean, orderly and quiet
The reception area is warmly decorated with background music playing
The reception area is geared to provide entertainment for children
The dentist is polite, efficient, and is obviously prepared
The dentist is warm, friendly and makes you feel at ease
The dentist is dressed in the appropriate dress code
The dentist is always on time
The dentist remains quiet and methodical whilst attending to you
The dentist discusses the process with you whilst he works
Dentist’s Room is state-of-the-art, clean and organised
Dentist’s Room is airy, warm and relaxing
The dentist was the best price
The dentist who sends a reminder for your next check-up in the post
The dentist (or assistant) who personally phones you with the reminder
Many thanks for completing the questionnaire.
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 48
The last step in the process was to obtain information from consumers on the way they find and choose their dental practitioners, why they continue to make use of their dentist, and their view on the marketing of dental practices.
Methodology This was undertaken by way of a questionnaire, which was sent to 400 households in
the Greater Durban area.
The questionnaire, consisted of three major parts - the initiation, body and conclusion
– and was grouped by topic. The initial questionnaire was sent to a control group of
ten, were any errors and ambiguous questions were rectified. It was printed on plain
white paper (80gram) and was posted with a self-addressed & stamped envelope,
together with a covering letter.
The questionnaires were marked for record keeping purposes and to determine if any
significant trends appeared in the varying areas. Households were selected both by
area and by soliciting the assistance of family, friends, business acquaintances,
shopkeepers and others.(admittedly, the households had both a post-box and
reasonable access to the author of this paper - the pedestrian pamphlet distribution
manager !) In addition, personal one-one interviews were conducted in both an
administration office and shopping mall environments.
Questionnaires were also left in the dental waiting rooms, for completion by the
patients whilst waiting for their consultation.
At the time of completing this paper, 117 questionnaire responses had been
obtained. This represents a 29.25 % response rate. (48 were postal responses –a
12% postal response which is significantly higher than the average as experienced
by the Durban-based branch of Research International - and the balance were
personal interviews or business acquaintance responses)
Whilst this is a small sample size, and may not represent a statistically valid size from
which to make reference about the population of Greater Durban, it nevertheless
represents a sizeable sample for useful qualitative input.
The responses were recorded on a spread-sheet and emergent trends analysed.
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 49
DETAILS OF QUESTIONNAIRE
Dear Recipient
Thank you for taking the time to complete this questionnaire.
I cannot offer any prizes but please be assured that you are making one aspirant
university graduate very happy – and grateful !!
The questionnaire is essentially to assist me with a thesis currently been undertaken
as part of my degree. I hope to learn more about the process patients use to find the
available dentists, why they choose a particular dentist, and why they remain loyal /
or choose to look elsewhere. I also want to obtain feedback as to your thoughts on
the dental practitioners’ marketing techniques.
You have been asked to complete this questionnaire as you live in the selected area
of study, and because you lived in a fairly accessible street (for my door-to-door
walkabout delivery). Your details are kept absolutely confidential, you will not be
subject to any subsequent promotional calls, junk mail, etc. Your comments are also
not forwarded to any dentists. The trends that I uncover, may however, be used to
assist dentists provide an improved service.
Please complete the questionnaire, enclose it in the self-addressed envelope, and
post it at your local post office. (If you don’t mind going the extra mile – you could
alternatively fax it to me on 7022174)
Many thanks !
Andy Howell
MBA Student (University of Cape Town)
Cell: 0828814828
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 50
PATIENT - QUESTIONNAIRE
Please would you place a tick alongside the answer, which you think is most
applicable. (e.g Yes / No)
Do you, or your family, use a dentist? Yes / No
If not, please indicate why not…………………………………. (If not, please pass on this questionnaire to a friend.)
Are you on a medical aid that pays either all, or part of the
dentist’s bill? Yes / No
Are you male or female Female / Male
Do you have any children? Yes / No
If so, what are your children’s ages
Child One:………
Child Two:………
Child Three:…….
Do your children use the same dentist as you? Yes / No
If not, do they
- use your partner’s dentist Yes / No
- use their own dentist Yes / No
- other (please specify)……………………………
Do your children influence your choice of dentist? Yes / No
Are you the guardian that is most likely to take your children
to the dentist? Yes / No
If not, please indicate who would take them:………….
Does your partner use the same dentist as you? Yes / No
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 51
Are any members of your family extremely nervous
about the dentist visit? Yes / No
If so, have you any idea why this may be the case?…………………………………..
Do you go to a dentist in your immediate area?
(approximately a 15km radius from home) Yes / No
If no, approx. how far away are they: ……………….
Would you – for yourself - use your current dentist for :
- Usual frequent check-ups Yes / No
- Occasional fillings and minor dental work Yes / No
- Major dental work such as crowns, braces,
or cosmetic dentistry Yes / No
Would you – for your children - use your current dentist for :
- Usual frequent check-ups Yes / No
- Occasional fillings and minor dental work Yes / No
- Major dental work such as crowns, braces,
or cosmetic dentistry Yes / No
Please would you place a tick alongside the answer, which you think is most applicable.
On average, what is the frequency that you see a dentist ?
- Once every three years
- Once every two years
- Once a year
- Twice a year
- Only when you are in pain !
During your dental visits over the past three years, have your dentistry needs been
mostly: (Please select only one)
Routine check-ups with little need for fillings etc
A few fillings and perhaps an X-ray
Significant dental work such as wisdom tooth removal, crowns, etc
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 52
How many years have you been going to your current dentist?………………..
How do you get to the dentist?
Car
Taxi
Public Transport
Family/ colleagues give you a lift
Walk
Other
Suppose you had just moved to a new town or city in South Africa. How would go
about finding a new dentist for you /and your family? (please select only those that
you are most likely use)
From the newspaper adverts
From the directory of dentists listed with the SA Dental Council
By asking the mothers at your children’s school
By asking colleagues at work /sports club
By asking at the chemist
By looking in the phone book for a dentist in you area
By asking your previous dentist if they could recommend anyone
Other (please specify)
Once you had heard of a few dentists, how would you choose the one to go to?
(please select one – your most important - attribute only)
The dentist who was :
- most highly recommended
- closest to where you lived
- closest to where you work
- the most cost effective
- was, in your view, the most qualified to
provide the dentistry skills that you require
- Other (Please specify)………………………………….
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 53
Please rank in order of importance the following attributes e.g. 1 = the most important, 2 = quite important, 3 = important,
4 = not very important, 5 = the least important
- The dentist must charge medical aid rates
- The dentist must be in my immediate area (+- 15km)
- The dentist must have a pleasing ‘bedside manner’
- The dentist must be known as “technically” one of the best
- The dentist must be on time and not keep me waiting
Please look at the following groups of two sentences, compare the two and tick the box next to the attributes that you are most likely to prefer.
The reception area is clean, business-like and organised
The reception area is warm, ‘lounge-like’ and relaxing
------------
The reading material, is light up-to-date magazines
The reading material is good quality books (coffee-table type)
-------------
The receptionist is warm and friendly
The receptionist is polite and efficient
-----------
The reception area is clean, orderly and quiet
The reception area is warmly decorated with background music playing
-----------
The dentist is polite, courteous, and is obviously prepared
The dentist is warm, friendly and makes you feel at ease
------------
The dentist remains quiet and methodical whilst attending to you
The dentist discusses the process with you whilst he works
------------
Dentist’s Room is state-of-the-art, clean and organised
Dentist’s Room is airy, warm and relaxing
-------------
The dentist who sends a reminder for your next check-up in the post
The dentist (or assistant) who personally phones you with the reminder
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 54
If you have frequently been using the same dentist, please indicate only threedominant reasons, why you think this may be the case.
- the dentist has a pleasant personality
- the practice is close to home and has easy parking
- the prices are the most reasonable in town
- the dentist makes me feel relaxed
- the dentist is extremely skilful at his dentistry
- the dentist rooms are nice
- the dentist is always on time
- you feel familiar and trust the dentist
- you are happy with the overall service
Would the fact that the magazines in the reception area were older than six months..
- create a negative impression
- create a positive impression
- not create any impression at all
Have you seen the advertising of a dentist’s practice recently ? Yes / No
If so, where did you see them ?
- In the press (i.e. main paper like Daily News)
- In a regional paper (i.e. Highway Mail, Northglen News..)
- In a magazine
- Other (please specify)
What are the impressions that you have about these adverts?
(Please select the two that are most likely to reflect your feelings)
- If a dentist was truly excellent, they would not have to advertise
- It’s good to see the adverts because you can learn what is available
- It in many ways cheapens the dentistry industry
- It serves as reminder for me to see my own dentist
- I believe dentists that advertise give the impression of not
being trustworthy
- It gives the impression of a ‘special offer’ and that has a negative
connotation for me
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 55
Would the fact that the dentist has ‘small talk’ with their dental assistant whilst he/she
is working on you, on matters not concerning you and your dental issues..
- Irritate you – you think it is rude
- Calm and relax you
- Not really give you any impressions
Would you object to receiving a newsletter, which includes the latest
dental developments and perhaps some relevant information
on your dentist’s activities ? Yes / No
On a scale of one to five, where : 1 = very likely and 5 = very unlikely
Please read the following sentences and mark your response. (Please circle your selected number)
After reading a dentist’s advert….. How likely are you to call the dentist for an
appointment,? 1 2 3 4 5
How likely are you to call and check costs,
and compare them against your current dentist 1 2 3 4 5
If you were brand new to the city, how likely are you
to use the advert as a basis to choose a dentist? 1 2 3 4 5
How likely are you to cut out the advert and keep
it until you needed it 1 2 3 4 5
Many thanks for taking the time to complete this questionnaire – it is very much appreciated.
Please enclose it in the pre-addressed envelope and post off at your nearest post office.
How likely are you to post this ?
Today This is the correct answer !!! – Many thanks..!
Tomorrow
The day after
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 56
Once the completed questionnaires had been received, the results were then
collated on a spreadsheet (see appendix).
The significant patient findings were as follows:
55 % of the respondents were female
75 % of the respondents had children
Just over half the respondents said that their partner used a different dentist
Over 60 % of mothers went to the same dentist as their children
Over 58% of the respondents said that they had a partner or child who was
“extremely nervous” of going to the dentist. They quoted ‘pain’ as the leading
cause, followed by the ‘fear of injections’
90% of respondents went to the dentist by car
52% of respondents said that they went to the dentist once a year
22% said that they only went to the dentist ‘when in pain’
50 % said that their dentistry needs, over the past three years, had been confined
to check-ups, fillings and x-rays
The mean period of time that respondents have been with their current dentist is
three years
When asked how they would find a dentist in a new city, respondents reflected
that they are five times more likely to ask work or sports club colleagues for their
recommendation, that any other mechanism.
Over 86 % said their final choice of dentist would be the dentist most highly
recommended by others
When asked to rank selected attributes of a dentist, respondents quoted
‘technical expertise’ as the highest selected attribute, followed by a pleasing
‘bedside manner’. In the one-to-one interviews, when asked how they determine
whether their dentist was technically competent, all but one respondents said it
was because they ‘had heard that the dentist was good’
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 57
Respondents show a distinct preference for the reading material in the reception
area, to be up-to date magazines. 72 % said that magazines older than six
months, would create a negative impression.
61 % said that they would prefer a dentist who was warm and friendly and made
them feel at ease
86 % said that would want the dentist to discuss the process whilst he was
working on them
When asked to indicate three dominant reasons why they remained loyal to a
dentist, respondents claimed ‘ they feel familiar and trust the dentist’ as the
dominant reason, followed by ‘ the dentist makes me feel relaxed’.
Only 20 % of respondents had seen an advertisement of a dental practitioner and
that most had seen them in a regional newspaper
When asked for two impressions of the advert the respondents replied
- “ it is good to see the adverts so that they can learn what is available’ and
- “ it serves as reminder to see their own dentist
47 % said that non-work related discussion between dentist and dental assistant,
was irritating and rude. 30 % said it was relaxing. The remainder had no
comment.
89 % said they had no objection to receiving a brochure
The response to adverts was poor, with only 13 % saying that they may use the
advert to select a new dentist.
Additional Findings: In one-to-one interviews, furthers details of patient preference was uncovered. There
was a preference for:
- the dentist to be dressed in the traditional all-white uniform (usually a safari
suit or similar)
- for payment to be made immediately after the consultation – especially as a
discount was the usual practice for this cash payment
- a clean, warm, and organised reception. It created a favourable impression.
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 58
The significant findings on marketing effort by dentists were:
Dental practitioners were, by business life cycle measures, fairly established –
the mean of the practice age was 7.8 years, and in their current location, 5.57
years
Majority of dentists (80% ) indicated that they have marketing plans
- whilst this is what most dentist’s indicated of the questionnaire, probing
questions during the one-to-one interviews revealed that the definition of
“marketing plan’ varied significantly between dentists. In some cases, very
loosely defined target markets (i.e. all patients in the Durban North area)
and lack of a coherent marketing plan, was evident, even though the
respondents suggested that they had a marketing plan. Further probing
created defensive posturing, and hence further questioning was
inappropriate. This lack of clarity on the definition, and the absence of
details/evidence to support the dentists claims of having a marketing plan,
is thus is a weakness of this research. In may be possible, that the line of
questioning was of a confidential nature and hence details were not
forthcoming, or, the ‘confession’ of having no marketing plan seemed to
be an inappropriate response – and hence not selected.
Only 11 % indicated they had a three year marketing strategy
48 % said they reviewed their marketing plans ‘ whenever it seemed appropriate’
90 % said they had defined their target market
- as previously mentioned, the level of definition was open to interpretation
The majority (71%) said their services were not significantly different to other
local dental practitioners
73 % had adjusted their prices to suit the medical aid rates - the remainder were
evenly split between adjusting their pricing to suit their competition, or their
customers
Most (52%) posted check-up reminders to their patients
Over 80% did not post newsletters to their clients
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 59
100 % (with the except of one incorrectly completed questionnaire) said that
‘word of mouth’ was a significant aspect in attracting new clients, yet 80 % said
they had no marketing plans which would serve to enhance this phenomenon
Costs – in particular, the decreased usage of their services due to decreasing
medical aid benefits and hence increasing patient subsidisation – was seen as
the most pervasive threat
There was no distinctive trend in the dentist’s perception of their greatest
strength, however, most (80%) selected their team’s people skills, price and
location as being their most likely strengths, as perceived by their patients.
When asked what patients would rank as the aspect which created the highest
impression, dentists ranked ‘ the dentist is warm and friendly, and, ‘makes you
feel at ease’ as number one
7 % had advertised in the press, but none provided details of their objectives or
indicated the responses that they obtained.
CO
PYRIG
HT U
CT
EMBA1 – Andy Howell – Research Project
Page 60
REFERENCES
Malcolm HB Macdonald (1996) ‘How to Sell a Service’ (William Heinemann Ltd)
Philip Kotler (1997) ‘Marketing Management’ ( Simon and Schuster Company)
David Maister (1993) ‘Managing the Professional Services Firm’ (The Free Press)
Adam Brandenburger & Barry Nalebuff (1996) ‘Co-opetition’ (Doubleday)
Richard Mulvey (2000) ‘The Will to Win’ (Perception)
Kaplan & Norton (1999) ‘The Balanced Scorecard’ (Sage Publications Ltd)