For Dental Sales Professionals August 2013 Right NOW€¦ · Tim Sullivan, Henry Schein Dental...

Why it’s a good time to be a sales rep

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For Dental Sales Professionals August 2013

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4 : August 2013 : First Impressions : www.firstimpressionsmag.com

content

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Phone: 770/263-5257FAX: 770/236-8023

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Senior EditorLaura Thill

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PublisherBrian Taylor

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SalesBill Neumann

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CirculationWai Bun Cheung

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First Impressions (ISSN 1548-4165) is published bi-monthly by Medical Distribution Solutions Inc., 1735 N. Brown Rd. Ste. 140, Lawrenceville, GA 30043-8153. Copyright 2013 by Medical Distribution Solutions Inc. All rights reserved. Subscriptions: $48 per year. If you would like to subscribe or notify us of address changes, please contact us at the above numbers or address. POSTMASTER: Send address changes to Medical Distribution Solutions Inc., 1735 N. Brown Rd. Ste. 140, Lawrenceville, GA 30043-8153. Please note: The acceptance of advertising or products mentioned by contributing authors does not constitute endorsement by the publisher. Publisher cannot accept responsibility for the correctness of an opinion expressed by contributing authors.

13 august

Back in Session .......................................p.6

What You May Have MissedContent from First Impressions’ digital supplements ....................................p.8

Team EffortHenry Schein Dental emphasizes teamwork at national sales meeting ........p.9

Changing LivesNew initiatives announced at Patterson Leadership Summit ................ p.10

Let Me Introduce MyselfHow to help to newbies transition into the dental office manager role .... p.14

Ask the ExpertA former practicing dentist and current sales expert answers your questions ..........................p.18

Great CoordinationWhen reps help their customers take a team approach to dentistry, they provide a value-added service ......p.20

Global ServiceWhether it’s through the dental offices he serves or abroad on mission trips, one service tech builds relationships one project at a time ...... p.23

Sweet DreamsPreventing nighttime jaw clenching and teeth grinding provides peace of mind. ...................... p.26

Right NowWhy it’s a good time to be a sales rep ......p.28

GPOs Expand Their ReachHealth Resource Services – with Burkhart Dental – tackles the dental market .......................p.36

Dirty Little SecretsInfection control expert Nancy Andrews answers your questions. ....... p.38

Bonding Agents ..................................p.42

Windshieldtime. ..................................p.44

A Risk Worth TakingWorking with people with disabilities has taught Dean Haymes the true meaning of risk taking. .......... p.45

Onerous Sunshine Reporting Begins ...................................p.49

News .............................................................p.50

Products ......................................................p.53

Dental Office Horror Stories Part 3 (The Movie?) ..........................p.54

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publisher’s letter

Brian Taylor

Summer is nearly over, and schools in many places are about to open. Learning is back in session for all of

us who may have taken a bit of a breather. In reading the articles in this issue, two in particular stood out – “Right Now” (why it’s a great time to be a rep), and “GPOs Ex-pand Their Reach (a story on GPOs coming to the dental world).

Let’s start with the message in the first article. Even though economic uncertainty has hit the dental profession (as it has most other sectors), the opportunity for reps to help their customers is greater than ever. As one rep noted, when times are good for dentists they often see no need or urgency to pay close attention to the business side of their practice. When I was an indepen-dent rep, one of the companies I handled was doing very well financially, but was so poorly organized and run that they were missing out on huge opportunities. Despite recommendations and input from the field, they saw no need to change. They were do-ing well because times were good. Now, with the economy, dentists are feeling a bit

Back in Session

Steve Desautel, Dental Health Products Inc.Paul Jackson, Benco DentalSuzanne Kump, Patterson Dental

Dawn Metcalf, Midway Dental SupplyLori Paulson, NDCTim Sullivan, Henry Schein Dental

Clinical boardBrent Agran, DDS, Northbrook, Ill.Clayton Davis, DMD, Duluth, Ga.Sheri Doniger, DDS, Lincolnwood, Ill.Nicholas Hein, DDS, Billings, Mo.Roshan Parikh, DDS, Olympia Fields, Ill

First Impressions editorial advisory board

of a pinch with patient visits down and ex-pensive elective procedures fewer to find. They are more willing to listen to the sales-person who can bring them a strategic busi-ness solution and not just special savings on supplies. They are open to ideas on how to grow their practice, how to streamline it and how to be more efficient.

As for GPOs, they have been trying to gain a foothold for a long time in the dental world. Sooner or later they will be successful. They add a tier of complex-ity to the process, but successful reps will understand how to work around them in some instances and work with them in others. Just as the economy has opened doors for strategically thinking reps, so does the presence of a GPO communi-ty. You will never see GPOs high on a salesperson’s or supplier’s list of favorite things, but it is better to arm yourself with the knowledge to work around and through them. Margins may feel the pres-sure, but volume opportunities exist for those reps that can use them to their ad-vantage.

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Content from First Impressions’ digital supplements

From FI May: When Chicago area dentist Roshan Parikh purchased a small practice in Olympia Fields, Ill., five years ago, he had big ideas. “When I took over my first practice in 2008, it was 650 square feet, with two operatories and three staff members,”

he says. In time, he expanded into an adjacent office space in the building. “We became a big attraction in the build-ing, so we were able to convince the building manager to let us take over other office space as well,” he explains.

Today, the office boasts 3,100 square feet, seven operato-ries, four dentists, five hygienists and 16 auxiliary staff mem-bers. And, he has just acquired a second practice in nearby Oak Park, Ill., with plans to purchase a third practice by the end of the year.

Indeed, hard work, focused goals and his dedication to good patient care account largely for Parikh’s success. Still, he never could have accomplished so much in so little time without a great team of reliable, trustworthy distributor sales

reps, he points out. In fact, when he discovered his supply rep’s territory didn’t extend to Oak Park, he asked if the dis-tributor, Henry Schein, could bend the rules in order that the rep could help him set up his new office. After working with his team of Henry Schein reps – including his supply rep, a practice management rep and an equipment rep – for five years, he trusts them to the point of “what they say goes.”

“The Oak Park office is 3,500 square feet and has seven operatories,” he points out. The potential is huge, as long as the space is used properly, he admits. “So, I had three Henry Schein reps (a supply rep, practice management rep and an equipment rep) visit the new office to evaluate [the space] and the equipment,” he explains. “I wanted their recommenda-tions regarding adding cone beam imaging.

“The reps have done this before,” he continues, noting that he fully trusts their advice. By asking the right questions – and listening to what he had to say – his team of reps came up with some great solutions, he says. “They asked me how I would use the cone beam system. I plan to use it for panoramic imaging, which gave them an idea of where to place it [in the office].”

What You MaY have MIssed

Dental trivia and weird factsFrom the Weekly Drill:

sign up for First Impressions’ digital magazines at http://www.firstimpressionsmag.com/subscribe.asp.

sign up for the Weekly drill at http://news.firstimpressionsmag.com/Register.aspx.

» Teeth in a growing fetus begin to develop only six weeks after conception.

» The earliest record of tooth decay was described by the Sumarians as “tooth worms”. There is also historical evidence that

around 2700 BC, Chinese acupuncture was used to treat tooth pain.

» The first braces were constructed by Pierre Fauchard in 1728 in France. These braces consisted of a flat strip of metal connected to the teeth by pieces of thread.

» Over three million miles of dental floss is purchased in North America each year.

» In Vermont, it is illegal for women to wear false teeth without the written permission of their husband.

» 50’s heart throb James Dean had no front teeth! He wore a bridge.

» 100 years, ago 50 percent of adults in North America were toothless.

» Today, less than 10 percent of adults over age 65 have lost teeth.

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»Don’t miss an issue!

www.firstimpressionsmag.com : First Impressions : August 2013 : 9

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Team EffortHenry Schein Dental emphasizes teamwork at national sales meeting

The best team wins, and Henry Schein Dental fields the best team in dental sales. That was the mes-sage that close to 1,500 of the company’s field reps, consultants and managers heard at its recent

national sales meeting in Nashville, Tenn. “You have to be in the game to win the game,” said

Henry Schein Dental President Tim Sullivan after the conference, which also drew approximately 400 reps and managers from over 100 supplier partners. “It’s important

to have a game plan with every customer you call on. Indi-vidual performance is important, but ultimately, it’s about winning as a team.”

The company intends to widen its leadership gap in the market, and become the No. 1 player in digital dentistry, an-nounced Henry Schein Chairman and CEO Stanley Berg-man, at the meeting. But it will do so while reaffirming its mission statement, which calls on all employees to improve the lives of those they touch.

“We focus on practice care so our customers can focus on patient care,” said Sullivan. “It’s not just about products, but about solutions that Henry Schein can bring to dental practices. And dentists need solutions, given the challenging economics of the profession and the market today,” he added.

Among the initiatives announced at the meeting were:

• Cirrus Consulting Group, which provides dental practices strategic management and lease negotiation services.

• The introduction of Realine™, an entry-level, five-stage clear aligner product designed for minor crowding and spacing issues, from Align Technology, maker of the Invasalign technology.

• A new, exclusive agreement with Carl Zeiss for loupes and microscopes.

Among Henry Schein Dental field consultants who won awards this year were:

• Cameron Smith, No. 1 field sales consultant.• Matt Zolfo, No. 1 equipment sales specialist.• Dan Ginley, No. 1 digital technology specialist.

“There’s nothing like this in the dental industry,” said Sullivan, referring to the sales meeting. “Without the sup-port of our supplier partners, it wouldn’t be possible.” [FI]


distribution

Patterson Dental has opened a Special Markets Division, focused on bringing differentiated products and services to the growing segment of large group practices and other national account

platforms. Company President Paul Guggenheim made the announcement at this spring’s Patterson Dental Leadership Summit 2013 in Minneapolis. It was one of several initia-tives announced at the event.

Neal McFadden, who managed the Patterson Southeast Region since 2009, was named president of the division, and will be based at the Patterson Companies corporate office in

St. Paul. (Other positions McFadden has held over the years with Patterson include national CAD/CAM manager and Greenville, S.C., branch manager.)

The Leadership Summit is an op-portunity for Patterson Dental branch and region managers and corporate management teams to discuss key ini-tiatives and innovations for the current fiscal year, and to recognize Patterson branches for their performance in fis-cal year 2013, which ended April 27. This year’s event drew approximately 375 Patterson Dental leaders, as well

as 240 business and manufacturer partners representing 90 companies.

The theme of this year’s Summit – “The Power to Change Lives” – “is about leaving a positive impression on everyone we have contact with and making an impact on the world,” said Guggenheim. “At Patterson Dental, we all sup-port dentistry’s ability to positively change lives by helping our doctors enhance the patient experience and practice lifestyle.”

Guggenheim discussed Patterson’s intent to continue to move customers and the business forward in a number of ways, citing as examples the company’s decentralized structure,

New initiatives announced at Patterson Leadership Summit

Changing Lives

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Grins for a Good CauseChicago; Rex Plamann, Manager

Chuck Lottes Memorial Award for Net Income ImprovementSouth Florida; Alain Carles, Manager

Wild Card Branch – U.S.Des Moines; Rich Rehm, Manager

Wild Card Branch – U.S.South Florida; Alain Carles, Manager

Top Branch – Group 5Buffalo; Chad Lunaas, Manager(2nd) Fargo; Scott Fossen, Manager

Top Branch – Group 4Charlotte; Perrin DesPortes, Manager(2nd) Jackson; Tom Lawrence, Manager

Top Branch – Group 3Raleigh; Stephen Bartley, Manager(2nd) Cincinnati; Mike Trotta, Manager

Top Branch – Group 2Milwaukee; Nick Abruzzo, Manager(2nd) St. Louis; Christian Fehling, Manager

Top Branch – Group 1Sacramento; James Ryan, Manager(2nd) Chicago; Rex Plamann, Manager

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which keeps decision-making at the branch level close to the customer; in-novation and technology; relationships with innovative and trusted manufactur-er partners; and the Patterson Technol-ogy Center, which opened in fall 2011 to enhance the experience dental teams have using technology. He pledged to continually make investments to posi-tion Patterson Dental for the future.

In addition to the Special Markets Di-vision, the company announced sev-eral initiatives, launching a new 3D Patterson office design platform and two updates to the company’s Next Gen Systems:

• PattEdge – a dashboard tool for sales reps, which provides a 360-degree view of the cus-tomer and a link directly into the customer’s account on patterson-dental.com. With the tool, reps can call up additional customer information through their laptop or iPad, answer more questions on the spot, and expedite ordering.

• A new optimized search plat-form and more than 50,000 images on Pattersondental.com.

Guggenheim noted that social re-sponsibility continues to be an impor-tant part of Patterson’s commitment to changing lives, with initiatives that include the Grins for a Good Cause campaign to raise awareness of breast cancer and help women and families affected. Also, funding by employees is steadily increas-ing the reach of the Patterson Founda-tion, a private grant-making foundation that was formed in 2000 when Patter-son executives acted on their desire to give back. All grants relate to dentistry,

veterinary medicine or occupational and physical health, especially programs that benefit disadvantaged people. While the Patterson Foundation operates like a cor-porate foundation, its funding has been, for the most part, from individuals as-sociated with the company, rather than from Patterson Companies.

Several of Patterson Dental’s teams were awarded for an exceptional fiscal year 2013. Branch winners were:• Grins for a Good Cause: Chicago,

Rex Plamann, manager.

• Chuck Lottes Memorial Award for Net Income Improvement: South Florida, Alain Carles, manager.

• Wild Card Branch – U.S.: Des Moines, Iowa, Rich Rehm, manager.

• Wild Card Branch – U.S.: South Florida, Alain Carles, manager.

• Top Branch – Group 5: Buffalo, N.Y., Chad Lunaas, manager; (2nd) Fargo, N.D., Scott Fossen, manager.

• Top Branch – Group 4: Charlotte, N.C., Perrin DesPortes, manager; (2nd) Jack-son, Miss., Tom Lawrence, Manager.

• Top Branch – Group 3: Raleigh, N.C., Stephen Bartley, manager; (2nd) Cincin-nati, Ohio, Mike Trotta, manager.

• Top Branch – Group 2: Milwaukee, Wisc., Nick Abruzzo, manager; (2nd) St. Louis, Mo., Christian Fehling, manager.

• Top Branch – Group 1: Sacramento, Calif., James Ryan, manager; (2nd) Chicago, Rex Plamann, manager. [FI]

Grins for a Good CauseIn the three years since Patterson Dental launched its Grins for a Good Cause initiative, more than $650,000 has been raised to increase aware-ness of breast cancer and help sup-port underserved women and their families who are battling the disease. That includes more than $150,000 raised in the company’s fiscal year 2013, which ended in April.

Through Grins for a Good Cause, Patterson’s branch offices partner with breast cancer organi-zations and host events focused in their communities. Any proceeds not given to local organizations go to Susan G. Komen for the Cure.

In addition to local fundraising events, Patterson Dental and its local sales force distribute Grins for a Good Cause flyers containing products that are pink in color or packaging. This year’s flyer featured the story of a breast cancer survivor whose diagnosis strengthened her resolve and her family. More than $87,000 in proceeds from the Grins for a Good Cause flyers (including a corporate matching gift from Patterson) was given back to Patterson branches to distribute to organizations in their respective communities – an increase of $17,000 over the previous year.

The Chicago Branch of Pat-terson Dental led all branches in terms of total funds raised. Ad-ditionally, Patterson branches posting the top Grins for a Good Cause flyer sales include Chicago, Houston (Texas), Raleigh (N.C.), Nashville (Tenn.), and Fargo (N.D.).

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office managers

The good news is if you built a solid relationship with the previous office manager, you’ll probably receive a call from her at her new landing place. Try not to think of it as wasted relationship – it could pan out to be a new account. Veteran reps will often know when someone is ready to leave anyway because they’ve been approached about who is hiring. While it may be tempting to connect people, you should evaluate whether or not it is the right thing to do in your case. We’ve heard from managers who are furious

with their rep because the rep gave an employee a job lead for another office. I don’t think you would willingly put a large account in danger by talking with an employee about alternate employment, but you never know if an employee is going to throw you under the bus on her way out. It’s better to be safe than sorry.

This new receptionist is busy and hyper-aware of the fact that she’s being observed. She’s not only acting as the gatekeeper, but may also be taking on the role of

Editor’s Note: The relationship between office managers and sales teams can be a beautiful thing when it works well. The American Asso-ciation of Dental Office Managers (AADOM) would love for every manager to have great relationships with their reps. We’re thankful that First Impressions has allowed us to strengthen this relationship by giving us a voice in this column. Office managers will respond to questions in order to provide insight into the decisions we’re faced with for our practices.

Heather Colicchio Teresa Duncan

We’ve heard from several sales representatives that our advice is helpful, and we appreciate that. We have also heard a common “but.” What to do when our advice is followed and relationships are built – but – the rep walks in to see a completely different person? The previous relationship has vanished and the rep is back at the starting gate. Turnover is a serious problem in a dental office. Many practice management experts

believe that it is the most costly and common problem in practices. We are inclined to agree.

Let Me Introduce MyselfHow to help to newbies transition into the dental office manager role

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office managers

Heather Colicchio is the President and Founder of the American Association of Dental Office Managers and Teresa Duncan serves as their Educational Content Adviser. For more information on AADOM please visit www.dentalmanagers.com.

Are you wondering what’s on our mind? Send an email to [email protected] with the subject line “First Impressions.”

receptionist/manager (which is a truly difficult position). Other team members always watch to see how the ‘new person’ will fit in. An un-fortunate fact is that not all team members will want her to succeed. Rather than overwhelm her by ex-plaining who you are or what you do along with how long you’ve worked with the office, take a different tact. Learn a little about her and then ac-knowledge that she is busy. If she’s the new gatekeeper she may take the role a little too seriously. She prob-ably has not been trained on how to handle interruptions during the day. If your visit is disruptive to the day then you will always be seen as an interruption.

Start out with what we call ‘small talk with purpose.’ Yes it’s the get-ting-to-know-you conversation, but it’s not throwaway information. The purpose is to let her know that you understand how the office works (many times better than she does at this point) and that your visits are not intrusions.

“ Kelly – welcome to the practice! Where did you work before?”

“ I understand you’re still learn-ing your way around. In the past this office is usually a little slower in the afternoon, so why don’t I call you or stop back in a few days?”

“ Janice used to have a running supply list going and she’d just give it to me if she was on the phone. I’d look it over and wait for her to get off the phone to review it with her.”

Keep in mind that Kelly prob-ably has no idea how this part of her job operates. You may even be the first person to tell her this is a part of her job! By being friendly you’ll separate yourself from the rest of the sales reps that will see her as just an-other barrier to break through. We’d love to hear your stories and tactics that you’ve used to welcome the new employee. Drop us a line! [FI]

When it comes to turnover….• Be cautious of disclosing job

leads. Managers could get angry with their rep because the rep gave an employee a job lead for another office.

• Learn about the new person. Use small talk as a purpose of discussing how the office is run and how you can be a resource and not an intrusion.

• Be friendly.

By being friendly you’ll separate yourself from the rest of the sales reps that will see her as just another barrier to break through.

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ask the expert

A: Welcome to the exciting, dynamic world of dentistry! While you have to know your company, the products/services you offer, and your competitors, there is much more involved if you want to become a “star” salesperson in our industry. So, while there are a good number of suggestions I could make, let’s focus on three of the most important for now.

No. 1: Don’t hide behind your company nameThis may seem like a funny statement to make, but it’s impor-tant to consider. Many of you reading this will be fortunate enough to be working with a company that is already well branded. Many salespeople then (and it’s almost a subconscious thing) figure that since the dentist/office knows the company, they will probably listen to what the rep has to say.

Is the dentist, in most cases, buying your company, or are they buying you? It’s sometimes a bit of both, but usually more you. In my workshops I ask these two questions:

• If two people from the same company were to prospect the same office, would both get the ac-count? Many times one would and one wouldn’t. Same company. Same products.

• If you were to leave your com-pany and go to work with your major competitor, would your active accounts go with you? Very often the answer is yes.

The real question to ask is sim-ply, “What makes me so different (defined as one or more of the fol-lowing: valuable, special, remarkable, unique) that a dentist wants to pay at-

tention to me?” Are you sincerely interested in the practice you are talking to (remembering that one of the cardinal rules of selling to dentists is that each dental office is different from the next)? Are you a resource for them or just spitting out a canned message? Are you friendly and respectful to the office team? Do you have a positive attitude or are you spending too much time bashing other companies or products? Yes, your company has to be credible, provide good service and offer solid products and good pricing, but the wild card is you.

Don’t depend on just your company name. Your competi-tors are branded too. Focus on how you will benefit their practice.

No. 2: Understand the difference between cheap and cost-conscious The first exercise we do in our workshops is fill in the blank to “Dentists are ______.” I’ve been doing this for

Ask the ExpertBy Anthony Stefanou, DMD, Founder, Dental Sales Academy

Editor’s Note: Anthony Stefanou, DMD, will answer reps’ questions on their dental customers. E-mail him your questions at [email protected].

Q: I was recently hired as a territory rep and just completed my company training. What are a few suggestions to en-sure that I get started on the right track?

A former practicing dentist and current sales expert answers your questions


many years, and I don’t think there has been even one in-stance when the answer “cheap” isn’t one of the first two responses I hear from the group.

While we all get a chuckle out of it, it’s important to discuss. Yes, there are truly “cheap” dentists. About 25-30 percent of dentists do buy primarily on price, and there-fore aren’t necessarily “loyal” to one company. However, that leaves a large majority that balance other factors into the formula when deciding who to do business with. If you, as a salesperson, are thinking that dentists are cheap, then psychologically that affects how you prospect them.

Cheap can easily be interpreted as one or both of the following: not wanting to spend money at all, or buying only the most inexpensive product in its category. The ma-jority of dentists who take great pride in their clinical work know if they were to buy the most inexpensive impression material, they probably aren’t going to get the accuracy and results they desire – there is a reason a product is the most inexpensive.

The average general dental prac-tice is operating at almost 70 percent overhead. Dentists have to buy hun-dreds of supplies, programs, and ser-vices to practice as they provide doz-ens of procedures. Each category of product has dozens of options (competitors) in many cases. With lots of decisions to make and at 70 percent overhead, price certainly has to be important. So, I prefer to say that most dentists are cost-conscious, which is different than being cheap. If you are a dealer rep, most dentists know you aren’t going to be able to give the lowest price on every product every day of the year. If you do what’s in No.’s 1 and 3 – the intangibles – you will be successful.

3. Continue to work on improving your listening skills Something we hear in sales is that you have to gain the prospect’s trust. So true! Yet, how do you gain their trust? This can be a complex conversation, but to keep it sim-ple, I say that if you become a good listener, you will al-most always be viewed as trustworthy. Many people think they are good listeners because they don’t interrupt or they nod their heads a lot. I have found, though, many

salespeople feel if they work on how to ask more questions, they will be more effective. However, if you ask questions just to set up your next question (which is planned) and you aren’t a good listener, it wipes everything out and you won’t be successful.

When I teach listening skills, I always make a point in saying there is flexibility in how to be a good listener, and therefore gain trust. Some of it has to do with your personality type and strengths. This goes against other programs that teach listening skills where they basically say “you have to listen exactly this way.” For example, for those who are inside reps and/or doing lots of phone work, you might do better actually closing your eyes while on the phone to eliminate the distractions and better focus

on what your prospect is saying. For others who are more visual oriented, sometimes pulling up the dental office website and having the picture of the front desk person, assistant, or dentist in front of you connects you better to them and you listen better.

If you are in-person, it’s best to maintain eye contact (rather than looking down at your brochure or at the paint-ings on the wall while they are speaking), but one tip that many people don’t do is to actually say or do “Dr. Smith, I’m going to take notes here so that I am very clear about what’s important to you and what you want so I can bet-ter support you, and make the appropriate recommenda-tions!” That’s impressive to a dentist.

Also, if you want to develop that trust, make a rec-ommendation on how they can save money early on, even if it means less commission for you. They will love you for it.

Many people think they are good listeners because they don’t interrupt or they nod their heads a lot. I have found, though, many salespeople feel if they work on how to ask more questions, they will be more effective.


first person By Laura Thill

On your next sales call, Dana Koerner would like you to keep something in mind: the whole dental team. Ev-eryone at the practice needs to understand – and be on board with – new technology and services in order for

the practice to succeed, she points out. “I fully believe in empowering your dental team through knowledge,” she says. “It creates a strong dental team, as well as a successful practice.” Indeed, she has seen first-hand evidence of this at Chicagoland Smile Group (which includes offices in Olympia Fields, Ill. and Oak Park, Ill.), where she has worked as director of clinical operations for many years. Distributor sales reps who recognize this approach are in a better position to help the prac-tice move forward, she adds, noting that these are the reps she and her colleagues at Chicagoland Smile Group especially value.

Great CoordinationWhen reps help their

customers take a team approach

to dentistry, they provide a

value-added service.

Koerner is no novice in the den-tal world. She joined the industry in 1994, admittedly with “no idea of what I wanted to do with my future.” After working in billing and collec-tions for a period, she realized she was more suited to a position that required her to be up and about, and asked the dentist she worked for at the time if she could be trained as a dental assistant. From there, she

“explored every aspect of dental I could,” she says. “Over the years, I have assisted with pedo, general and oral surgery. I also am no stranger to ortho or perio. Clinical coordinator is naturally the next step in personal and career growth.”

With the help of her repsThe role of the clinical coordinator is far-reaching, says Koerner. “Every day is different and exciting,” she points out. “I work with all of the staff, from the office manager to the hygienist. I try to set office protocol, make schedules for assistants, order supplies and basically jump right in wherever I am needed. I assist [with procedures] and even sweep floors when necessary.

“A clinical coordinator has many responsibilities, including staff

“ I work with all of the staff, from the office manager to the hygienist. I try to set office protocol, make schedules for assistants, order supplies and basically jump right in wherever I am needed.”

– Dana Koerner


education and training, team build-ing and supplies,” she continues. “Throughout it all, the coordinator depends on the dental team. Just as the dentist needs a solid team, so does the clinical coordinator. It takes an entire team of people, who have passion for the field and strive for growth, to make a great practice! My goals at Chicagoland Smile Group are to provide excellent patient care, empower the staff through educa-tion and leadership, and continue to evolve, as the field of dentistry is ever changing.”

This is a tall order for Koerner – one that depends on strong communication, not only with her team, but with the sales reps and the dentists as well. “I have the honor to [work with] our reps at least once or twice a week,” she says. “And, I talk to my regular rep several times a week on average. We discuss new products that are available, as well as new technologies.

“I appreciate the knowledge [our sales reps] bring,” she contin-ues. “A good rep gets involved. [He or she] helps educate the entire staff and builds a relationship with the dental team. The reps that visit our practice bring samples for the doc-tors to try and [offer] comparisons on pricing. It is important to have a consistent rep who works with the office to find the best pricing on products and equipment. One rep I work with reminds me of orders and helps to keep me on track with supplies. With the help of a good

rep, the coordinator can be efficient and lower overhead costs. I think finding an efficient way to manage the supplies is most useful, as well as the communication between the rep and coordinator.

“These relationships become strong and [contrib-ute to] the success of the practice,” she says. “I have a good relationship with my rep and [there have been times

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“I have a good relationship with my rep and [there have been times

when we have talked] after hours

if my order is going in late.”


first person

when we have talked] after hours if my order is going in late. It is helpful when reps make themselves openly available to you, because you never know what the day is going to be like or when you will have to touch base regarding equipment or a supply you almost forgot.”

Koerner works just as closely with the dentists, often serving as a liaison be-tween them and the sales reps. “The den-tists and I talk about the products and review costs,” she explains. “I have very supportive dentists who encourage these conversations. This allows me to under-stand their point of view on products and [think about] the long term, based on their experience.”

It may not surprise distributor reps to hear that, from Koerner’s perspective, when dentists get great results from a product, “they stick with it!” That said, as dentistry and technology advance, Ko-erner and her team at Chicagoland Smile Group depend on their sales reps to “keep us informed and moving forward.”

That’s not to say all of Koerner’s ex-periences working with sales reps have been positive. “I don’t like pushy reps who make it seem like their only concern

is scoring that deal,” she says. “I under-stand that everyone needs their paycheck, but I [don’t believe] pushy reps will get far. I have never had to end a relationship, but all coordinators know that there are some we avoid! I think building a relationship with the doctor and staff will give [reps] the big payoff in the end.

“As a practice we need our reps and will even search them out,” she contin-ues, adding that she appreciates reps who take time to reach out to the practice. “[Reps should] send an email or stop in to show us something new works. I am put off by [those] that seem too busy to get back to you.”

As far as Koerner is concerned, the dental industry has offered her much op-portunity for personal and career growth – and it can do so for others as well. “Ev-ery individual in this field has a great op-portunity to grow and succeed,” she says. “The dental rep, the dental assistant and, yes, even the dentist has to build relation-ships and take an active role in [his or her] future.” But, key to anyone’s success is the passion they bring to the table, she points out. “Everyone can tell when it’s just your job and not your passion.” [FI]

A clinical coordinator’s role is far-reaching, according to Koerner. She works with all the staff, from the office manager to the hygienist. She sets office protocol, makes schedules, orders supplies and helps wher-ever needed.

A good rep…• Helps educate

the entire staff

• Brings samples for the doctors to try

• Helps find the best pricing on products and equipment

• Helps the office manager or clinical coordinator with keeping track of supplies

• Keeps the office informed of new products and technology

“The dentists and I talk about the products and review costs. I have very supportive dentists

who encourage these conversations. This allows me to understand their point of

view on products and [think about] the long term, based on their experience.”

– Dana Koerner


“The light bulb went off in his head. He knew I was a dental assistant and repairman, so he said, ‘We could use you.’” That was in 2003 – seven Cambo-dia trips – and one trip to Peru – ago.

Born in Carmel, Calif., Slack grew up living in four Western states, from California to Alaska. His father was a contractor. But the majority of his growing-up years were in Oregon.

After completing school, he en-listed in the Navy (like his father), and was a dental assistant for three years. At the end of those three years, he opted to go into repair work. He was discharged from the service in August 1990, after serving eight years.

Global ServiceWhether it’s through the dental offices he serves or abroad on mission trips, one service tech builds relationships one project at a time

Darold Slack (left), Jim Stephens (right), work on a girl’s orphanage project in Cuczo, Peru.

Darold Slack recalls what got him started on dental volunteer missions to Cambo-

dia. “I was talking to a friend of mine, a dentist, who had been on a trip to Cambodia,” explains Slack, service technician and corporate trainer for Burkhart Dental in its Portland, Wash., branch. “What would be a minor repair for me – a downed compressor – almost caused a failure of his trip. A den-tist can’t work without compressed air.” The problem is, a dentist usu-ally can’t fix a compressor, either.

service tech profile


service tech profile

“I love working with equipment. I like hands-on,” he says. So, after dis-charge, he set up shop as an indepen-dent dental repairman in San Diego. And life near the ocean was good. But at some point, Slack wanted to return to the Portland area, where his family remained. “Then I realized, ‘I have to get a house; I need a real job.’” He joined Burkhart Dental in 1993, to get financing approved for his house, with plans to go back on his own. Now he’s going on 19 years with the company.

RelationshipsBeing a service tech suits Slack well. Yes, he likes the hands-on. And he’d have a tough time behind a desk. “The days I do go into the office and do pa-perwork, I drive everyone crazy,” he says. But he likes the people element of the job at least as much.

“You build up relationships with your accounts,” he says. “I know a lot of their families; I spend time talking to them while working on their equip-ment. Many times, assistants and hy-gienists move from office to office, but we stay friends.”

The single most important ele-ment of the service tech/client rela-tionship is trust, he says. “I have ac-counts that give me the keys to their office,” he says. And if he feels a part

The single most important element of the service tech/client relationship is trust, he says. “I have accounts that give me the keys to their office.”

Slack and a fellow volunteer.


needs to be replaced, some accounts expect him to simply do it and tell them later. “It has taken years to build up that level of trust.”

Though he and the other Burkhart service techs cover for each other when needed, he works primarily with account manager Sam Skinner. As with the dental practices, trust – and good communication – go far in making theirs a productive relationship.

When Slack isn’t in the field, he is teaching three-week classes to newly hired technicians. Given his experi-ence as a dental assistant, it’s no sur-prise that he goes heavy on dental anatomy. He spends time on the struc-ture of the head, so techs will under-stand when their customers complain that they’re having trouble reading some X-rays. “The [service tech] has to know what the doctor is looking for,” he says. He also teaches the new techs how to conduct themselves in the office, and, of course, about the equipment they’ll be encountering.

VolunteerSince 2003, Slack has taken six trips to Cambodia with a non-profit orga-nization called Medical Teams Inter-national (formerly Northwest Medi-cal Teams), and one with Cambodian Health Professionals Association of America. (Most recently, in June 2013, he traveled to Cuczo, Peru with his husband, Jim Stephens, to do volun-teer work on housing there.)

For Medical Teams International, Slack and fellow volunteers work al-most exclusively with orphaned chil-dren. (The organization cares for about 4,000 orphans.) “We started do-ing work in Phnom Penh, Cambodia,”

he explains. “They had to truck these kids in,” some of them riding stand-ing-up in the back of pickup trucks for four to eight hours. Since those early trips, the organization has sent dental teams to outlying rural areas, so the kids don’t have to travel quite so far.

In the early trips, the volunteers spent most of their time extracting teeth. “But we’ve gone enough times

now that we’re starting to see some repeat kids, and we’re able to do some restorative work.”

Cambodian adults are wary of dentists, having heard stories about the dangers of dental work. “They hear rumors that if your teeth are pulled, you can go blind, or half your face will become paralyzed.” But adults in charge of the orphans are very appreciative of the work the volunteer teams do. And it’s not easy work. Some of the kids suffer through what must be excruciating pain before getting relief from the volunteer team, Slack points out.

Slack does what he does out of a sense of service to others. He and Stephens volunteer weekly at a local shelter in town. “It’s what we like to do in our free time,” he says. He also

Know what to look forWhen teaching newly hired techni-cians, Slack spends a lot of time on the structure of the head, so techs will understand when their customers complain about read-ing some X-rays. “The [service tech] has to know what the doctor is looking for,” he says.

His work with those in need gives him a new, different perspective on his work and his relationships with others.

loves to travel. “I’ll take any opportu-nity to travel anywhere.”

His work with those in need gives him a new, different perspective on his work and his relationships with oth-ers. And his customers take note too. “They ask me about it all the time,” he says. “They help me out. When they find out I’m going on a trip, they offer everything from instruments to sup-plies. They’re very generous.”


sales focus

Nothing good can come out of bruxism – typi-cally known as nighttime jaw clenching and teeth grinding. It can adversely impact one’s teeth, and often it is difficult for dentists to pin down why it’s

occurring. Regardless of the cause, however, once patients are diagnosed, it’s important for dentists to have the right type of night guards on hand to successfully address it.

Around 50 million people – or one in six – in the United States are estimated to have some form of bruxism. There are a number of causes, including:

• Anxiety, stress or tension.• Repressed anger or frustration.• Aggressive, competitive or hyperactive personality.• Misalignment of upper and lower teeth (malocclusion).• Sleep issues.• Pain from an earache.• Teething in young children.• Complications resulting from a disorder, such as

Huntington’s disease or Parkinson’s disease.• Side effects from medications, such as

some antidepressants.

Bruxism can impact patients in various ways, such as:• Teeth that are worn down, flattened,

fractured or chipped.• Worn tooth enamel, which exposes deeper layers of

the tooth.• Increased tooth sensitivity.• Jaw pain or tight jaw muscles.• Fatigued jaw muscles, especially after waking up from sleep.• Earaches, headaches or chronic facial pain.• Damage from chewing on the inside of the cheek.• Indentations on the tongue caused by teeth grinding.

Finding the right solutionWhether dentists and their patients address teeth grinding with a Nociceptive Trigeminal Tension Suppression Sys-tem (NTI-tss), which is a commonly used device, or they

choose a full night guard or other anterior appliance, key to the success of the device is how well it fits the patient. An ill-fitting device, for instance, can cause pressure on the teeth, leading to soreness. When a device fills the space between the physiological rest position and the first point of contact between the upper and lower teeth, it can pre-vent the jaw relaxation reflex from being triggered, and the problem may not be resolved. In addition, patients may not be compliant when it comes to wearing a larger appli-ance or one that feels uncomfortable or tight.

Because most night guards require lab processing, they can be costly and time consuming to make, leading some patients to opt for a less expensive, over-the-counter device. However, over-the-counter night guards are said to wear down more quickly, potentially creating additional problems. As such, experts recommend custom-fit devices that work properly and are comfortable enough to encourage use.

Today, newer technology is available that doesn’t require lab processing (which means no impressions or models) and can be fit or adjusted in a matter of minutes. It’s an op-portunity for the dental practice to provide good medicine, as well as an added source of revenue. Still, some dentists might not believe they need to offer this service. By asking several probing questions, distributor sales reps can initiate a discussion about the value of night guards:

• “Doctor, do you see a lot of evidence of nighttime jaw clenching and teeth grinding, but don’t know how to address it?”

• “Have you suggested night guard solutions to your patients in the past?”

• “If so, how well have these solutions worked?”• “Are you interested in a simple in-office service,

which involves easy patient diagnoses, treatment and billing?”

Dentists and hygienists, in turn, should explain the val-ue of night guards to their patients, including an end to sore jaws, headaches, earaches and tender or sensitive teeth. [FI]

Sweet DreamsPreventing nighttime jaw clenching and teeth grinding provides peace of mind.

Editor’s note: First Impressions Magazine would like to thank Keystone Industries for its assistance with this article.

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Why it’s a good time to be a sales rep

RightNOW

Complaining’s easy. The economy stinks. The unemployment rate is too high. Dentists just aren’t spending money these days. Etc., etc.

But dental products/equipment sales reps don’t thrive on complaints. They thrive on selling and meeting their customers’ needs. And right now might be as good a time as any to do just that. Better, in fact.


“Right now IS the best time to be a dental distributor sales rep,” says Anita Sirianni, “Sales Coach” to the dental industry and a licensed dental hygienist. “Today, dental dis-tributor sales representatives have more products and more solutions to assist the dental practitioners in providing higher quality care at more affordable rates than ever be-fore in history. As a dental hygienist, that’s very exciting.”

Adds Kirk Greenway, Henry Schein Dental, Greenville, S.C., there’s no better time than today to bring to dentists practice-management solu-tions. Ironically, the recession could possibly have been the best thing to happen to the dental community, he says. That’s because, when times are good, customers don’t pay atten-tion to the importance of increasing production and reducing stress. “But when the economy turned, they de-cided, ‘Maybe I do need to listen.’ Today, doctors who are growing, are working on their business, not just in their business.” And Greenway wants to be on hand as they do so.

First Impressions recently asked a variety of industry people the simple question, “Why is right now the best time to be a dental sales rep?”

The precipice of great things“Do you know what it feels like to be on the starting block of a race?” asks Sheri B. Doniger, DDS, Lincolnwood, Ill., vice president of the American Association of Women Dentists, and editor of American Association of Women Dentists Chronicle. “You have anticipation for both the event and the outcome.

“I believe dentistry is on the prec-ipice of great things,” she says. “Yes, dentistry took a hit with this econo-my, and it still has not recovered. But, consider the statistics. There are so many underserved Americans in need of dental care, who not only require preventive services but restorative care. If 1 percent of these patients come back to the dental practices, business will flourish and the need for a dental distributor sales rep is exponentially increased.

“With the general unemploy-ment numbers decreasing, letting us know that more people are em-ployed, the need for dental care will be on the rise. Right now is the best time to be a sales representative. Your knowledge will be invaluable to help drive the race to the finish line and beyond.”

Top reps“When I got into this business, being a million-dollar rep was a huge thing,” says Greenway. But today’s top reps can exceed $10 million in sales. “On the other side, dentists used to be own-ers of mom-and-pop businesses,” says Greenway, whose own father is a den-tist. Some still are, of course. But others own million-dollar corporations. That opens up opportunities – and responsi-bilities – for field sales consultants.

“The day of the order-taker run-ning a milk route is over,” he says. Henry Schein trains its reps to help the dental customers grow their business. “[The dentists’] focus is on being a clinician, but they’re also CEO of that million-dollar corporation. If we can help them grow that business, they’ll need more supplies, technology and equipment.”

“ [The dentists’] focus is on being a clinician, but they’re also CEO of that million-dollar corporation. If we can help them grow that business, they’ll need more supplies, technology and equipment.”

– Kirk Greenway, Henry Schein Dental


Right Now

Helping dentists grow their business is a lot different than riding around with a notepad or computer and ask-ing, “What do you need today?” says Greenway.

Awesome responsibilitySays Sirianni, today’s distributor reps are selling to a higher-quality customer than ever before. “They’re more sophisticated in terms of their understanding of what it takes to run a business,” she says. For the rep, then, the sales call becomes a business-to-business presentation. “It’s easier [for the rep] to build a value proposition that appeals to dentists who consider several factors when se-lecting new products.

“It’s true that there is a segment [of practitioners] that still wants to operate as mom-and-pops. But with the sig-nificant increase in practice management consultants and

programs designed to help dentists improve their business acumen, the majority are ramping up their knowledge and skill sets beyond clinical capabilities.”

Successful reps understand that dentists are mo-tivated by the opportunity to learn new things – one reason they enjoy participating in continuing education events, Sirianni continues. Reps should also understand that dentists are motivated by social or altruistic fac-tors. “Dentists at the chair, at some level, are interested in changing the world ‘one tooth at a time.’ What gets dentists out of bed every day still remains the chance to make patients healthier.”

The good news is, today’s distributor reps have a great opportunity to provide tailored, customized,

customer-centric solutions to address dentists’ unique needs, says Sirianni. “Today’s reps have the knowledge to know who their customer is and what drives him or her. It’s a great time to be a dental sales rep, because I know what is expected of me, and I know what I can do to bring the greatest value to my customers.”

But with opportunity comes challenges. “At the end of the day, the responsibility lies on the shoulder of the dealer representative to present one customized solution in the midst of many – and that’s a challenging proposi-tion.” But the rep who treats the individual customer like any other dentist will not win loyalty or commitment from that dental practice.

A healthy professionToday’s dentist is operating in a pretty healthy environ-

ment, notes Jason Corbin, Burkhart Dental, Tulsa, Okla. Dentists are building, expanding and renovating. “Yes, we have our challenges,” he says. “There’s still some price shop-ping – it’s always been there.” But more dentists are seeking out prac-tice consultants to help them grow their businesses, and when they do, they tend to have good partnerships with their distributors.

Adds Scott MacElroy, Benco Dental, “Being a sales rep to me is many things. I am a friend, advisor,

problem solver, educator and a true part of many prac-tices. I am the person who is there when things go wrong and right.

“Being a dental sales rep is having your own busi-ness and creating and maintaining relationships,” says MacElroy. “If you work hard and treat people with their best interests at heart, it will reward you in many ways – and not just financially. Being a dental sales rep gives you the flexibility of being home every night to really enjoy your family and life. Reps today are not just order-takers. They have to know all aspects of dentistry, from materials to what trap will fit in a particular unit. This makes our jobs always interesting and the diversifica-tion is something I love.”

“ If you work hard and treat people with their best interests at heart, it will reward you in many ways – and not just financially. Being a dental sales rep gives you the flexibility of being home every night to really enjoy your family and life.”

– Scott MacElroy, Benco Dental

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Right Now

Hygiene products

Q: Why is right now the best time to be a dental sales rep?

A: With the sweeping changes in the dental industry, dental sales reps who understand both the new environment and the more innovative products that deliver exceptional value to the dental office and, more importantly, help their customers communicate that value to patients, are poised to better position themselves as indispensable to their clients.

Q: Why is right now the best time for distributor reps to be carrying your products to their dental practice customers?

A: It’s vital that dentists focus on hygiene because of important patient safety factors that impact the health of patients. Dentists can better leverage certain products and technologies to reduce utilization and thereby achieve costs savings. At the same time, using high-quality products improves the images of the practice, which goes a long way to building brand equity with patients.

– Sean Foley, senior manager, healthcare channel marketing, Georgia-Pacific Professional

Long-term relationships“This is a great time to be a sales rep if you are will-ing to develop a long term-relationship with your offices based on a high level of service and dependability,” says Phil Hoedebeck, senior dental product specialist, Mid-west Dental Equipment and Supply. “People appreciate someone who is knowledgeable, AND willing to provide top shelf service. The Internet, social media, telemarket-ing – all have their place in the industry; but a genuinely dedicated, knowledgeable, hard-working employee still cannot be replaced.

“Thank goodness.”Hoedebeck calls primarily on solo practitioners or family partnerships, in small towns. “They are big fish in small ponds, and they are comfortable in that role,” he says. “They are successful, because they still run a business

based on service and a long-term relationship with their patient families.

“I find that the dental practice – or whatever new term you want to use – that is run by an individual or individuals still needs a trusted rep to support the practice. My doc-tors trust me and rely on me to help make their practice a success. I am successful for the same reasons.”

Meanwhile, the sales rep’s role continues to evolve, he says. “A good rep becomes an advisor and facilitator, for their offices. I have tried to develop a network of resources for dentists in my territory, for all of their ac-counting, IT, marketing, tax advisory, and patient insur-ance inquiry needs. Many of these services are available, but, like anything, pricing and the level of service vary. I recommend small businesses that have the same ag-gressive, yet practical, service-oriented philosophy that I have.” [FI]

The Internet, social media, telemarketing – all have their place in the industry; but a genuinely dedicated, knowledgeable,

hard-working employee still cannot be replaced.

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Right Now

Matrix market


A: With the economic crisis steadily trailing in our rear-view mirror, dentists are now looking for additional revenue streams. While “drill and fill” comprises a majority of a general practitioner’s day, an average dentist just can’t keep an office afloat on basic restor-ative procedures alone. Though cosmetic dentistry still hasn’t recovered fully, the glut of retiring “baby boomers” is driving GPs to new revenue-generating areas, such as implant-retained dentures, low-cost composite veneers and partial denture alternatives. Today’s practitioners will be utilizing these newly relevant product categories in concert with technol-ogy. Since dental sales reps have the ability to present product solutions to their customers, smart reps will be reaping a windfall by focusing on new sources of office revenue via investment in technology.


A. As far as the matrix market is concerned, here’s the key: How do you garner more dollars per sale out of a dental practice? For Class II composite restorations, the predominant product used is the Tofflemire-style band. Each one of these bands cost, at retail, around 12 cents. A sectional matrix band costs, at retail, around 89 cents. This represents a 642 per-cent increase in revenue for this procedure for the dealer rep. Take it a step further: The sectional matrix band will provide an additional 77 cents per use. In addition, the sectional matrix band, when used as a system with a wedge and a ring, will provide an improved clinical outcome by reducing flash and eliminating food traps.

– Jason Phillips, director of marketing,

Garrison Dental Solutions, LLC

Whiteners


A: There is more technology than ever to help dentists give their patients the best diagnosis and treatments.


A: Tooth whitening fits nicely into our consumer economy. As a consumer’s confidence builds, she is spending more discretionary income on cosmetic procedures. In a recent Harris Poll, over 70 percent of patients said the No. 1 smile enhancement procedure they want is tooth whitening. And in 2012, over $1.4 billion was spent on over-the-counter tooth-whiten-ing. That’s over $1,000 a month that could go to every U.S. dentist and support the dealers. The consumer demand is there and we have the opportunity to help doctors meet the demand.

As a tooth-whitening manufacturer, we offer whit-ening options, education in terms of marketing, and other tools to help doctors give patients a brighter smile at an affordable price. Teaching offices how to maximize their whitening business doesn’t just help them give their patients what they want in terms of a whiter smile, it also helps them grow their business and, in turn, [that of the distributor rep]. Research shows that patients who whiten their teeth do 30 per-cent to as high as 50 percent more dentistry over their life than patients who do not whiten their teeth.

– Laura Woodruff, sales manager,

North America, SDI (North America) Inc.


Staying relevant…right now

To be successful, dentists have to be 20 to 25 percent more productive than they have been in the past in or-der to maintain past income level, according to Charles Blair, DDS, of the consulting firm Dr. Charles Blair and Associates, Belmont, N.C. Their suppliers must help them become more business-minded as well.

In order for suppliers to remain relevant – and to keep their customers relevant – they will need to:

• Become more consultative and be the “go to” source for current information on all things dental.

• Offer technology suites and compatible equipment mixes that increase efficiency and work throughput.

• Teach dentists to be “revenue-savvy,” not “cost-based.” Helping the customer grow the top line – not cutting the supply bill – is the answer.

• Work to earn – and keep – the business as never before. Just taking orders isn’t enough to succeed in tomorrow’s environment. Adding value to the equation is essential for customer retention and to grow the territory.

Over the next 10 years or so, corporations could com-prise 20 to 25 percent of the market, says Blair. In addi-tion, multi-doctor practices will dramatically increase, while the solo count will plummet. “The territory representative faces a shrinking customer pool base. No doubt this should be a wakeup call. Just as dentists must change for their survival, the territory representative must change for their survival.”

Prophy paste


A: As the saying goes, there’s no better time than now. And that rings true for the dental industry. The econ-omy is at a slow upturn, and with the implementa-tion of the Affordable Care Act, there should be a lot more demand for dental products in the near future. Now is the time to establish those important business relationships with dentists who expect to see their practice improve. While dentists may still be reluc-tant to spend, they are still looking for high quality products. If you can deliver both, then you can create valuable relationships with dentists as they continue to grow alongside the repairing economy and health care environment.


A: Dentists are looking for quality at a fair cost. While the dentists want to keep costs down, they also want to provide products and services that will benefit their patients. Keystone Industries combines the two together by making cost-effective, high quality products.

– Ben Achtabowski, Keystone Industries


trends

Hospitals have used it for de-cades. Doctors are starting to catch on. And med/surg de-vice and supply manufacturers

consider it part of the landscape. It’s group purchasing, and, after some false starts, it may be set to make an impact on dentistry.

Seattle, Wash.-based Health Re-source Services, an affiliate of the na-tional group purchasing organization (GPO) Amerinet, is among those hop-ing that’s the case.

“We recognized insurance compa-nies are starting to cut back on reim-bursement to dentists,” says Tammara Gibbons, vice president of operations. “So dentists are looking to save money wherever they can. We have contracts in place that dentists can use and save money with. That’s the opportunity.

“We’ve been received very well [by dentists], as soon as they understand what it is we do,” she adds.

What Health Resource Services does – like all GPOs – is aggregate potential purchasing volume, and then pursue favorable agreements with ven-dors. Membership in HRS’s dental pro-gram is free to dental practices, just as group purchasing is free to most hos-pitals and medical practices. The or-ganization is funded by administrative fees, that is, fees paid to the GPO by

contract vendors – manufacturers and distributors – based on sales.

Significant opportunity“Several GPOs are using their affiliate or sponsor partners to implement market-ing strategies for the non-medical/surgical markets, such as research, veterinary and dental,” says David Rose, vice president, business development and corporate pro-grams, National Distribution & Contract-ing Inc., Nashville, Tenn. “It’s a strong enough growth initiative, but they’re flying low on the radar, building their case.

Success in the dental market has been limited to this point, he continues. “That said, the dental market is a sig-nificant opportunity for the GPO that figures out a strategy. It has to be [a combination of] the right manufacturer contracts and attractive programs, and it has to have a win/win administrative fee structure, which doesn’t tax distri-bution without any benefit.”

“GPOs look at the dental market as an opportunity,” adds Lori Paulson, NDC vice president, dental and spe-cialty markets. “It’s an untapped mar-ket. They’re developing their strategy.”

Provider-ownedHealth Resource Services is owned by Virginia Mason Medical Center in Seattle,

GPOs Expand Their ReachHealth Resource Services – with Burkhart Dental – tackles the dental market


a fact that may explain its willingness to expand the reach of group purchasing, says Gibbons.

“We’re owned by healthcare providers; so we under-stand providers’ preferences and needs,” she says. Virginia Mason owns a network of clinics. “So we thought, ‘Why not take group purchasing to the clinics?’” Roughly two years ago, she and others at HRS made the decision to explore the dental market.

Being an affiliate of Amerinet, with a network of na-tional contracts, HRS had a good head start. Amerinet has contracts that can roll over to the dental market, including agreements for sterilization equipment and supplies, nee-dles and syringes, personal protection apparel and devices, paper goods, pharmaceuticals and more, says Gibbons.

HRS is also pursuing dental-spe-cific contracts, such as contracts for in-strumentation, implants and dental lab services. The organization has also ag-gressively pursued contracts with ser-vice providers, such as Verizon (wire-less services and accessories), Airgas (non-mixed gases and safety supplies and equipment), SHI (computer hardware and software), Office Depot and Office-Max (office supplies and services), CuraScriptSD (pharma-ceuticals), UPS (shipping), The Home Depot and Energizer.

Distribution – an integral partHRS is marketing its program through partnerships with state and national dental associations, and by exhibiting at various shows, including the California Dental Association, the Hinman, and the Midwinter Meeting of the Chicago Dental Society.

But an integral part of any group purchasing program is distribution. “[GPOs] know they cannot be successful with-out the cooperation and support of distributors and manu-facturers,” says Rose. Manufacturers have to offer competi-tive pricing on their products and services, and distributors must be in practitioners’ offices selling the program.

HRS members can access manufacturers through Bur-khart Dental, with whom it negotiated a distribution con-tract in September 2012.

The HRS program offers dental practices more than just special deals on dental products, says Jeff Reece, vice presi-dent of sales. In fact, the supplies are just one of the many areas that bring savings into a partnership with Burkhart,

he says. “We felt by complementing our offering with the HRS portfolio of benefits, it would bring important value to our clients.”

It takes some time for dentists to grasp the program, says Reece. “We explain that we have a cell phone program that will save your associates money, and they do a double take.” The Burkhart rep through HRS has the opportu-nity to demonstrate that by offering favorable rates on cell phone services to staffers. In turn, the practice owner can distinguish his or her practice from others, a fact that might help with associate retention, he adds.

Meanwhile, discounts for shipping services, medical gases and office supplies help the practice reduce overhead and increase office efficiency, he continues. “If we are able

to present HRS partnered services that save the practice valuable overhead dollars, it sends a clear message that we care about their business.”

Distributor reps play an important role in the success of the program. “It goes back to understanding the big picture,” says Reece. “Do you want to be first, or do you want to be on the outside looking in? Ultimately, group purchasing is making its way into dentistry. It may not touch everyone. But someone will walk through the door and present an offering. I want to make sure they think of Burkhart/HRS first.”

Even so, getting busy sales reps onboard takes some doing. “It’s been an education for our account managers and our clients, to understand how programs like HRS can complement a traditional supply dealer relationship,” says Reece. “We’re starting to get traction,” with help from Gibbons and HRS Business Development Manager Laura Long, who work with reps at sales meetings.

Independent distributors do face some administrative challenges associated with offering a GPO portfolio, includ-ing filing for rebates from contract vendors, points out Rose.

“But NDC is able to assist our distributors with that processing,” says Paulson. “We help out significantly, to make it as seamless as possible and to minimize the cost.” [FI]

“ It’s been an education for our account managers and our clients, to understand how programs like HRS can complement a traditional supply dealer relationship.” – Jeff Reece


Questions following the Oklahoma caseThe Tulsa, Oklahoma case that hit the news about a doctor that may have exposed 7,000 patients to hepatitis and HIV has caused pa-tients to ask questions. Some of my custom-ers have come to me with questions too. Can

you clarify some things? I’ve been asked about soaking in-struments in bleach or other chemicals, because the doctor in the news was accused of using rusty instruments caused by soaking them in bleach. Also, the news media suggested that patients be on the lookout for old and rusty instru-ments and avoid any dentists that are using them. So some customers think they should start soaking instruments, but want to know what to use. Others want to stop soaking instruments all together to avoid ruining them. One office ordered scrub brushes to make sure all instruments are scrubbed before they go in the ultra-sonic. I have never told customers to soak instruments; I thought the ul-trasonic was enough. And I thought scrubbing instruments was danger-ous and not recommended. What is your take on these ideas?

The Tulsa, Oklahoma case is a wake-up call for us all, and I’m glad you are trying to un-

derstand it. After years of improv-ing safety in dentistry, it just takes one public case of criminal behav-ior to re-kindle public fears. That office is accused of practicing dan-gerously poor infection control, and “rusted” instruments was a main focus of most newscasts. The June issue of First Impressions reviewed

the case and provided some guidelines for reps to follow, but your question is perfect – reps need to get into the details when they provide direction to customers. This is a great opportunity to help customers buy the right products, practice the right protocol, and then tell their patients about those important investments they have made in safe dentistry.

The doctor in Oklahoma is accused of treating instru-ments differently if they were used on patients known to be infectious: this is against Standard Precautions, which are the minimum safety precautions taken on each patient. Standard Precautions are rules based on the fact that all blood and body fluids from patients must be considered infectious because the actual infectivity is unknown. It is NOT correct to treat instruments used on known or sus-pected infectious patients differently than those used on

other patients. The protocol being used by an office must be trusted to sterilize all instruments.

The doctor’s practice of soaking instruments in corrosive bleach after use on “infectious” patients dam-aged the surface of the instruments, causing visible corrosion or “rust.” It is difficult or impossible to clean adherent blood and debris from the microscopic depressions in corroded instruments. Sterilizers expose instru-ments to steam under pressure for a short period of time, designed to sterilize clean, dry, and smooth in-struments. In a typical sterilization cycle, the steam may not have time to penetrate rough, corroded, complex surfaces like the rusted instruments, especially if the surfaces contain hid-den debris and bioburden.

Dirty Little SecretsEditor’s note: Are your customers asking tough hygiene questions? Here is your chance to ask someone “In the Know.” Nancy Andrews, RDH, BS, will take your questions and tell your tales. Pulling from centuries of experience, endless education, lots of research, and occasional consultation with other experts, Nancy invites your emails at [email protected]. The best question or tale at the end of the year gets $100.

infection control: Q&A

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Should instruments be soaked? Soaking instruments in enzymatic and/or detergent baths is sometimes done to pre-clean the debris and prevent gross de-bris and blood from drying on instruments. This process should not damage instruments, and should be done prior to placing them in a mechanical cleaner such as an ultrasonic cleaner or automatic instrument washer. Historically, this step has been called “soaking instruments in holding solution” because the instruments are being “held” in a wet solution to make the instruments easier to clean, especially if they will not be pro-cessed immediately. Soaking and rinsing instruments can begin the cleaning process and passively loosen or remove contami-nation, making the automated cleaner cycles more effective.

This step also removes debris that might contaminate the ultra-sonic bath, so the ultrasonic cleaning solution lasts longer. By the way, soaking does not replace automated cleaners.

Products for instrument soakingThe best products for instrument soaking or pre-cleaning are buffered enzymatic cleaners with additives to protect metals from corrosion. Surfactants (soap) and water without addi-tives may corrode instruments. Also, instruments may pick up stain or change color and appear rusted or damaged. A good trick to distinguish corrosion from stain is to “erase” the mark with a pencil eraser. If it comes off, it is not corro-sion! Over time, instruments do begin to show their age and should be inspected and replaced as needed.

There are products that remove stain, without damaging the metal, sold by instrument companies. Since the newscast-ers covering the Tulsa case told the public to look at instru-ments, this is great time to help offices if you see “less than

shiny” instruments. An alternative to soaking is applying en-zymatic foam to contaminated instruments. There are at least three products sold in dentistry for this purpose, and they do not corrode instruments. Also, spraying the enzyme instead of soaking the instruments in a bath can be done on trays, in tubs or in the sink and be rinsed off easily. The foam can be applied while cleaning up the operatory and removed any time after about five minutes, but can prevent debris from adhering to surfaces even if left for hours.

Besides enzymatic products, offices have been known to soak instruments in pretty much anything. Here are some creative alternatives some of your customers may be using:

1. Soap (dish soap, hand soap, shampoo, laundry soap…) and water: Soap and water has cleaning ability, but may corrode instruments.

2. Glutaraldehyde: Like the Oklahoma doctor’s office, some workers want to take extra precautions for “spe-cial” instruments, or to add an extra step to “just make sure” they kill everything. Have you seen anyone

put instruments directly into “cold sterile” glu-taraldehyde before the ultrasonic? The CDC recommends NOT using high level disinfectant/sterilants such as glutaraldehyde to accomplish this pre-cleaning step, due to the chemical interaction between the bioburden and the disinfectant/steril-ant: the bioburden is fixed to the surface of the in-strument, making it harder to remove. Remember your biology class? To fix a specimen to a slide, you added alcohol or formaldehyde. Glutaralde-hyde acts in the same way. No instruments should enter glutaraldehyde unless they are pre-cleaned. The purpose of glutaraldehyde is to disinfect or sterilize pre-cleaned instruments – NOT to clean soiled instruments.

3. Surface disinfectants: Some low and interme-diate-level disinfectants with no or low alcohol have product recommendations for use as an

When instruments are known (or suspected) to be contaminated with infectious material, such as blood or body fluids from an infectious person, they should not be processed differently from other instruments


emersion cleaner-disinfectant for instruments and items, along with the usual directions to use them for environmental surface disinfection. Offices use those disinfectants for items go-ing to the lab, such as impressions. Since low or non-alcohol products may be excellent cleaners when used on office surfaces, I have seen offices soak instruments in them prior to sterilization. Surface disinfectants might damage instruments and may leave residue on instruments that must be rinsed off, or it will firmly adhere to the metal while being heat sterilized. This is “off-label” use of a surface disinfectant, unless the manufacturer recommends the practice.

4. Bleach: diluted and undiluted: Bleach corrodes metal, cracks rubbers and plastics, and discolors many materials. These problems occur even when bleach is diluted 1:10.

Bottom line:1. All instruments should be cleaned, packaged,

sterilized and remain sterile until they are used.

All products used for each step should be FDA and/or EPA cleared, and used according to manufacturers’ directions.

2. When instruments are known (or suspected) to be contaminated with infectious material, such as blood or body fluids from an infectious person, they should not be processed differently from other instruments. The standard protocol must be reliable for all instruments.

3. Corroded instruments have microscopic defects on their surfaces that may harbor debris and pathogens, preventing adequate cleaning prior to sterilization.

4. Sterilization is likely to fail on rough, contaminated surfaces, such as rusted instruments, especially if the surfaces harbor debris and/or bioburden.

5. Discolored instruments may have corroded, dam-aged surfaces. Those instruments must be discarded and replaced.

6. Discolored instruments may be simply stained, and may be cleanable using metal cleaners.

7. Instruments should not be soaked in bleach or other corrosive chemicals. [FI]

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tech talk

To fully understand the bonding procedure, it is important to understand the key ingredients or individual components in dental bonding agents. The three primary components in dental bonding

agents are the etchant, primer, and adhesive. The secondary components are solvents and fillers. The etchant in a total-etch bonding agent is typically a brightly colored, liquid or gel, composed of 35-37 percent phosphoric acid. When placed on the enamel or dentin, the etchant acts to remove the smear layer and prepare the surface for the primer. The smear layer is a thin film produced when a tooth is prepared for a resto-ration. Since the smear layer is not easily rinsed away, it must be removed with an etchant or altered with an acidic primer. Failure to do so will interfere with a proper bond.

Key ingredients of bonding agentsEtchants: Clean and prepare the surface (enamel or dentin) for bonding.Primers: Wet the surface to promote penetration of the adhesive into the enamel or dentin.Adhesives: Link the primer to the surface being bonded to it; either composite or resin cement.Solvents: Carry the primer and adhesive and must be evaporated before curing.Fillers: Modify the handling of bonding agents and may increase the bond strength.

Bonding agents can be light-cured, self-cured, or dual-cured. This property refers to the mechanism used to acti-vate the adhesive. Self-cured and dual-cured bonding agents require a separate catalyst component to activate curing. Dual-cured refers to the capability of a bonding agent to be both light-cure and self-cure. Dual-cured bonding agents are designed for use in deep preparations such as post spac-es, deep dentin, or cases that require a core build-up.

Total-etch vs. Self-etch Total-etch bonding agents utilize phosphoric acid to etch enamel and dentin, and are available in both light-cured and dual-cured systems.

4th-generation: the primer and adhesive are applied in separate layers. 5th-generation: the primer and adhesive are in one bottle. Self-etch bonding agents eliminate the need for etching with phosphoric acid. Both 6th- and 7th-generations are available in light-cured and dual-cured systems. 6th-generation, Type I: Bonding agents have a self-etch primer and a resin adhesive, which are applied in separate layers. The light-cured products typically require two steps, whereas the dual-cured products typically require three steps. 6th-generation, Type II: Bonding agents combine the self-etch primer and adhesive in one component (two steps) and simplify the bonding procedure. 7th-generation: The light-cured products typically require one step, whereas dual-cured products typically require two steps.

New directions in bondingWe receive many questions from clinicians and sales representatives about bonding because of our years of experience in materials. Many people assume universal bonding agents were built alike; they can be used with different etching techniques, can bond to the different substrates, and can dual-cure, all without the use of sepa-rate activators or primers. While some of this is true with a few products, it is important to understand that the term “universal” is not defined the same among manu-facturers. Some products that are defined as “universal” are relating it to being compatible with total- and self-etch techniques, while others are defining “universal” because of the ability to bond different substrates or termed “universal” because of their compatibility with substrates and ability to dual-cure.

Today’s market demands simple, effective bonding agents that can be used for a variety of direct and indirect dental procedures, and manufacturers have once again re-sponded with the newest generation of adhesives, known as “universal bonding agents.” These products are truly universal in that they can be used with most any applica-tion, direct or indirect. [FI]

Bonding AgentsGuest writer: Dr. John Molinari, Director of Infection Control, THE DENTAL ADVISOR

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WindshieldtimeChances are you spend a lot of time in your car. Here’s some automotive-related news that might help you appreciate your home-away-from-home a little more.

Traffic updates Livio has introduced FM Traffic Button, which provides updated traffic reports for U.S. markets every few minutes. The system, which is enabled by a code added to an em-bedded app on the in-vehicle infotainment system, and ac-cessed by a button on its user interface, offers real-time audio traffic updates.

Premium parking ParkMe, a provider of real-time parking information to naviga-tion companies and users of the ParkMe app and website, has built a comprehensive parking database with live data for both on-street and off-street parking. It has announced partnerships with Amano McGann, a company with an off-street parking

footprint in the industry, and CASE Parking in San Diego. These new collaborations will reportedly allow ParkMe to de-liver more accurate, real-time occupancy counts and guide more motorists to more available parking spaces. ParkMe has also teamed up with in-car entertainment and navigation consumer electronics companies, and it continues to expand its network of partnerships with parking operators across the country, giv-ing it the ability to connect transient drivers with accurate, up-to-the-minute parking data streamed to mobile phones, in-car navigation systems, GPS devices and operator websites.

Leasing on the riseExperian Automotive announced that new vehicle leasing has risen by 12.5 percent to achieve the highest level since it began tracking the data in 2006. According to its State of the Automotive Finance Market report, leasing accounted for

a record 27.5 percent of all new vehicles financed, up from 24.4 percent in the first quarter of 2012. The report also noted that the average monthly payment for a new vehicle financed in the first quarter of 2013 was $459, down from $462 in the first quarter of 2012. The report showed a rise in loan term lengths, as well: 65 months in the first quarter of 2013, up from 64 months in the first quarter of 2012. And, it showed a decrease in interest rates: 4.5 percent in the first quarter of 2013, down from 4.6 percent in the first 2012, which helped to keep payments low for new vehicles financed. In the first quarter of 2013, the aver-age loan amount for a new vehicle financed increased by $628, from $26,020 in the first quarter of 2012 to $26,648 in the first quarter of 2013. The average used vehicle loan

increased by $461, from $17,071 in first quarter 2012 to $17,532 in first quarter 2013. Other findings included:

• Consumers within all credit tiers were able to obtain financing in the first quarter of 2013.

• Loans to consumers with credit outside of prime (nonprime, subprime and deep subprime) jumped to 45.2 percent of the overall loan market in the first quarter of 2013, up from 44.4 percent in the first quarter of 2012.

• The share of loans for new vehicles jumped to 25.1 percent in the first quarter of 2013, from 23.2 percent in the first quarter of 2012.

• Nonprime, subprime and deep-subprime loans for new vehicles accounted for 57.7 percent of the market share in the first quarter of 2013, up from 56.8 percent in the first quarter of 2012. [FI]

Experian Automotive announced that new vehicle leasing has risen by 12.5 percent to achieve the highest

level since it began tracking the data in 2006.


rep cornerBy Laura Thill

Life is full of risks. And, wheth-er it’s starting a business or trying a new experience, risks come in many different forms.

Dean Haymes can attest to that. Af-ter working for many years as director of purchasing for a local hospital in Nashua, N.H., he found himself jobless after a slowing economy forced the facility to close. In fact, for a while afterward, he resorted to making subs at a friend’s lo-cal sandwich shop. It wasn’t until the late 1990s that he landed a position at a small, independent medical/dental products distributorship – Armin Medical – which he eventually acquired from the owner in 2005. “January 1, 2005, the business was mine,” he recalls. “On January 2, it was pretty scary coming in to work!”

Not long afterward, he changed the company’s name to New Hampshire Medical and Dental Supply to reflect the full repertoire of products it offered, and – with the help of his co-worker in charge of accounts receivable from the original distributorship – he successfully

led his business through the impending recession. It was a risk worth taking, as far as he was concerned.

If anyone knows about risk taking, Haymes does. Since the late 1990s, he has been teaching adaptive skiing to peo-ple – mostly children – with disabilities, some of which are extreme. In spite of the physical challenges they face, these individuals take a risk by learning to trust people such as Haymes, who help them slide down mountain slopes that would scare off most beginner and some intermediate skiers.

Working with people with

disabilities has taught Dean Haymes the true meaning of risk taking.

WOrtH tAkINgA rISk

Dean Haymes with a golf student.


rep corner

Patience, determination, graceHaymes has never thought of him-self as a truly patient person, he says. But, through the years, he has learned to come very close. First, he helped care for his girlfriend years ago when she became terminally ill with breast cancer. Following her death, he knew that by focusing on helping others, he himself could heal and move forward. Upon entering a golf tournament to benefit people with disabilities, he had an opportunity to catch up with a pro-fessional acquaintance who shared his interest in sports. the topic of adap-tive skiing came up, and Haymes, a skier since high school, knew he was on to something meaningful. “I told another friend my idea to teach skiing to people with disabilities, and he told me to come to Waterville Valley, N.H., where I had skied for most of my adult life,” he says. “Waterville Valley was on the 1978 and 1990 World Cup tour,” he adds.

Although the program at Waterville Valley instructs volunteers how to teach adaptive skiing, there is only so much it can do to prepare them. “there are many types of disabilities and each in-dividual is different,” explains Haymes. Autism alone, for instance, includes peo-ple who range from being non-verbal to having motor skill issues, he points out.

Haymes with ski students

“There are many types of disabilities and each individual is different. So, while instruction books are available, each situation

will be unique. This is how we instructors learn to adapt.”– Dean Haymes


“So, while instruction books are available, each situation will be unique,” he says. “this is how we instructors learn to adapt.”

Since becoming involved as an adaptive ski instructor 15 years ago, Haymes has come to regard patience with a new perspective. “the people [I teach] go through so much,” he says. Indeed, the stories he shares illustrate not only patience, but determination and grace as well. take the young boy with Down syndrome – one of his earlier students, who today is about 20 years old. “Before he was born, the whole family skied all of the time,” he says. “Af-ter this boy was born, everything changed. Plus, he hated the snow!” teaching the young boy to ski involved “baby

steps,” he recalls. He began by having his student step into the snow. When he was ready, Haymes pulled him around on a sled. Later, he had him walk in the snow in ski boots.

It came to the point where his student would come home from school Friday afternoons and – despite poor verbal skills – ask to ski. the ski lessons helped him develop muscle strength, which led to an improvement in his physi-cal therapy sessions. In turn, his physical therapist encour-aged him by reminding him that the harder he worked at his therapy, the better a skier he would become. “today, he plays other sports, such as horseback riding,” says Haymes. “And, eventually, the family purchased a second home at Waterville Valley and can once again ski together.”

then there is the young girl who is blind and has cerebral palsy. “She is in a wheelchair and has almost no verbal skills,”

says Haymes. “We put her in a bi-ski (similar to a chair with two skis beneath it), which has pontoon-like stability (outrig-gers). We tether her down the mountain. She can’t talk, but, boy, does she scream with delight down the hill!”

Adaptive skiing is for any age group, explains Haymes, noting that he also teaches skiing to war veterans through the Wounded Warrior and Warfighter Sports programs. He volun-teers with the Special Olympics ski event each winter, as well. In fact, one of his students turned eight years old last season – the minimum age requirement for participating in the Spe-cial Olympics. “Last year, he won two gold medals and a silver medal,” he says. “I think I was more excited than he was!

“If our students can get into the ski area, we’ll make sure they can ski,” he continues. “Our goal is to get stu-dents to ski on their own. Even if they are paralyzed from the waist down, they can ski using a mono-ski (using a bucket-chair designed atop a single, central ski).” And for those unable to reach that goal of independent ski-ing, there’s always some way to share the ski experience, he points out (See sidebar). “Basically, we teach people to slide, and there are different types of sliding.”

Fore! Come springtime, ski season may come to a halt, but Haymes continues his work with children with disabilities – this time on the golf course. Although he is a longtime golfer, it didn’t occur to him to get involved in the Special

“Our goal is to get students to ski on their own. Even if

they are paralyzed from the waist

down, they can ski using a mono-ski

(using a bucket-chair designed atop

a single, central ski).”


rep corner

Olympics golf event until the mother of one of his ski students asked if he would teach her daughter to golf. When it comes to golf and kids, “as long as we are outside and having a great time, that’s all that matters,” he points out.

this particular student has anxiety issues and is especially uncomfortable around men, Haymes continues. “But, we were shorthanded one day in the adaptive ski program, so her mom re-quested me as her instructor. We hit it off and decided to try Special Olym-pics golf. We would get together once a week to practice. She came in second place in her division at the New Hamp-shire state games, and I was thrilled!”

Built on customer serviceFor the most part, Haymes’ work as a ski and golf instructor falls on the weekends. During the week, he runs New Hampshire Medical and Den-tal. “I build my business on custom-er service, which can be a lost thing today,” he says. For instance, the big box retailers often are simply trying to make a sale, he points out. “I tell my

customers I wouldn’t sell them any-thing I myself wouldn’t use.” And, he swears by in-services – especially with regard to proper use and main-tenance of sterilization equipment – and brings in his vendor partners whenever possible. “Nobody likes problems, so the best approach is to prevent them from ever happening.”

His experience working with chil-dren with disabilities has definitely factored into his ability to reach out to his customers, he says. “I have more patience and a better understanding of people now,” he explains. Some-times his students can’t speak or com-municate well, he adds, and working with them has helped him to become a better communicator. “the expe-rience has made me a better, more compassionate person all around,” he says. “I have become a better person professionally and personally since I’ve been doing this.”

Looking ahead, the view is a good one. “I [look forward to] continuing with my volunteer work,” he says. “I would like to help others by making their life a little easier and happier.” [FI]

Adaptive skiingTwo common techniques for en-abling severely disabled people to ski are mono-skiing and bi-skiing.

Mono-skiing: This technique is de-signed for people with spina bifida, multiple lower body amputations or vertebrae injuries. Mono-skiing involves sitting in a specially de-signed bucket-chair atop a single, central ski. Because the ski is steered by turning the upper body and using the arms with shortened ski poles (outriggers), mono-skiing requires extremely well-developed upper body strength and control.

Bi-skiing: Bi-skiing involves a seat set atop two skis instead of one, with outriggers attached to the side of the skis, adding stability and preventing the skis from tip-ping over. It is designed for people who have intact lower legs, but poor control of their extremities, such as people with multiple scle-rosis, muscular dystrophy, cerebral palsy, brain injuries or spinal cord injuries. Unlike mono-skiing, bi-skiing does not require upper body strength and control to maneuver the rig. An instructor tethers and controls the student from behind.

For more information about Waterville Valley resort’s adaptive snowsports program, visit: http://www.waterville.com/ski-ride/adaptive-sports-program.html.

Haymes is an avid skier.

www.firstimpressionsmag.com : First Impressions : August 2013: 49

On August 1, dental manufacturers, distributors and laboratories began collecting data for fu-ture reporting to the federal government any gifts of value given to dentists and dental

schools as required by the new Sunshine Act. A feature of the new Patient Protection and Afford-

able Care Act regulates the financial relationships among manufacturers, distributors, laboratories and U.S. healthcare providers – including dentists. The Sunshine Act includes transparency and disclosure language, which requires companies or individuals to disclose pay-ments and other forms of monetary value given to a U.S. healthcare provider.

Gifts (identified as transfers of value) could include cash payments, food, travel-relat-ed items, merchandise, equipment, paid leases and more, which must be reported to the Centers for Medicare and Medicaid Services (CMS), a division of the U.S. Depart-ment of Health and Human Services. These gifts are to be reported when the value reaches or exceeds $10 per month or a total of $100 per calendar year for a dentist or other medical professional.

The company providing the gifts when reporting to the CMS must include the following information about the entity receiving the gift:

1. The name of physician or teaching institution2. Physician’s address or the business address3. His or her specialty4. His or her National Provider Number5. The amount of the payment or other transfer of value6. The date the payment or transfer of value was pro-

vided to the physician or teaching institution7. The form of the payment and the nature of the payment

This information and transfers of value must then be reported starting the end of March 2014. This infor-mation will be made available to the public on or before September 2014 with subsequent releases being made each following quarter.

The Dental Trade Alliance joined forces with other den-tal organizations to fight the Sunshine Act provision because

while dentists are covered under the definition of physician, only about 25 percent of dentists

participate in CMS programs. In many states, Medicaid payments to dentists are actually well below their costs to provide these services.

Total expenditures for dental services in CMS programs covered by this rule totaled

$8.7 billion in 2010. That amounts to less than 1 percent of total expenditures in CMS programs.

It represents only 9 percent of total expenditures on dental services, which includes the reimbursement component paid to dentists. Equipment and supply costs in dental practices amount to less than 10 percent of the total practice income.

In general, we believe that the burden of reporting costs for dental manufacturers far outweighs any intended benefit of transparency in relationships with providers. Any addi-tional volume of items reported require updating computer systems and dedicated staff, even for the smallest manufac-turer. For small companies, the cost of capturing and re-porting any transfers of value is onerous. The majority of the added costs will be passed on to patients and providers not associated with the CMS dental programs.

No matter our position on the cost-to-benefit ratio of the Sunshine Act on patients, it is the law and one which den-tal manufacturers, distributors and laboratories must obey. It is a good reminder, however, of the importance of becoming involved in industry organizations, including the Dental Trade Alliance, that advocate and inform on your behalf. [FI]

Onerous Sunshine Reporting Begins

To reserve exhibit space or for questions about the IDS opportunity, please contact DTA at 703-379-7755. Be sure to friend us on Facebook (http://www.facebook.com/pages/Dental-Trade-Alliance/160917053994300) and follow us on Twitter at @DTANews for all the latest IDS-related information.

By Gary W. Price, Dental Trade Alliance CEO


Darby Dental sends supplies to OK tornado victimsIn an effort to provide much-needed assistance to Oklahoma tornado victims, Darby Dental Supply LLC (Jericho, NY), joined forces with students from the Molloy College National Student Speech Language and Hearing Association (NSSLHA) and Molloy American Red Cross Club (Rockville Centre, NY), to contribute a large quantity of supplies to the Oklaho-ma Dental Association (ODA) (Oklahoma City, OK). Darby provided items such as toothbrushes, toilet tis-sue, garbage bags and respirator masks to the ODA, who in turn distributed them to local residents affected by the devastation.

DMG America announces promotion and appointment of two members of management team

DMG America an-nounced that Barry Larsen has been promoted to Direc-tor of Sales, and Mark “Cookey” Eisen has been promoted to Key Accounts

Manager. Reporting to DMG’s VP of Sales, Jerry Col-lins, Larsen will oversee DMG America’s North Amer-ican Sales activities. Larsen has worked for DMG America for over 12 years and served as both District Sales Manager and Canadian Area Sales Manager. Pri-or to that, he has held several management positions and earned the highly regarded Six Sigma Black belt training certificate. Eisen will be responsible for cre-ating and driving new innovative programs through DMG America’s distribution network. Prior to his new appointment, he served as District Manager and has been in sales for over 15 years.

Burkhart adds Kevin Calder as CAD/CAM ManagerKevin Calder has joined Burkhart as the new CAD/CAM Manager. Calder resides in Loveland, Colo., and will be working out of the Burkhart Denver Branch. He has an extensive background in CAD/CAM and digital technology, both as a CAD/CAM Zone Manager and Digital Technology Sales Manag-er. In addition to his work experience, Calder earned his bachelor’s degree in Business Administration with an emphasis in Marketing from Mesa State Col-lege. His free time is spent with his family. He ap-preciates the outdoors, and enjoys boating, skiing, and camping.

Submit your people news and new product announcements to: Monica Lynch at [email protected]

news

Garrett MartinezField Sales Consultant: Martinez will rep-resent Henry Schein Dental at its center in Woodbury, NY. He has four years of experi-ence in the dental industry and was previ-ously employed in outbound telesales. Mar-tinez received his B.A. from Molloy College in Rockville Centre, NY.

Liz TalaricoField Sales Consultant: Talarico will rep-resent Henry Schein Dental at its center in Tampa, FL. She was previously employed as a sales associate for two years. Talarico re-ceived her B.S. from Florida State University in Tallahassee, FL.

Henry Schein New Appointees

Mark Eisen Barry Larsen


Samantha GriefField Sales Consultant: Grief will repre-sent Henry Schein Dental at its center in San Antonio, TX. Grief received her B.A. from Texas State University in San Marcos, TX.

Joe HohlerField Sales Consultant: Hohler will rep-resent Henry Schein Dental at its center in Philadelphia, PA. He has two years of ex-perience in the medical supplies industry. Hohler received his B.A. from University of Akron in Akron, OH.

Jessica MarefatField Sales Consultant: Marefat will rep-resent Henry Schein Dental at its center in Lexington, KY. She has three years of ex-perience in the dental industry and was pre-viously employed as an orthodontic clinical assistant. Marefat received her B.S. from University of Kentucky in Lexington, KY.

Kevin LauberField Sales Consultant: Lauber will rep-resent Henry Schein Dental at its center in San Jose, CA. Lauber received his B.A. from University of Cincinnati in Cincinnati, OH.

Darcy DevineField Sales Consultant: Devine will rep-resent Henry Schein Dental at its center in Wallingford, CT. She was previously em-ployed at a large manufacturer and retailer company. Devine received her B.S. from Salisbury University in Salisbury, MD.

Crystal DeVitaField Sales Consultant: DeVita will repre-sent Henry Schein Dental at its center in Nash-ville, TN. She was previously employed at an office supplies company and received her B.A. from University of Dayton in Dayton, OH.

April LucasField Sales Consultant: Lucas will rep-resent Henry Schein Dental at its center in Phoenix, AZ. Lucas received her B.A. from Texas State University in San Marcos, TX.

Brittany NagyField Sales Consultant: Nagy will rep-resent Henry Schein Dental at its center in Cleveland, OH. Nagy received her B.A. from University of Akron in Akron, OH.

Scott RinnasField Sales Consultant: Rinnas will repre-sent Henry Schein Dental at its center in In-dianapolis, IN. He was previously employed as an account executive for a year in medical sup-plies industry. Rinnas received his B.A. from Michigan State University in East Lansing, MI.

Chelsea CooperField Sales Consultant: Nagy will repre-sent Henry Schein Dental at its center in the California Bay Area. Cooper received her B.S. from University of Dayton in Dayton, OH.

Elizabeth MacreadyField Sales Consultant: Macready will represent Henry Schein Dental in the Metro NY/NJ area. She has four years of expe-rience in the dental industry and was pre-viously employed as an office manager. Macready received her B.A. from LaSalle University in Philadelphia, PA.

Philip CassisField Sales Consultant: Cassis will rep-resent Henry Schein Dental at its center in Lexington, KY. He was previously employed as a landman and title abstractor for two years in the oil and gas industry. Cassis re-ceived his B.A. from West Virginia Univer-sity in Morgantown, WV.


news

Bret Aagesen Jeremy Avery Gary Balsdon

Patterson Dental Sales Graduates

Matt Bench

Donny Brown Lindsay Ferguson Kellie Goetten Kris Haynes

Kristin Hemminghaus Kristi Hollyoak Brad Hudson Steve Malley

Brett Miller Ryan Moncrief Brent Pedersen Barry Van Volkinburg Brandon Woodard

Paty Vega-TrautmanRegional Manager: Vega-Trautman will rep-resent Henry Schein Dental at its center in Mil-waukee, WI. She has twelve years of experience in the dental industry and was previously em-ployed as a district sales manager. Vega-Traut-man received her B.B.A. from East Tennessee State University in Johnson City, TN.

Geremy HaseloffField Sales Consultant: Haseloff will rep-resent Henry Schein Dental at its center in Grapevine, TX. He has six years of experi-ence in the dental industry and was previ-ously employed as a sales representative. Haseloff received his M.B.A. from Texas Tech University in Lubbock, TX.

Wayne HicksField Sales Consultant: Hicks will repre-sent Henry Schein Dental at its center in At-lanta, GA. He has nine years of experience in the dental industry and was previously employed as a sales representative. Hicks received his B.A. from Piedmont College in Demorest, GA.

Aaron VolentineField Sales Consultant: Volentine will represent Henry Schein Dental at its center in Honolulu, HI. He was previously em-ployed as a senior account executive for five years at an electronics company. Volentine received his B.A. from University of Illinois: Springfield in Springfield, IL.


Accutron introduces Chairmount Kits Accutron, manufacturer of nitrous oxide equip-ment and supplies, has introduced Chairmount Kits that position their Remote Flow System™ (RFS) mixed gas and vacuum delivery source chairside, eliminating long hoses that would typically drape from adja-

cent cabinets. Chairside mounting of the RFS keeps the surrounding workspace uncluttered, creating a safer work zone for doctors and staff, and minimizing displacement of the patient mask caused by drag/pull from long hoses. Scavenging circuits and rubber goods can be stored when not in use. RFS Chairmount Kits mount to patient chairs without drilling new holes and can be installed in the field – retrofit where possible or new construction. Kits are available for a wide variety of dental chair brands. For more information, visit www.accutron-inc.com.

Shofu introduces CERARESIN BONDShofu’s CERARESIN BOND is a bonding system specifi-cally designed for the repair of ceramic, porcelain, acrylic, and C&B materials. With this simple-to-use system, both

dentists and laboratory professionals can securely and reli-ably bond various materials including light-cured labora-tory composites such as Ceramage extra-orally, or even

light-cured resin composites such as BEAUTIFIL Flow Plus for veneering or repair intra-orally. The material is extremely resistant to moisture and thermal strains provid-ing a long lasting, durable bond. CERARESIN kits have a 3-year shelf life and contain 6mL of Bond 1, 5mL of Bond 2, 50 microbrushes, and 5 disposable V-dish. For more information, visit www.shofu.com.

Sultan announces Volo disinfectant wipes become official wipes of Cavitron products

In a joint announcement made by DENTSPLY and Sultan Healthcare, VOLO Disinfectant Wipes have become the “official” cleaner of the Cavitron family of scalers/air polishers and Rinn Soothe Guard Aprons. VOLO has been tested and proven to dis-infect and clean Cavit-ron® machines, according

to the release. DENTSPLY is also recommending VOLO for maintenance of Cavitron units. VOLO is also tested and proven to clean Rinn Soothe Guard® Aprons. Even though VOLO’s formula is powerful, it will not crack, chalk or fade Rinn’s outer material. “We were very excited to hear that VOLO was chosen by DENTSPLY for these two market-leading products,” said Chaunte Ruiz, VOLO product manager for Sultan Healthcare. “We take our product offerings in infection prevention very seriously, and this announcement was an important confirmation and endorsement of VOLO’s quality and effectiveness.” Introduced last year, VOLO Disinfectant Wipes are sized 18.5 percent larger to fit people’s hands. They are ideally suited to disinfect any non-porous surface. The wipes’ powerful alcohol and quaternary ammonium formula is tuberculocidal, virucidal and bactericidal in just two min-utes. To learn more, visit volowipes.com.

products


Dental Office Horror Stories Part 3 (The Movie?)

Follow me on twitter twitter.com/dentalsalespro

Join our LinkedIn groupDental Sales Professionals

Like our page on Facebook First Impressions magazine

Dental SalesPro.com

Please send me your suggestions, comments or stories to [email protected].

By Bill Neumann

I am starting to think with all the material we’ve com-piled regarding this subject, we should make a movie. Could be a big hit, but would certainly not help the profession we sell to.“Believe it or not, these stories are true! Brought to

you by your peers.”The following is a continuation of my columns from

April and June regarding Dental Offices Horror Stories. You can find the entire thread at http://www.dental-salespro.com/forum/topics/dental-office-horror-stories.

Reply by Anonymous Rep 10 Best advice: Never trust a dentist who has blood in his hair! I’ve seen that a couple of times over the years.

Reply by Anonymous Rep 11 I have seen dentists using old gloves, hand washed and dried of course.

Reply by Anonymous Rep 12That reminds me of two more good ones:

A dental assistant came out to greet me and I did not see her gloves. I went to shake her hand and I pulled back when I saw she had her gloves on. She apologized that she couldn’t shake my hand, and told me she didn’t have

any time to talk to me because she had a patient in the chair. She was simply coming out to get some magazines and newspapers for the patient, or maybe for the dentist to read. Yep, you can bet she picked up those magazines with the same gloved hands that were and will be again in

the patient’s mouth. Oh yeah, she also had time to pick up the phone to make a call.

Not glove related, but equally as disturbing. I ventured into a dental office in a small town to be greeted by the den-tist. He invited me back into an operatory, where he proceeded to light a cigarette. Oh, yes there

was a patient in the chair! So I start to tell him about my products as the ashes hang off of his cigarette and drop onto his pant leg. Fortunately, he didn’t set himself or his patient on fire. I did get the sale!

Keep a watch on content for our blockbuster Dental Office Horror movie this summer,

Bill Neumann

A dental assistant came out to greet

me and I did not see her gloves. I went to shake her hand and I pulled back when

I saw she had her gloves on.

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