Why Choose PracticeMentors?

Does my practice need a consultant or a Mentor? The decision becomes quite simple.

 Our mission at PracticeMentors is to open the floodgates to profitability in your practice while relieving stress and workload at the same time.

 If your practice is in the phase of relocating, opening multiple offices, selling, or planning an exit strategy, then I highly recommend utilizing the resources of a consulting company. I have personally met most all of them and hold each one in very high regards.

 If you are experiencing frustrations in lack of profitability, organization, too much ‘swiss-cheese’ in your patient schedule (or too many patients…just as severe of a problem), staffing issues, too much managed care, creating and hitting financial goals, increasing multiple pair sales, and feeling like the practice is running you instead of you running the practice, then you need a Mentor.

 Being in the optometric business since 1977, an equal partner in a large optometric practice, as well as being a Senior Consultant for one of the nations largest optometric consulting firm for over 6 years, one thing that was absolutely amazing to me was that when any optometric practice would implement the proper foundational strategies (along with some well-guarded industry secrets that you won’t find anywhere else), the financial floodgates for the practice would open wide, while actually creating more free time in most cases.

 Yes, every practice is different, yet EVERY practice MUST implement a certain amount of foundational strategies in order to maximize profitability. The struggles in most practices are lack of proper knowledge, lack of staff support, lack of organization and lack of time to implement certain strategies.

 The PracticeMentors program is totally different…and IT WORKS!

 Ask yourself these questions;

• Am I wasting money on my current marketing methods, and do I have a productive marketing plan and a calendar of events to guide me?
  
  
• Am I priced to convey my expertise and maximize profitability?
  
  
• Do I have the right amount and mix of staff, and how do I monitor this as my practice grows?
  
  
• Just how many frames should the dispensary have? (Just a side-note here that most practices have an excess in frame inventory amounting to approx $15,000. I show clients how to convert this into 'cash-flow' while saving on inventory tax)
  
  
• Should I stock contact lenses or not? (Another cash-flow and tax issue)
  
  
• What statistics are really important to manage my practice and how do we get them going?
  
  
• Do I really need an Employee Manual, and where do I start?
  
  
• Should I have a web site, and where would I start?
  
  
• Is pre-appointing my patients really that important to my patients or my practice? (a very sensitive subject, because if not done properly, a practice may easily end up with a schedule full of no-shows next year. My method guarantees this not to happen)
  
  
• How would I increase my second-pair sales without sounding like a salesperson? (many of my clients experience 30-40% success in this area, while the national average is only 3-5%...Punch that in on your calculator and imagine the possibilities...even 3rd.-party patients!)
  
  
• Am I paying my staff properly, and should I implement a bonus incentive to increase productivity?
  
  
• Do I really have the right person handling the incoming telephone calls to turn shoppers into actual patients?
  
  
• How do I know if my accounts-receivables are in check, and if not, what can I do about them?
  
  
• Should I utilize an out-source billing company?
  
  
• You generate Profit & Loss statements, but do you fully understand what all the numbers really mean, and how you can use them to focus on areas needing improvement in order to grow your practice?
  
  
• Am I really on the right managed care plans for my practice?
  
  
• Am I utilizing and empowering my staff to the highest degree to lighten my administrative role while helping them enjoy their particular field?
  
  
• Frame board management from my frame vendors? Is this possible?
  
  
• How do I keep my cost of goods as low as possible? (Great secrets will be revealed)
  
  
• How do I handle the disgruntled patient and turn them into a lifetime patient and a referral magnet?
  
  
• Are on-hold messages really important and how can I actually profit from them?
  
  
• Do I have the proper equipment to WOW my patients so they perceive that this was the best eye examination that they have ever had and look forward to returning again next year?
  
  
• How do I get my current patients to refer others? (Talk about saving money on external marketing!)
  
  
• My practice seems to be either 'feast or famine'...how do I effectively schedule my patients for higher productivity?