This is about Tom Brady and how he is such a peak performer and has been a peak performer for so long. He kept texting people on his team, and you know what he ended the text with? "We will win." I have learned so much. I've been studying Tom Brady a lot because it's just crazy what he's accomplishing, and he's not done yet. What a peak performer, right?
But here's the thing. "We will win." What is your mindset? Do you have that belief that you will win, that you will make it happen? Are you leading your team in that kind of way? Or are you adding to the frustrations and the complaining and enabling it?
The complaints that we hear are, "None of your leads are qualified. None of them have the money. None of them are starting." But that was never about what he said, and he lifted people from the top, and he just said, "You know what? We will do this." So change the mentality. Change the words that you're talking, that are coming through your brain, and change it to, "We will find the ones who have the money." Because that's the way our system works.
And we don't guarantee only people who have money are going to come through. That's impossible. So you got to find the ones that have the cash, you got to bring them into your office, and then you got to get them to start. You got to close them. There's got to be a unique value proposition. You've got to treat them good. Everything that we've been telling you.
The mindset, the words, they have to change in our brains in order to make the numbers and the production and your goals and your dreams increase, as well. And I've given this challenge before. I'm going to give it again. Change the words in your brain. Change the words that you're telling yourself. Change the words that you are telling your team. "You will win. We will win."
I promise you, I have seen this work over and over and over again. I personally went into an office, took it from zero, pretty much startup, zero dollars in production, to over $250,000 in monthly production in four months or so, and it's continued to be that way. Its best month is like 368,000 in collections, well over a $3 million practice, from zero. I did that in four months. You can do it, guys. And I'm not saying that to brag, to be braggadocious. I'm telling you because I knew it was going to happen. As soon as I stepped in there, I knew it was going to happen. I said, "I want the consults. I want to close. I want to make this happen. I want to show it's possible." And now, you gotta take that and make it happen for you in your office, all right? Let's make it happen.
Have you ever heard the term technobabble? Maybe you have, maybe you haven't. Some have identified technobabble as the number one sales killer. I've addressed this in the past and I want to address it again because I know it is happening.
Technobabble is the use of words that people may not understand unless you explain more about it. And this is the use of big words or industry jargon that a lot of people just aren't used to, right? And if you use them without explaining what they are, it can absolutely kill yourselves. And that includes the use of acronyms, right?
So let me go over a couple of these words that we think are completely normal, but a patient, it might just confuse the patient if we talk too fast or over their head. Now, I know that there are several people who walk in who actually don't know what a bridge is. We just use it all the time. We're like, "Oh yeah, the full bridge," or, "This bridge," and they just don't know what it is.
Did you know that there's like virtually no Google searches for full arch dental implants? Nobody uses that outside of the implant industry. It's always full mouth dental implants. That's what everybody searches. Those are the terms that they know, right?
So bridge, arch, an abutment, even a crown, they may not really understand what it actually is. Then you get into more complex terms like osseointegration, on the maxilla or the mandible. And really, we should just be using layman terms for everybody to understand, or if we do use, for example, "Yeah, your upper arch," maybe you're showing a model. "This is a model of your lower arch." Don't say arch, just say, "This is a model of your lower teeth, of a full set of lower teeth, a full mouth of the top or the bottom jaw." You are using those types of terms instead of the industry jargon. Because if you don't, they're just going to start thinking about what that thing is or, "Hey, I didn't understand that part," and it just will compound on itself.
Once you start getting into finances, if you don't use really simple terms like, "This is what your monthly payment would be," if you go into these crazy financing terms, which I don't think we do, or you start talking about, "Yeah, you could go to GreenSky or Proceed, LendingClub," and you start using all of these things that they don't really understand, you will create something in their brains that will make it so that they just aren't clear. And really, the only thing that matters is understanding and clarity between you and the patient who's sitting in front of you.
This is a very, very, very simple reminder to not use technobabble. And if you do, then you must explain what that actually is. And it's just a little tweak, but I promise it'll help you close more deals.
I'm going to offer a challenge to you today, and I really, really, really hope you accept it. And it has something to do with the expert positioning cycle. It's been a long time, actually, since I've talked about the expert positioning cycle, but I could bet 100 out of 100 doctors want to be known as the expert in their area or want to be known as an expert, right? You need that positioning so that people want to chase you, instead of you chasing them. You want to start getting phone calls that they say, "Hey, I would like to do my treatment with you guys. Can I come in for a consultation?" That's really what you want to happen. However, if you don't understand the expert positioning cycle and you don't execute around the expert positioning cycle, you're probably not ever going to get there.
In fact, you could do thousands and thousands of implants, and if you don't actually understand and execute on the expert positioning cycle, nobody's going to even know you did them. All right? So if you picture a cycle with several different steps, so up at the very top is expert positioning, right down here is you actually have to create a result. You're not an expert unless you can actually create a result of something, in your case, beautiful smiles with dental implants. So, what's the next step? In order to increase your expert positioning, you must capture the result. If you don't capture the result, then you can't do the next step, which is amplify the result. And if you can't amplify the result and you don't amplify the result, then your expert positioning does not get any better. Does that make sense?
Expert positioning, produce a result, capture the result, amplify the result and your expert positioning gets better and better. So, what is my challenge to you? My challenge to you is at a very minimum, hire a part-time videographer that you can schedule to come into your office every single two week post-op or every single before surgery day or two week post-op appointment, or even if it's when you deliver your final. That is my challenge to you so that they can come in and capture the result. Because you are an expert, you have some expert positioning cycle, and you are producing a result. Where you really have breakdowns is capturing the result to be able to amplify it. So, that is my challenge to you.
I've issued similar challenges, but it's been, "Hey, go out and capture the result." But this time, you actually have to execute on the ability to capture. I'm in a studio, obviously we have lighting and stuff like that. If you buy the equipment, that's fine too. But some of you, I know, have been sitting on this thought since the last time I brought this up thinking, "Man, I really ought to make a studio." My challenge is to hire somebody and capture every single patient result that comes through the door, because if you don't, your results will never become amplified. And as you do more implant cases, nobody will know, and I know that's not what you want. Accept my challenge, capture the result so your expert positioning cycle can increase exponentially. Thanks. See you soon.
Let's talk about getting 100% financial clarity inside the consult way before the patient ever thinks about leaving. I think that this is a pretty big deal with a lot of our clients. We haven't really stressed this that much, and I've been hearing this more and more, so it's time that we address this once and for all. Okay?
I'm going to take two different scenarios of patients. The first one mentions that they have some cash to put down and is thinking about financing the rest of it or something like that. The other one we just don't think has a good shot. They've already talked about it. Maybe they filled out the form and they're thinking about a co-signer. Let's walk through these scenarios and what I mean about getting 100% financial clarity.
Patient A. You get to the end of the consult and you present the price, and following our Arches For Days course, you will not say anything. You'll just let them bring it up. Right? So then they bring up, "Well, yeah, I was thinking about maybe putting some down, financing the rest, but well, I really got to go think about this. That's more than I was planning on." If we're not ready for this scenario, they're going to leave without having clarity. We have to get them to the point where we've actually run financing and run a couple of different scenarios on how much they would put down.
So you must keep the conversation moving and say, "Okay, well, how much were you thinking about putting down?" Let's say, "Well, I was thinking about 10 to 15,000." "Okay, great. I'm going to take that, and then I need you to fill this form out real quick so I can go check our financing companies and just kind of see what would happen if you finance the rest with your payments." Use very assumptive language. They fill it out. You go and you check all the credit companies and you come back and you present to them a couple of different scenarios. "Well, this is what it would look like if you put 10,000 down. This is what would happen if you put 15,000 down, and just for the heck of it, `I did another one that was if you put 20,000 down. This is what your payment terms would be and this is how much you would pay. No prepayment penalties or anything like that. So how does that look?"
Boom, 100% clarity, right? You have to have that. Don't let that person go and say, "Man, I've really got to think about this," without running their financing. I think this is happening a lot. Okay?
Let's now look at patient two. Patient two on the form, maybe said they're looking for a co-signer. So you're already getting a little bit dragged down because, oh, man, not going to be able to do same-day close. They probably don't have the funds to do this right away, et cetera. You get to the very end of the consult. You show them the fees, and they are blown away.
But during the consultation, they mentioned that their mom might maybe help them or they really just need to figure out how much this thing was actually going to cost. Do not blow those people off. At the end of the consultation, you still have to get 100% clarity as to for them to go home and make a decision and find a way. At the end you would say, "Well, you know, hey, you mentioned your mom during the consultation. She was planning on helping you. Do you know, was she planning on paying a big chunk? Was she maybe thinking about co-signing for you?" "Well, I mean, I haven't really talked to her a ton about it yet." Still, you don't lose hope. "Well, let's talk about financing, then. Where do you think your credit is right now?" "Oh, I don't think it's that good." "Okay, let's do this. Fill out this form. I'm going to go see if we could get anything financed for you. It's not going to affect your credit at all."
So you go and determine, did they get financed for anything or not? Then you say, "All right. Well, we weren't able to get you financed for anything. So let's talk about your mom and co-signing. If we were to get the whole thing financed and she has really good credit, this is probably where you're going to be payment wise. Would you be able to do that? Again, I don't know until I can run credit with her. If she was going to put a chunk down and get finance, which is now we know that's going to happen, let's say she puts 10 down, 10,000 down, and she finances the rest. This is what that scenario would look like."
So now they have 100% clarity on what they need to go and talk to their co-signer about or whoever's going to help them pay for the treatment. This is why when I was closing, I got so many callbacks; is that there was just 100% clarity. I still am, from when I was closing, still getting callbacks. Got one a week and a half ago, a full mouth of a guy who called back and is now doing it. So the callbacks, they do happen, but they can't happen unless you give them complete 100% clarity. And my fear is that if your patients don't have financial clarity when they leave, they're going to go somewhere else and get it, because they're just not sure how it's going to work.
Right now commit to 100% financial clarity with the patients. And if you think you're doing it, that's great. Just look at it a step further. Do they know exactly what their payment would be? Did you run different scenarios that might be going through their brains? Do they know exactly who to go talk to? What to tell them? 100% financial clarity. Do not let people leave. You've got to do your best. Using the assumptive language, get the financing to put in front of them so they can make a decision. Without it you're done.
Let's go out and get more financial clarity. I guarantee case acceptance will go up.
By now you should know exactly where you want to be at the end of 2021. You should already have a goal in place. If you don't, get it in place as quickly as possible. What kind of implant production do you want to be doing by the end of 2021? Now, once you get clear on what that actually looks like, it's time to track. I'm going to apply this to the most popular new year's resolution imaginable, which is weight loss. How do you know somebody's serious about losing weight? If somebody can tell you, "This is exactly the calories that I ingested and this is exactly the amount of calories I've burned," are they serious or not? Of course they're serious, which is why they're going to lose weight. As long as they know their metrics and they're willing to make adjustments in their life, they're going to lose weight.
It's that simple. The difference is the people who aren't serious about it or who aren't serious long-term will stop tracking those metrics. They'll just stop. That's the first thing that'll go. And then they'll stop going to the gym and dah, dah, dah, dah and it's the same thing as every year. They don't really lose weight. If you are serious about growing your implant production, you will track all of the metrics you need to in order to make it happen. Literally it could take 60 seconds for you to put in the metrics that we need, and that you need to see in order to really be successful over the long-term. 60 seconds a day. That's it. If you aren't doing that and you're not willing to do it, or you don't want to do it, I don't know if you're super serious about growing your implant production. Inside the [inaudible 00:01:41] course, we have the exact template you need to do.
You just punch in the numbers and then it will automatically calculate your entire funnel statistics for you. So we would know exactly what's wrong to troubleshoot it. The cost per lead, the amount of leads, the amount of sets, is it the closing in the office and something in between, or even the follow-up afterwards. If we have those metrics, we can diagnose it. If you call us and you say, "All your leads are crap. Your program doesn't work." The first thing we're going to say is, "Let's go over your metrics." So that we can actually see what's going on and diagnose it. For example, how many of the leads are we scheduling? How many leads did we get? What's the cost per lead? And then can improve the part that needs to be improved. But if you weren't tracking it and then you call us and you're like, "Hey, this just isn't working."
It's the same as that person who's just not serious about losing weight. We want metrics available and we have to have a pep talk and we have to talk about it. We have to coach, and we have to say time to start tracking your metrics so we really, really, really know what's going on. If you're serious about growing your implant production, you will do that. And then you can communicate with us because over the long-term, over a several month period, we will be able to coach you to success. Period. I truly 100% believe that in my soul, because we have done this too many times for you to not be successful. Let's make your vision a reality in 2021. Let's get the metrics. Let's talk to your success coach, get the templates. Let's track this for you. So finally, 2021 is the time your implant production explodes. That sounds great? If by chance you are already tracking it in a different methodology, that's fine. We just need to communicate with each other so that we're on the same page with your metrics. 2021 is your year. Let's go get it.
All right. I hope that your team and the training of your team is somehow baked into your 2021 processes. In order for you to get from point A to point B and make your vision a reality, of course we've already talked about tracking your metrics, but it's also imperative that you create the environment and the time necessary to get your team sufficiently trained.
Inside the Arches for Days course, we have an extensive portion of that training that talks about team time in training. We've even created the Arches for Days course that shows you from the front end all the way to the back end, on setting, setting up your consult room, getting the right people in the office, what you should do to build rapport, all of the phases of the consultation, it's all in there. What you have to do now is make the time necessary for your team to go through the training and complete it.
If you do that, then your team will be well equipped as long as you follow what's in this course. I have seen what's in this course take practices from zero to about 675,000 in monthly sales over the course of three months. Zero to 675,000. The third month, the practice did 675,000 doing exactly what I am teaching you in this Arches for Days course.
I myself went in a small town, digital budget, 7,000 total, and sold a million dollars in four months. Over a million dollars in four months, turned it into a $3 million practice in just a super small town and that was just four months. It's now churning, at that or more, every single month. The processes in the Arches for Days course are going to work. You just need to follow them and allow your team the time to train as well. Then apply each step step-by-step and you will have success. Okay? Let's make that time available to be able to make that happen.
Today, let's talk a little bit about the objection, I need to think about it. Those words, combined, are some of the most ugly words in the English language, especially when you've worked so hard and you know that dental implant treatment is for sure the right thing for that patient. It can be really hard because once they walk out the door, you'd never know what they're going to do. Obviously, it's their choice and we are not in the business of high-pressure sales, but I want to go over this objection with you.
The first thing that I want to talk to you about is that if this is happening a lot, I don't know exactly what the number is, but if it's happening pretty frequently, it's very likely that something is off in your sales presentation. It's not the set, it's not the quality of the people coming in. They're not all price shoppers. That's impossible. If we're getting this, I need to think about it all of the time, then there's something wrong in the sales process when they come into the office, okay? If it happens, occasionally that's completely normal and there are several ways that we can address that objection.
Essentially, it doesn't matter which method you use to address that objection. The main thing is, is you got to understand what's going on in their brains before they leave. If they say, "Hey, I need to think about this", and you just say, "Okay, sounds good. Call me back when you're ready or whatever." That's what we want to try to avoid. What we want to try to do is ask them questions so that we can understand what exactly it is that's going through their brain.
What I did is I actually asked some people in our Closing Collective. We have these hats, they have these golden CC on it. A Closing Collective is basically where we have faculty who are just really killing it, doing a phenomenal job with their practices, closing lots of deals. They're the faculty, with myself, and we have lots of good discussion in there. We release things first in the Closing Collective and we do virtual masterminds. We do interviews with these folks, and it's a place where all of those people can collaborate. Anybody can join the Closing Collective. If you're interested, just go ahead and reach out to us, but I asked some of the faculty what their responses are to that objection. I just wanted to read a few of these so that you can understand what you can do in a situation like this, with I can think about it.
Okay, number one. One person said they say, "Well, I'm kind of confused. I know you really want this. What's holding you back?" Most likely it's going to be money, or they need to talk to somebody or something like this, but you need to understand what it is. Here's another one. When they say, "I need to go and think about this," you can say something like this. "Okay, out of curiosity, what factors do you still need to consider?" That's one that one of the members of the Closing Collective put in as well. "Out of curiosity, what factors do you still need to consider?" One more, if you just feel like, you know what? This person's a red personality. If I push any further, even if I ask another question, it's going to completely turn them off. You can feel that in the consult. If that's the case, literally you can just set a very specific time. "Okay, great. Let's follow up on Monday and see where you're at." Or, "I'll follow up with you on Monday. How does that sound?"
Ask clarifying questions, so you can understand exactly what it is that they need to think about. That is really your goal. Then you can address each one of those things individually. Let's say, for example, they need to go and talk to their spouse. This video isn't meant to be a full-on objections training, but let's say they need to go and talk to their spouse. There's a couple things that you can do. You can schedule a virtual appointment to meet with them and their spouse. You can ask them, "If you go home and talk to your spouse about this, what do you think they're going to say?" I used that one a lot. Then most of the time, "Well, yeah, they were pretty supportive." "Okay, they were pretty supportive. Did they want you to do this?" "Yeah, they want me to do this." "Okay. Do you think there's anything they would say that would make you not go through with this?"
Then it probably comes down to, "Well, I need to really talk to them about how much this is going to cost and that kind of a thing." "Okay. Well, if you go home, you think about this for a minute, you guys talk it over, they're okay with the cost. How do you feel about it? Would you be ready to move forward?" "Yes, I would be ready to move forward." That's what you want. Then you can say, "All right, well, I'm going to go ahead and give you a call on Monday. Does that sound good?"
You've at least addressed all of those things. You know it's just the cost. That's all they need to talk about with their spouse, and you've set a date that you're going to follow up. That's one way you can deal with the I need to think about it objection and I need to talk about it with my spouse objection. I will just end with this in this video, if by chance you are having a lot of people come in without their spouse, it's time to talk about spouse and other decision makers in the set so that they start coming into the consultations with the individual who's going to get the treatment. Okay? Does that help? I need to think about it. They're dreaded words, but all it is, a time for us to go back, reflect how we can make the sales process better and really get clear on what's holding them back.
The Dental Implant Machine is a funnel marketing company, and a funnel is basically the inputs then equal an output. New patient leads equal patients, right? That's the whole sales funnel that we're talking about, not just an online lead generation funnel.
Essentially, this whole sales funnel has several different steps. For example, how much does it cost to get us a lead? We need a lead. Then of those leads, how many are we actually scheduling? Of the leads that we're scheduling, how many of them are actually showing up? Of the ones who are showing up, how many of them are actually being closed and starting treatment? It's really simple, four main metrics. There are a lot more that we could possibly track, but that's the most basic four.
Any time that you run a marketing campaign, maybe it's going really well right off the bat, maybe it's not. No matter what happens, we need to know those metrics of the funnel together. You need to know them as an office. You have to realize dental implant sales is a high ticket sale, meaning it's a lot of money. One sale can make all the difference. One sale, you can break even. One sale, you can actually make 10 grand depending on what kind of sale it actually is. We could make $15,000 or even $30,000, depending on your fees and your margins.
Do you feel like it's worth tweaking some of the steps in the funnel, diagnosing the issue? It is really simple. We need to know those statistics, and then we need to pick the metric that needs to be improved. For example, it could be the cost per lead. It could be, hey, you know what? We're only scheduling 15%, 20% of the leads. We need that to be 30%. If that's 30% and we maintain our close rate, then we'll get two, three more sales a month using the same ad spend.
If by chance you are breaking even or not making the money that you want to right now, it's as simple as pinpointing the metric to improve. For example, did you know it takes about ... I think it's like $1.60 something in McDonald's advertising to get somebody to show up at the drive-thru. Somebody shows up at the drive-through, and all they do is order a dollar sandwich, well, they just lost money. But they don't stop spending the advertising. They say, "You know what? Okay, what else can I do? Okay, I've got the dollar sandwich, I've got French fries, I've got drinks, I've got parfaits. If they order all of that, well, I can make $3, or whatever, on my whole order, or $5 on that customer. So I spent $1.60, I made five bucks," and now you just get as many of those as possible.
The beautiful thing about what we're doing is that it's not razor-thin margins like McDonald's. We can make simple tweaks in our marketing, simple tweaks in what we're saying to get people to show up. Simple tweaks in our consultations, and it's a $10,000 swing. It's a $15,000, it's a $20,000, it's a $30,000, $40,000, $50,000 swing. Do not get discouraged, pinpoint the metric, work with your success coach, and let's get it figured out for you.
The doctor time in the consultation should be roughly 10 minutes. Some of you doctors may be thinking, "I could never do that." And in fact, there's several of you who are actually doing the entire hour long consultation by yourself. There's pros and cons to both. But I want to explain to you why our methodology says that you should only be in there for 10 minutes, 15 minutes max, depending on the medical questions that they ask you.
Number one, the doctor needs to be producing, meaning you need to be doing as much work as you possibly can be doing because that's how your office makes money. So if you're in hour long consultations that don't go well, that whole entire hour is wasted. In fact, if you get anybody in front of you who's not qualified, it's an hour that's completely wasted. So then your frustration starts building that, "Oh, man, I spent an hour with this person and they couldn't get qualified, or they couldn't get all the money that we need."
And then guess what? The problem starts to compound because you now can't follow-up with that individual either. You're the one who knows everything going on with that patient, but you don't have time. You don't have time to follow-up with that person or make a note and follow-up with that person in three months. So the problems of closing these patients start compounding on themselves if you are the one who's mainly doing the closing.
Now, some of you may be thinking, "Well, I don't have anybody that I can trust in my office to sell these things." Well, that's got to be a major goal of yours then. Because ideally, you have somebody who you trust, who can close deals, who can build rapport, you come in and establish the authority, meet the patient, get them excited to be doing the treatment to solve the problem that they came in to be solved and then your team finishes closing the deal.
Now, imagine somebody comes in and ends up not getting finance. Well, that's still frustrating, but it's less frustrating because this treatment coordinator can now follow-up with them in three, four, five, six months, however long it needs to be. They can talk with this patient about a co-signer and then follow-up with that person next week about if they ended up talking with their uncle, or their mom, or their dad, or their brother, or sister, or whatever to co-sign to get that financing through. If you are spending a lot of time on the consults, then your sales are going to suffer long-term. And it's time to move very quickly towards what we profess is the best way, the best method. And that's having a closer in your office making the deals happen.
See, one of my biggest responsibilities I feel like as founder and CEO of the Dental Implant Machine is to be the chief cheerleader, the chief belief officer. What I mean by the chief belief officer is instilling belief in everybody that there are so many people out there, so many people who need arches. And if we get these systems and processes right, we will see and complete arches for days, which is simply a statement that means there are a lot of people who need this. There are a lot of people right in your back door that need this procedure done. All we got to do is believe.
If we believe enough that whatever roadblock is in our way is the actual key to having success in our area, whether it's getting the right patient opportunities into the office, whether it's actually closing them when they get in the office, whether it's as a doctor you're just not quite comfortable selling fixed arches yet or with sinus lifts, whatever that roadblock might be, do you believe that there are arches for days out there, people who really, really need this help and are you willing to go the extra mile and to dig deeper and to do what it takes to make it happen?
The office that I close for, for just over three months, is in small town in the very Southern part of Utah. At some point you just think, "My goodness, the advertising has been going for so long. Is there really more people that we can help?" Or "My goodness, if this person walks out, we're not going to have another case ever and there's no time for us to just learn because we need to make sure everything is perfect right now." Well, that's simply not the case. There are so many people who need this procedure done. So every single phone call, every single person who does or does not show up, every single person who shows up but we don't close or that we do close, we have to consider that as a learning experience.
I've been reading a book about Elon Musk for the last little while and did you know that Tesla almost went bankrupt three or four times? I was like, "Wow, that's crazy." He was on the verge of selling Tesla to Google, their cash reserves are just stacks upon stacks upon stacks of cash. He was literally on the verge of selling Tesla to Google when they made their first sales breakthrough and this was several years after they had actually started and had promised the delivery of a full electric car sedan that was pretty sporty and awesome as well. No matter where you are at, do you believe that you will make this happen? Elon Musk literally put in almost all of his money into Tesla. I have learned so much just about his perspectives. I don't agree with everything he says, but about his perspective and the belief that he has and what he's going to deliver, that literally nothing got in his way. Do you believe that there are arches for days out there because if you do, you will make it happen.