Today, Dave Monahan, CEO of Kleer, laid out a clear argument for implementing a dental membership plan in your practice or DSO.
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You can also download the ebook referenced at the end of the webinar.
Below is a machine generated and therefore imperfect transcript of the webinar:
I’m Dave Monahan, CEO of Kleer. I’m going to keep this in a very fast pace, especially since we just lost a few minutes. But there’s gonna be a few poll questions along the way. I may skip some of those two make up some time, but if I do through a poll question up there, please respond. I’m and I want to keep the questions till the end. So if you have any questions, you can post them. If I If I i’ll just get through this like I said it yet Well, about ten minutes or so at the end for those on DH, So let me jump right in. This is the agenda going to cover eso Forest were to cover what I call the reimbursement crisis on DH, then what your patients want. Both these items were based on a bunch of market research I’ve done prior to starting Kleer. I’m gonna get into membership plans and some of the benefits and sort of would have their structured and best practices in the case study. And then I won’t talk a little bit about Kleer. It’s not gonna be a lot. It’s going to be like maybe five minutes. I just wanna explain what Kleers all about. So this’LL just jumping right into what I’m calling the reimbursement crisis on DH first. I’m the measure of you seen these slides. Is this data before? But I Dennis, earnings have actually remained flat for the last twenty years. On that was up until, you know, from ninety seven two thousand fifteen. That’s the last time the study was done from the data I’ve seen. It hasn’t gotten any better since then, but but the night is the earnings remain flat during that time. Wow, the market itself grew at seventy percent. So very robots mark it, But earnings are many flats. So when we’re doing a research, obviously the question is, what was going on? Why would that happen? I have not seen that in the market before, eh? So we took a little deeper look into it and probably no surprise of anybody on the on the call. Then on the shores of draining quite a bit of money out of this market, eso roughly about thirty billion dollars make it into the shores hands, but they never never gets to patient care. And so they generate about seventy five billion of revenue, but only about sixty percent of that gets to care. So obviously that’s a pretty big drain and drags on. The more mark it. I’m saying a little bit deeper. I trying to look at okay, How, you know, given, you know, the drain in the market and the Dennis Ernie’s remaining flat so that you know what’s sort of maybe some of the other items of contributing to that and you’ll see on this slide This is based on eighty hp. I report reimbursement rates declined from two thousand ten to two thousand fifteen in all those states that are shaded sort of purple or pink on. And if you add up all the dentist in those states, it makes up about ninety nine percent of all dentists in the U. S. O. A reimbursement decline from two thousand ten to two thousand fifteen. The only place you saw any increase was Alaska, Montana, North Dakota and South Dakota. I was, you know, a lot of Dennis in the States. So if you’ve been feeling both of reimbursement crisis on and sort of the dragon, your earnings, you know that soon as she is a good indication, you know, in a high level sort of what you’re feeling that I’m And then I know this is a little bit of the eye chart, but this is another study that was done. It was basically looking at the change in the payment rate I reimbursement rate. What are we gonna call it relative to the percentage of Dennis participating in a P P. O. And this is by state once again. And so the red bar graphs are the decline in reimbursement rates or increase towards the right hand side. Here in those handful of states on DH. The blue line is what percentage of the dentist in those states were participating in a P. Pio. And what this found the study found from the Journal of the American Dental Association, is that there’s a very strong correlation between the tips of the Mohr Dennis that participated GPO’s by state. The lower the reimbursement wass and they had a very strong correlation is actually point seven seven. Correlation s o very very show is sort of that I Well, some people say, Well, what if you know, maybe it’LL prove, you know as we go along. Uh, Morgan Stanley researchers came out with a study is about six months ago. Seven months ago on, they basically imported the decline of six point seven percent on reversal rates for eighteen and the project. It almost nine percent declined in nineteen. So I think the name of that is it’s not going to get a better so now moving over. So that sort of you know, how I’d label so the reimbursement crisis on Now the question is, you know, let’s go to the patient’s side and sort of see what’s going on there and again. This is part of that research we’ve done part of starting Kleer, and you probably know this at a high level. But miss you, A lot of people haven’t seen the actual data. S o. This is showing, you know how what percentage of the population has dental benefits in the sort of the adult population age nineteen sixty four and then for the senior population sixty five plus. So the Blue line shows the gull populations. He’s been incredibly steady only back to two thousand to two thousand fifteen, about sixty six percent. So the opposite side of that is one in three US adults don’t have dental benefits, and then it gets much worse in the senior population sixty five plus on ly. About thirty three percent of that population has dental benefits, and the reason that is is once they retire. There’s Medicare does not cover dental benefits, so they’re on their own. And most of them, as you can see, don’t buy dental benefits at that point on their own. S o ah, very large percentage of population does not have dental benefits. And if you take a look at that, you know, if you segment that there’s about one hundred million people in the US that don’t have dental benefits, and if you look it well, how many of them go to a dentist every year? And this is the number’s by the different generations. So about thirty eight million uninsured patients visit and see chair, and you can see by millennial Gen X baby boomer silent once again, obviously heavily weighted towards the older population, a CZ you know, as a retired in all benefits, they still go to the dentist s. Oh, it’s a you know what they say About thirteen million in the silent generation but nine million baby boomers, almost seven million gen X and a very large amount of millennial side as well nine point five minutes a total of thirty eight million. Who These people are walking into a dental practice every year. So have dental benefits. And if you sort of married it down to days in the year, it’s about a hundred fifty thousand uninsured patients walk into a desk every day, and we spent some time with this patient population. We did focus groups and interviews. We did a national survey, and we’re trying to understand. So have a value. Dental care. Why do they knock it as much Dental carries others and so on and so forth. So here’s US information that came from that study. So first, they this uninsured population really values dental care, and you can see the types of things they link it to. So they link it to things like their overall health, their quality of life, you know, whether they’re gonna live longer. So it’s amazingly strong value proposition. If you take a step back and look at any kind of service or product, somebody might offer somebody anybody would love to have these types of numbers is backing up what they’re offering. So the net of all that is or a health is very valuable. The uninsured patients. But and you probably see this in your practice I But they they avoid treatment is sort of the net of it. And we did a number of studies on dental practices and we would pull all their data from the practice management system and we would segment it into insured and uninsured and just trying to stay in sort of different behaviors. How often do they visit, What treatment do they accept and so on and so forth? And this is just a study for one of the practices. But it was very common thieves that the numbers are very common across the practices we analyzed. And what you see here is the uninsured patients. In this thiss practice, we’re coming in an average for pro fees point five a years. That meant that they were coming in, on average, across the whole industry population once every two years, where the short we’re coming in about one point three times a year for their pro fees and this is very common. We see these numbers over and over again, ensured my few one point to when you want put forward a one point five somewhere in that range. Uninsured typically point five point six. Some even point for I. But there’s a huge disparity between the two and then once they’re in the chair and visiting in shorter except about five point five procedures a year in this case and the uninsured er accepted two and a half. So less than half of the procedures accepted. I uninsured versus insured. So why write? So the obvious question is, why does that is that happening? And I found a bunch of studies that, you know, we’re showing some numbers and sort of what was driving this, and we did our own study and we actually did a national survey and try to find out what’s going on. And these two things jump out in our jump down our research and also in other research that I’ve I’ve reviewed. And so then that is typically, they say it’s too expensive and I don’t have coverage or I don’t have insurance and the two are very interim related. They think because they don’t have insurance, it’s going to be too expensive. They also will overestimate the cost of care by two x three x for X, we would actually do focus groups, and we’d say how much is a cleaning? And a typical answer would be two hundred dollars. How much is a felling? They would typically answer eight hundred dollars on they It wasn’t necessary. That was too expensive, Really. Issue was they had no idea how much it costs. And they would over estimate the cost by, like I said, a factor of two, even a factor only up the four s o. I wanted to get into the minds of the uninsured. And so we ask you an interview and we try to understand what’s going on. So, you know, just think of themselves in your chair. They don’t have coverage, they need work. So what’s going on in their minds? They’re very worried about the cost of care there. They hate not having coverage. They feel, you know, basically that there is no left out. They don’t have a great way of determining what the pay. And so the net of all that is they feel very exposed. And the sort of the analogy I would share with you on this is if you go to the mechanic, you take your car and you need worked on. And let’s say you have a fairly new car. He’s got a lot electronics and they you no list. Ten things need to be fixed on the car, and it costs a thousand dollars and you look at it and you have no idea if that thousand dollars is a good deal. Bad deal if you even need the repairs. It’s a very similar experience for your uninsured patients when they come into your into your office. Here’s a great news, though, is they want coverage. They don’t have it. They feel exposed. They’d love to get coverage. Uh, this is a national survey we done, And what you see here is the level of interest in buying dental coverage and from slightly interested twenty four percent moderately twenty four very interested, twenty six extremely interested, twenty two percent. So if you sort of look at the left hand side of this graph, forty eight percent of uninsured are either extremely or very interested in buying dental coverage now, the key that was we would ask him, what does the coverage need? Tohave, innit? You know, how’s it need to be structured? Fun questions like that And that is it came down to They wanted it simple. They wanted that transparent at one of the affordable on simple and transparent, Pretty straightforward. They won’t understand pricing. They wanted to not have a whole lot of caveats and catches and deductibles and everything they’re saying, you know, used to with insurance. They don’t like any of that. They want to get rid of all that they’re used to, you know, uber and you know, Airbnb and Netflix likes very simple, easy, sort of understand agreements on that, getting what they want. But the the transparency is they won’t understand pricing. I and I know that’s Ah, sort of a new thought in this market, but I’ll share some information later about this. It’s really important to be transparent on an affordable that might down like something boys say while they want it really inexpensively. And actually that’s not true. Affordable when we asked them is you know, what would you expect if you get your two clays? You’re your exams or X rays. You know, what would you expect? That the cost and the numbers, you know, typically came back thirty to fifty dollars a month is what they were expecting. And if you add that up, it’s actually one much better than insurance. And two, it’s actually a very profit. Could be very profitable business for your practice If you structured within was sort of in that range, eh? So it’s not, you know, in expensive or cheap. It’s just quote unquote affordable. So what we learned from this is we would then talk to him about what you know what they want and sort of, you know, what could be structured to help. There’s uninsured, get the care they need and feel good about it. And so, basically, you know, membership plans would have answered the question s o what I remember. She plans that’s going to make sure that, you know, we’re all on the same page when I talk about membership plan. So they’re basically care planes you offer directly to your patients, and the patient pays his annual subscription back to your practice for their preventive care and a basic discounts off the treatment I’LL go through some examples, but it’s that simple. You offer the opportunity care plan directly. Your patients. You have complete control of the plan. There’s nobody telling you what to do. You can set the price because it’s fee schedule. You consent to treatment protocol, Would you? No, it’s all under your control, which is what makes it really, really great for a practice. And Dan today. It’s a win win. So you know you’re able to control the payments and you can train that I control the protocol. Are all payments made directly the year there’s no middleman? Ah, and what the patient get? They basically get what we, you know, learned in our market research that they want something simple. It’s easy, It’s comprehensive, It’s affordable. They get the care they want. Indeed, S O, you know, basically gives them everything they want. While it also is much better for your practice than that insurance or, you know, very much better than having somebody who has no coverage at all. I’m so before again. And some of the details of sort of have a structure, a membership planet, best practices and things like that. I always like, take a step back. And don’t think of this just as a transaction between you and your patients. Think of it as a true membership plan and these air some examples of membership plans I have and you have your own. You may have the same one, but you know each one of these young Chris, You know what sort of behaviors for me that I probably will not probably I didn’t have before I became a member. So they a great example is Amazon prime. I use that for pretty much everything now, and one of the huge things impact that had on my life was. I love doing projects on the weekend and rather than now have to go Johan around a harbor store for three hours on a Saturday. I owe everything I needed the beginning of the week through Prime. It’s at my doorstep, you know, Thursday and I’m often writing in the weekend. Right away assumes I get up or Netflix. I can remember the last time I got a movie outside of Netflix, but so that is, Think about your membership planning this these terms. It’s a way to create loyalty with your patients and make them feel good about your practice, feel part of your practice and appreciate your practice. It’s not just about the transaction, and this might be a little hard to see, but I just wanted to show an example of a membership plan. So if you can see the graphic here, so basically, you know this example. Thiss practices offering three plans that what they’re called child completed Dole complete Imperial I’LL just go into the mint, but one adult complete is your typical adult plan. This chauffeur. You know anybody fourteen and older, they get their two cleanings or two exams or screenings the routine X rays and they threw in the emergency exam. In addition to that there giving discounts, you can see it’s fifteen to fifty five percent off other procedures, pleaded our practice. You could open this up and see what you know procedure categories, you know, and which discounts alive these procedure category. If this is just sort of a structure that you know, this one practice is offering its twenty dollars a month in this case two forty for the year, and the pry patient off the list price would save three ninety four and I say you should price of this way or offer these things, but just an example of sort of the structure of a member of it’s sort of a typical membership plan. We on our platform we have practices that offer to care plans. Like, you know, these types plans three we mothers wall for five. We have some who offer things that kids broken down into three age categories than an adult in the area with others who off. Nothing’s the seniors and so on and so forth. They can take whatever structure you want on target, whatever you know, patient base you want. But the idea is, it’s a more structured. You got your clean museums, your X rays, and they get discounts off of other treatment. It’s typically monthly or annual subscription being the face work. So you know what? If you take a step back and say, Okay, you know why I offer this and sort of what does it mean to your patients? These are what we heard from patients themselves once they became a member, or that they were outside the system and didn’t have a care a care plan and were one of the care plan. So the key aspects of this from a patient perspective, is I get the care I need and really important when I need it. It’s not, you know, when they don’t have coverage, it typically won’t come in until they’re in extreme pain or they have extreme problem. Now. They get it when they need it on, get along. You do in a year, and they don’t need to think about it. It’s always there has needed and they’re getting. Obviously, they’re improving their overall health back to that value proposition. What overall health means uninsured patients. They feel good about that, that they’re taking steps in the right direction, that around the world health I The next one might sound a little funny, but it is really important that they feel good about themselves. There’s an energy to this that make people feel really good, and we saw in two ways. One is I have coverage and I feel really good about that. And then once I went to Venice, he came out. I felt really good about myself. A CE well, it’s a really key aspect to the membership is feeling good, financially savvy is another real important one. So something’s always say, Well, why don’t you know? Why don’t you offer this? Why don’t give discounts And then that is people don’t like, just the by Allah cart and pay full full price. They typically will stay away from things and not use him as much in that case. So they want to feel financially savvy and they get this across most aspects of their lives. Now three subscription model so financially savvy is really important than peace of mind. I just feel good that I have coverage on. I get again back to the care. But I have coverage and I feel part of the system on a piece of mine that I that I have something on. This is a study of a practice after they implemented the membership plan. Sort of what happened, and I’ll get to some another case study down the road and he’s in the slide deck. But this was just taking the same out the same data we pulled before. But now, with the membership plan in place and then looking at, they’re insured. They’re uninsured in the membership plan patients. So how did they act tough treatment. So it’s up to you to get what we saw again. This is very common. You see, in this case, membership plan patients did about seven point three procedures per patient. We’re insured a seven point seven uninsured. It was four point seven. And what we see, typically membership playing patience is they get just about the same amount of treatment is insured. It’s typically just a little bit lower, and people ask me why I don’t have an answer for it. But it’s usually very, very close, but just tiny bit lower. But look at the Net revenue difference. So in this instance, this practice I earned eleven hundred sixteen dollars net revenues is a net of any kind of fees for those patients where on the shore they only earn eight. Forty eight is really two reasons for that. One is that premium goes to ensure not to your practice, wherein the membership plan. The subscription goes straight to your practice, and the other is your control in the fee schedule. Eyes that discount off of yours. You know your treatment is quite a bit less under the membership landed that is under the insured. Uh, This is comparing membership plans to P pose and discount players. So, you know, obviously every case is could be different by patient by practice. But what we did here is assume. Under membership playing, they’re paying three hundred dollars for a subscription for the year and the prices of providing a twenty percent discount to the national average. The MetLife P Pio plan is what we used here for for comparison, and we use the Signa Savings Plan Signal plus savings plan for the discount plan. And we assumed the person came in for one and a half pro fees a year and that one have standard exams. They did a bite wing. They had a focus problem. Focuses, examined, had a filling done s again. You can create whatever story you want to try to create. Sort of a common scenario. Ariel on what you see here is on the membership plan. Payment lies. You see the difference that the patient pays. So the patient’s pain lust. But look at the revenue for the for the practice. So five sixteen under the membership plan to sixty in three fifty seven for PPL discount plan. So what percentage of the payments that Dennis keep one hundred here, forty five here in sixty seven there and then the other key thing about the membership plane is you’re guaranteed. The revenues description is absolutely guaranteed. It’s typically paid up front or in monthly instalments. The deck illustrates your practice under PPL Discount plan on us, you get nothing unless the price patient comes in. And then you have controlled fi scheduled playing design. There are no hassles. As faras, the Nile claims our annual Maxima’s waiting period, turning benefits or excluding preexisting conditions. None of that exists, eh? So it’s not just about the financial side of this and the patient side of this, but he gets rid of all those hassles that you typically have to deal with under insurance or on. This plane doesn’t have the necessary the all these hassles, but they obviously don’t reverse like you would under a membership plan. So that is, it’s definitely the best of sort of both worlds is what you get out of membership plan a lot of time to get a question about what was the ideal patient fit for a membership plan. I use it bucket into two and always still practices do the first one first, which is your existing patients. You know, people coming in, you know, they are already coming in or they’re new, but they’re uninsured there. Those are the first people to talk to. I daren’t your doorman patients. A lot of this doorman patients aren’t coming back your practice because of fear of cost and not having coverage, just like we talked about the beginning. Eso a membership playing can get them into your into your practice when we’re seeing a lot of practices. Have success reactivating dormant patients and then the retiring baby boomers are losing dental coverage is an absolutely great fit. They typically have gone to the dentist their whole lives, and then they end up losing coverage on and they’re looking for something. And the membership plan fits very, very well. And then once you get your arms around that, it could take six months or twelve months spending a sort of, you know, how you implement I the and you have those you know, we start to get a percentage of those patient’s covered, and typically we tell practices get about fifty percent of them covered in the first year on DH, then you’re often running. So, you know, make membership plan part of what you do, then move over to attracting new patients with the membership plan. One great place to go is the fifty five plus communities and senior care facilities. Again, back to the baby boomers retire vapor murders these thiss group loves. You know, I grew up with dental Karen dental coverage and typically lost it. Small employers are also good, a good fit and uninsured consumers who are in your area. You sponsor a run or whatever in your area and broadcast and promote your membership plan to that group. I’m from a benefit perspective. I talked about a number of these, but just this sort of isolate him and make sure, you know, sort of the same page. The first one is that you increase the uninsured loyalty, their visits, the oral health. I talked a lot about the patient’s side of this, but what you’re doing really is creating what I call a membership club effect s o. These patients, once they buy in to the membership plan, are committing to the hygiene visits. They will come in a lot more once they’re in the chair, they have peace of mind. They feel covered, so they’LL accept the lot more treatment. What we typically see is fifty to seventy five percent more treatment accepted then if they don’t have coverage, that you build trust with them. Like I said, they feel financially savvy. And then I each I always tell that this comes back to that. You know, the Costco bond over Netflix model, whatever. Each visit is an opportunity to make them feel special. We actually have practices will give. They’re members of present. When they walk into the door, they’LL have, you know, a basket, those things that they can choose from. You don’t need to do that, but at least shake their hand and thank them for being a member of your practice and make him feel very close to your practice. It will drive loyalty on as faras the second line. I’ve pride not surprise here, given some of the things I went through but increasing production. So I already talked about that membership club effect and it results in both higher recall entry and acceptance so they typically come in two or three times, for it’s a fifty cent percent for treatment. But the barriers that are, you know, sort of thes unnecessary batteries is part of the right way to put it on That insured on, you know, programs put in place. They’re not there anymore. So there’s no annual maximums, a waiting period or pretty approvals, no exclusions. So you don’t have these hurdles. You need to get it over. Right? So I’m sure everybody has their stories about, You know, I couldn’t, You know, the patient accept treatment because there was something we had to figure out on the the insurance side way had a waiting period and wait six months before you could do the treatment. Now that existed, all those barriers go away. So as a result, production goes up. I get it back to some of the theme I went through the very beginning. This increases reimbursement. No surprise. There. You’re controlling their protocol. Your control description, price your control of the fee schedule. You collect all the payment straight from the from the patient and Nolly. Does this increase reimbursements? But it enables you to take back control of your practice from insurers. So now you have your own plan on what we typically see is practices to do a couple things once they put a membership plan in place. One is they get rid of discount plans. They don’t offer him any more, which is a good move. And then we’re also seeing practices. Drop the sort of poor insurance by as the worst of the insurance clients and just tell those patients by the membership plan. And it simply you know, they’LL do a phase out over the course of twelve months or something like that. But they started to take the first step of taking back control. Ah, benefit number four. There are no collections or receivable hassles. Eso those subscription payments air collected upfront their automatic Theoden final fees that they needed filling. They pay at the time service. And then there’s you basically want to have an auto renewal feature that I just ought to renews the member into the next year, and you obviously give control to the member of Tio. Opt out if they want, But the Net is patients, and you know, I’ve seen their consumers. I’ve gotten used auto neural features within subscription models, and what we’ve seen is they have no issue with it on DH. Typically, they’LL just ought over, though, and they want to continue with your with your program. Hey, benefit number five. You save a lot of time to team saves a lot of time. You could focus on patient care so you don’t have to. All these hassles of you know you don’t have real person paperwork. You know of collections receivables. You don’thave denials you got to deal with. You don’t have an annual maxim’s for waiting periods. All that stuff goes away so your team can focus on care and taking care of the patient. It’s a huge win for your team, your office team tohave AA membership plan in place and get more more patients on top of it. And then, lastly, Sorry, skipped one there. Lastly, I will go through the details of this. I have some models I could show you if we’re talking one one, but but the night is It also increases practice valuation. So if you’ve seen some of these books Membership economy, automated customer, there’s others out there. But the net is all the bushes saying subscription models will be in every market on overtime. Every market’s going. Teo Goto, a Scripture model that is people who are part of subscriptions or more loyal, and they purchase more and then the real kicker is once you go to sell a business. If it has inscription component to it, it can sell for two to five times more than a non subscription business. And it’s really simple reasons for that. Which is You have committed a loyal customers who are paying subscription and renewing at a certain rate, and it makes the business less risky and more predictable and were profitable. Eso It does increase valuation of practice over time as you build it up. Obviously, the very beginning didn’t have a lot of members. It won’t. But as overtime as you build up your membership base, it will have an impact on the evaluation. So best practices that we’ve seen out there on just there’s a few here, but one is assigned a membership playing coordinator to it. One person who for the practice owns the membership plan and coordinates with team and just make sure everybody has what they need. The team has the need that the office is set up for it. You know the processes of place to manage it. Always. One point of contact who coordinates all we’ve seen this over and over again If you don’t have that, the membership plan typically collapses on itself. Did the whole team on board I really important to have, you know, the owner, the dentist, anybody who’s sort of the you know, the person running the practice is that they are fully on board and committed to it and believe it’s the most important with an important thing for the practice to execute. Without that commitment again, the membership plan will collapse on itself. It’s really important to set and track goals. Yeah, it could be really simple. And we actually typically will tell practices. Boil this down to a weekly goal. So this week, we wantto, you know, add five members. So remember, shit plan, make it that simple, and then just track that for the week, See how you dio and set a goal for the next week. I’m so you want to do that as far as new members of concern and over time what you’re twelve months in. You also want to check, you know, set a goal for renewals and what we are. What we see is eighty percent plus is really where you should be on a renewal front on just make sure you’re tracking and following that. Making sure that you know the team sees it is an important metric of your practice. The great user experience is really important. People don’t want to fill out paperwork. They don’t want to go online and print something and fill it out and handed in. Everything needs to be online. That’s what they expect is got to be working on mobile devices. You know any kind of device, but they want to sign up. They expect to sign up. Then they’re from where they are. On any device they have, It’s got it’s got to match that. And then, as far as design is concerned, will be simple, intuitive, consistent, high quality. Again, this is just an expectation. It’s a it’s a hurdle. You have to do it or you know you’re you’re going to remember. Should play is going to seem cheaper out a date to your patients. I few of the things customized for your practice. It’s not one size fits all. We’ve seen this over and over again. Every practice has a different set of demographics. They have different wave, you know, you know, sort of treatment remains treatment protocol. You have to make sure it fits in with how your practices or run on DH. Then basically, you need to have full control of price exclusions options. Again, this is the customized based on the needs of your practice needs of your patients. It’s got to be tailored and tuned for your practice on. Make it easier for your team. Name, age. We’ve seen a lot of membership plans collapse if you don’t have automated tools that make it easy for, ah, a member to purchase a plan for your team to review it, to understand who’s bought. You know, when there were Newell’s Air coming up, what they’ve bought, you know where the payments are in process. I all that stuff needs to be really simple on Easy thirteen manage standing invites adding new members from your front desk. If you need to make a change, we see about thirty or forty forty percent of all practices make a change to their membership playing within the first twelve months. So maybe the price they want to tweak that they want to change the treatment that’s included in our plans or whatever. It could be all kinds of reasons, but then it is you need to build. Make that transition easy. Ah, and you need to be made sure that anybody who already thought that they’re playing does not change because you changed it for people buying in the future. So you gotta have what I call version control on that enables. People have already bought the state with their plan, and when they comfort over when they come up for renewal on, then anybody who’s buying new combined the new plan. I don’t want any renewals. I talked about that. I talked about rolling out the red carpet, making sure the members feel good offering gifts, thanking them, greeting them things like that. Patient cell service is also important. We see about half of patients on the Kleer platform by the plan on the by themselves, about half will go up to the front desk and that somebody help him. And so it’s got to work on a device you could roll any time of year. We see number of membership plans were involvement that say’s in January or December, December January. You know, patients don’t think that way. They want to roll any time of year again any point I then at being able to do things like that family members, my friends and things that that is also it’s something that the patients expect on making it easier. Patients of major many devices were they can review the plan benefits, they say, printed I d Card or see their I D card tracking manager payments look a price. You think that they expect that patients expect that from from any kind of modern app, uh, and service today and then customer support is really important, not just for ah, your patients, but also your team’s UT might have some questions. I need to make sure that they’re backed up by somebody who could answer their questions and get him to support they need. Ah, and unless is life slide on best practices on DH, you had to promote it on every chance you get. So in the office, having take cars and patient handouts of brochures, buttons, posters on the Web site, don’t make sure you have a nice summery up their patients consign up from your website. I, you know, doing things like digital ads on Facebook and Google. Just gotta get it out there, get the information out. There’s got two consistent across all those channels as well. It can’t be once on one way. Once done another way, you know people will surf and look at different pieces of this, and if it’s inconsistent, it’s a put off. I keep it private, so those you know there’s something’s out there with you. Can you build a membership plan? You get compared to the you know, the practice down the street. It’s just, I have to say that’s a race to the bottom. It’s almost impossible to compare dental practices just based on price you need. There’s a lot more to it. Eyes who keep it private don’t don’t have it being compared to others on DH, then regulatory compliance is also important. One and I could have a whole weapon are just based on compliance, but we won’t. But there are a number of laws out there from federal consumer laws. FTC. It’s got to be hip, a compliant there. St. Paul’s on those laws, you know, cross from insurance, the data privacy, the medical dentistry laws. Just make sure you reviewed all those before you create your membership plan. Here’s a I k study. It is a group practice. It’s outside of Philadelphia’s. That’s basically the practices are offices that’s around Philadelphia area. Six officers, seven dentists. They used to have a paper based membership plan, and they were really startling when one was there’s lot administrative costs in one of the ones that part of ministry to cost that they occurred was trying to renew their members turned into a manual process. They actually had a. They hired a telemarketing firm to help him with this and call into this patients. And that was they spent a lot of money doing it. It was a big hassle, but also the renewal rate was incredibly load about twenty five percent S O they knew they needed to automate. This is getting too big to manage on the manual basis. So that is, they end up implementing Kleer they offer three care plans, the plans they offered at a low price of two forty a year, and we typically see practice take one of two routes that will either. Sam wouldn’t use The members plan to get more patients into my practice and, you know, and basically get them to accept your treatment or I would’ve price it so that I should make a profit on the subscription. And always I’LL get more treatment is part of that as well. But I’m not trying to make this a mass, you know, saying and so this is the angle they took was offered in a little price by losing a little bit of money on that to forty year. But then it was. They wanted to drive more patients and get more patients oil to the practice in saying from a result perspective, they sold seven twenty seven memberships and eight months. I know they’re This was this case that he was done a few months ago. I know there are well over a thousand now twelve hundred or so, but when we did this study on the seven twenty seven memberships, they generated almost two hundred thousand dollars of subscription revenue. And here’s the important part that is, that patient base accepted seven under sixty one thousand of treatment revenue in addition to paying that subscription, and I have a side next slide will break that down a little bit. Thing is, they got rid of that paper based membership plan on, It’s all automated. So here’s the numbers that they saw once they put the membership plan in place. So I first table is number of visits and procedures accepted, and so the members visits it, sort it is. Remember this an eight month time period. They came in one point nine times, and they accepted five point four procedures. UNC uninsured was one point one two point three and the insured were one point nine to five point eight. So business where the same Once again, like we talked about before, the procedure accepted our very closely short just a little bit less. But here’s the most important part is that the members you can see from a friend of diagnostic spend on average two seventy two. That’s really mostly the the the subscription at two sixty for the suppression, plus a little bit. So they’ve got extra or something they spend or pay for outside of subscription. They accepted, on average, a thousand dollars a basic and major procedures and total thirteen eleven. So compare that to uninsured uninsured. Here’s here’s the sort of the Roy nice thing. So speeches accepted. We’re five point four, so the practice self is doing less procedures. Bye. They have about seventy five percent mohr net revenue than the short. So working a little bit less and making a lot more It was sort of edible. So obviously the the membership. I really worked for this for this practice. Let me just talk about Kleer. So I set a few slides and we’re pretty much right on time. I so just go through this for a few minutes and then I can answer any questions that you might have s o Kleer, basically to turn key platform. It has everything you need to be successful with the membership plan on DH. I don’t try to get through all the features, but it’s free to implement. We only charge on a per member that the perp paying member subscription standpoints of members paying. Then we just get a small fee for that on. Then, if they stop paying or they move on, you know we don’t get paid on. It’s a great user experience. I’Ll show a few slides in the second on the experience. It’s comfortably customize your practice so you get set up. We provide a consultant to you prior to get started. Tries, understand your practice or understand what you’re trying to accomplish with the membership plan and then helps you design the membership. But you have full control, but this person will help and guide. You were something we call the Kleer advantage we’LL get to in a minute, which is a lot of materials and support to make you successful. We have a full patients off service sort of flow, you know, the patient to buy everything on their own major plan on their own without any interview. No need of support from from your team. It’s fully private. It’s hip, a compliant s. So we spent a lot of time making this work and also be compliant. I’m so this is just an image of the enrollment at. So when you go to start your membership plan, it’s like a seven step online process. The consultant, Like I said, we’Ll help you and why typically set this up for you based on the conversation with somebody for your practice, you basically at the officer’s Dennis, you select the care plans and designed to care plans. You set the price of the subscription. You basically upload your fee schedule and decide what you want. A discount off of that fee schedule on you do things like there’s all kinds of options and exclusions. You khun, you know, include exclude from the plant. But it all gets captured. I know digitally. And then that will be presented in the summary form back to the patient with whatever you know, how you design the plan. I once you join and launch your plan, then you have what we call the practice portal. And from this portal you contract. You know the amount of revenue is being generated by the membership planned. A number of patients that are on the membership plan. You can set goals. There’s full notification system. So let’s say somebody’s credit card. I, you know, wasn’t process, and there’s no issue with it. You will get notified. The patient with notified. I make it really easy to understand where you know the issues are you goingto go address him on so you can track members and payments and things like that. You can a world patients from this app from your front desk, you can send messages to your patients. I you can edit, manage it so back to that. I talked about version control. The platform is full version in control, so if you want to make a change to the plan, you could make it today. Anybody buying after the changes made will get the new play. And anybody who bought part of that stays on the old plan up until they come up for Noel twelve months after the original purchase. So it’s all managed very easily within the within the portal way have a bunch of marketing tools and something called a Kleer, which you could put a Web site. It’s all electronic payment processing in the back end, so the patient enters their credit card that gets processed through a company called Stripe, and then the payments directly made into your bank account. Your team doesn’t need to do anything at all. It’s all automatic. I’m so that’s the portal of the patient portal. I’m sorry, the the Practice Board on the member side. This is just some images of the patient is enrolling in the membership plan, so you have a fully customized mobile experience based in this example Brown Industries membership plan. They basically your patient basically creating account. They could do with their Facebook or Google count if they want. They don’t need to enter anything. It just, you know, link it to their Facebook account it like it’s a ghoul account. We can enter their information with email. They then just wave a simple question. And you Do you paro Donald gingivitis, different diseases? Gingivitis? Yes, nowhere. I don’t know that. They answer. I don’t know. It just gives. Actually, they don’t have it on. Bennett shows the plans and irrelevant to them based on their age, on whether they have para Donald disease or not. By the way, if they they answered that question incorrectly, and then they joined in and you came into your office on you realize you needed a different plan. It’s very easy to switch him to the other plan. We have the capability within the practice portal to just make that change. And then what’s a joy? What’s patient joins? They have a email with the length of the member portal, and this is where they can see their plan of summary. They backed that transparency. It shows in pricing by procedure that you get an ID card with a full plain document that has all the details of the plan. They can invite family and friends. They can add family men, numbers, all kinds of different things. But it’s what they expect. Sort of. The net is of all this is they expect to have something like this once they join on DH. Then I mentioned the Kleer advantage. S So this is what we provide, you know? We have the app and all the prep for the platform, all that which is great. But then there’s a whole set of materials and people that make this real easy to implement successfully. We have what we call the Kleer success team. There they there made up of playing consultants what we call growth specialist support coordinators. They’re there to help you design the plan. Made the plan grow the plan, support your patience is needed. Support your team is needed, but they’re always there. There, there always a live chat and call or email away. These are live people. You could hold him at any time. We sent a welcome kit to any officers participating. It concludes what we call the Kleer Vantage Playbook, which is a play by play book that shows exactly how to implement the plan in the office and be successful with it. You get patient for sure. So it’s a you know, sort of a ten card with handouts the patients could take. You put him at your front desk in your laboratory wherever I weigh, provide posters and buttons and basically get a kid of all this stuff with those numbers of things I have here. But you can order these for free at any time. We just ordered on the portal, and they’LL be shipped to the office. I like I said, Any time you can order more marketing support, we have things like what we call the Kleer widget because any website we have marketing tools, internal marketing guide, external marketing guys like whatever you need to help you market promote. Like I said in the very beginning, promotions really important. I need to make sure you’re getting this out and has to be inconsistent way across different media. We have renewal support. So on the portal itself of the show, you exactly when your members were coming up for renewal gives you ninety day notification that shows you how much the renewal Zehr worth it will show you how many people have renewed already. And then what patients did not renew. So you have a list of patients that did not radio. We always tell practices that call those patients and find out why they did not renew and see if you can get him to Rio. But it’s complete. You know, everything you need to manage renewals and then the platform itself as notifications. Both the patient and to you about renewal, that air coming up and and also renewals. I failed for whatever reason, it It includes actions that you and the patient could take the fixing situation. We do a lot of market research. Wait, take that market research and embedded inside Kleer advantage. And so here’s a great example way have these messes in cards on. And so we have cards. One card for a dentist, one card for the office manager, another one for the hygienist. And it basically says, this is how you position, position, the membership, playing to your patients. Ah, and this wasn’t just some random stuff. We actually big market research study. We had patients come into a practice. We talkto him. We learned what worked, What didn’t work. We kept adjusting. We did this for about eight hours with new patients coming in. And then that is what boat? All that down into these cards, eh? So you can make the messaging work. And then we’re constantly innovating and adding to the product. And we do product releases every two weeks, and we basically the story to places we get those ideas from one is from the practices themselves that are using the platform, are constantly sending us ideas. And then we also have this from this market. Research were constant, coming up with ideas as well through the research. But it’s a living, breathing, a sort of developing product all the time. And with that, I close out. So just say thank you for spending time with me. If you want to get her online demo, you could go out to Kleer dot com. There’s a placing enter information and somebody will get in contact with you could download our white paper. The white paper includes a lot of data I went through in the first half of this webinar. We’d like to get that out to anybody who would like to use it. And then if you’d like to contact me, there’s my email on there, my mobile number if you want to send me any kind of questions on the side, so I may see I if there are any questions. All right, let me just say I see there’s a lot of chat going on. Let me see if I can sit through it. I just make sure you get to the questions. So first question, one of the best ways to promote remembers your plan to patients. A zai went through the first place to start is your existing patients. And so putting the patient our shores in your office, you know, at the front desk. You know, in the opera Torrey posters. Anyway, to promote it way actually provide buttons as well for the staff they like where I’m wrote it in your office. Number one second is pro bono your website, and just make sure, but he has come to the website, can see it and look at it and evaluate it and buy if they’d like to buy. And then third place would be social media. If you have a Facebook page and so on so forth, you know, make sure you put it get out there and then once you get through that and get you sort of established with your current practice in deeper current patients, then you can start to do some promotion tow new patients. I’m next question. Do you have a disclaimer saying that if you are a pair a patient, you can’t pay a regular cleaning plan way? Don’t have a disclaimer, but within it is if you or you know the patient. Typically, we haven’t seen the issue with patients taking the ferry a plan. But I if you recommend to them that they need to have the Perry a plan and you can just switch it over to the very planet for some reason I don’t want to do that. Then I would say, you know, the membership plans that could be a fit form because they’re not one to take care that you know they need. I’m how many dental practice is currently utilize the Kleer platform. There’s thousands of dental practices. So we launched actually, in January of last year, publicly, we did a beta prior to that three months prior to that s O. In about twelve months, we’ve added a couple thousand practices to the platform, and it’s growing like crazy. It’s thie. Growth is just through the roof. I d charge. Based on a certain percentage. I guess this is related to the Kleer fees we do not charge based on a percentage. We have a fixed rate that we charge per patient on the platform. Who is paying the practice we could give you. Those rates reach out and the demo goes wrong. But I will reach out to me side. I could provide those, but is actually just, you know, it’s actually legal for a practice or a third party to charge a percentage of treatment on there’s medical laws out there that say a third party can not charge a percentage of medical treatment s. Oh, if you if somebody’s putting that out there, I’d flag it and just make sure you don’t get into a model like that. Um, I think that’s that’s it. And I think we’re just in time with couple minutes early. Again, if you have any questions. I didn’t answer questions. There’s a question of this list that I didn’t see. Please reach out to me. You see my contact information on the screen right now and otherwise again.