A strategic partnership between Dentsply GAC and the Pride Institute was announced in March that will provide orthodontists with customized tools and skill development to support improvement and growth of their practices



Orthodontic Practice US Assistant Editor, Mali R. Schantz-Feld, conducted an exclusive interview with GAC’s Director of Marketing, John Kringel, Director of Sales, David Painter, and the President of the Pride Institute, Dr. Lou Shuman

Why have Dentsply GAC and the Pride Institute decided to embark on a partnership?

Kringel—This relationship, and the timing of it, are natural progressions for us. Both GAC and the Pride Institute recognize that dealing with the orthodontist is about building relationships. Pride has established and maintained long-term relationships with its clients over the past 30 years. Likewise, we have a very long-tenured, knowledgeable sales force, and we approach the customer in very much the same way. We have enlisted the expertise of the president of the Pride Institute, Dr. Lou Shuman, for other activities outside of the Pride/GAC strategic partnership in the past. This is somewhat of a homecoming for Lou—he was a GAC customer when he was a practicing orthodontist and has fond memories of that. When Lou told us that Pride was looking to intensify its focus on the orthodontic market by forming an orthodontic division, we saw a natural opportunity.

Shuman—As a GAC client myself for 18 years as an orthodontist and 2 years as a resident, I have firsthand knowledge of the level of personal attention and support that defines GAC as a company. I had a unique vision of how I wanted to practice and built a group practice with six full-time GPs and all specialties under one roof–in my opinion, the ideal way to practice and provide dental healthcare to the patient and community.  My GAC rep always provided me special insights into practice that no one else did. For all those years, I never compared the price of GAC products, because it didn’t matter. The added growth of my practice as a result of that knowledge made it a moot point. This has occurred in defining our strategic partnership with GAC. Yes, GAC has phenomenal products, but I was incredibly impressed with John and David because they understood immediately that if we were going to truly create a business relationship with the orthodontic community, our program would have to transcend just the price—we also had to provide information and resources to support this specialty and grow practices one at a time, especially now.

Why now?

Kringel—GAC has always been strong with products and education, but in recent years, during the financial crisis, the orthodontic market got tougher, and posed challenges that made our customers look to us for total orthodontic solutions. A part of our vision statement is to become the world’s leading supplier of total orthodontic solutions. Our customers are coming to us and saying, “Help us grow; help us market; help us to become healthier businesses as well.” We see a cultural match between us and Pride, but also a complete alignment with helping the orthodontist in a new and unique way.

What challenges, specifically, are your orthodontic customers facing?

Painter—Like many businesses, the last few years have really provided an opportunity for GAC to evaluate relationships with our customers. And, it was really apparent that our customers were struggling. They were having challenges with their case starts and expenses; their businesses weren’t growing. We knew that we needed to expand beyond what we were already known to have—the world’s best products. We wanted to enhance our customers’ clinical and business success with predictable outcomes and practice-growth solutions. We needed a partner to help their businesses, too, and in talking with Lou, we discovered that Pride was a perfect partner to help the orthodontist in all of these aspects.

Shuman—We at Pride have recognized that as a result of the down economy and competition in the industry, the buyer has become more cautious. In some areas, case starts have decreased upwards of 50%. It is clear in this economic climate that orthodontists need to differentiate from their competitors. GAC and Pride sat down for a significant number of hours, and the ultimate result is the creation of customized programs, products, and services to facilitate this differentiation. GAC was very attuned to the needs of the orthodontist, recognizing the GP/orthodontic relationship is forever changed. So, we created a focused, customized program on creating a win/win relationship based on today’s environment. The face of orthodontics is changing. GPs are doing more orthodontics, a troubled national economy has had an impact on case starts, especially adult cases, and the referral base is changing. Pride and GAC have spent months putting together a customized practice management approach. Customized is the key word here. GAC and Pride had no interest in providing off-the-shelf, cookie-cutter systems. We wanted to focus on leadership, enhancing orthodontists’ ability to manage systems and practices, enhance their ability to brand, and utilize social media and online strategies while simultaneously maximizing referral relationships with GPs.

How did you decide that the Pride Institute was a good fit with GAC?

Painter—I worked with doctors who attended the Pride Institute when I was in implant dentistry, including oral surgeons, periodontists, and prosthodontists. And every doctor who had gone through the Pride Institute’s programs really thrived as a result. I was impressed with what they had accomplished. Then, when we discussed our visions about helping our customers who needed help in ever-increasing ways, it was clear that we had a shared vision. Pride’s integrity, legitimacy, knowledge, and track record of measureable results is second to none in this industry. Combine that with our experienced world-class team that supports the business, and you have an unstoppable initiative. In the light of their 30-year track record, my interactions with their doctors, and our working relationship with Pride’s president, it was clear to us that this firm can provide customized service and resources to truly impact North American orthodontists.

Kringel—Lou is a dynamic and vision-driven person. He is taking Pride in new and exciting directions. Amy Morgan, the CEO of Pride, is just really good people.  Lou emphasized Pride’s archive filled with years of consulting data, practice data, and research. So the depth of the Pride Institute speaks well, not only to where the partnership is now, but to the fact that it can “have legs” for us for a long time.

Painter—They can produce tangible results in their customers’ practices. We are sensitive to the issue that some consultants have “theories,” but cannot provide the real return on investment for the customer. So, we were impressed with their ability to produce timely results and benchmark data to support their theories.

What are some of the specific details of the strategic partnership between GAC and Pride?

Kringel—The analogy is, our partnership is like chocolate and peanut butter, a great combination. The partnership takes Pride’s expertise and brings it to the orthodontist to create value. We have the relationships with the doctors and a large direct sales force. We can create access and exposure to the program very quickly. In terms of what we have initially created together, we took the two strengths of our organizations and created practice management solutions that are orthodontist-focused and have a degree of customization so that solutions are based on the individual practice as opposed to being cookie-cutter. Pride is a wonderful partner. They know the GP so well, and with Lou and his orthodontic experience, we are in a perfect position to create an ortho-focused program that yields results.

Shuman—The Pride team has always been numbers-and-data driven in defining success in conjunction with quality of life, leadership, and management-growth  initiatives included in our programs, products, and services. My partner, Amy Morgan, was actually a financial crisis consultant prior to joining Pride.

How does the program work?

Shuman—For the first part of this new program, we created a Practice Opportunity Assessment (POA), resulting in a comprehensive online survey that each orthodontist can complete, related to all aspects of their practice including quality of life. This assessment information is reviewed by one of our consultants. We have an incredible consortium of expertise in that area. To become a Pride consultant entails 2 years of exhaustive training before they can work directly with a client. I am blessed with MBAs, PhDs, Deans of schools, clinical psychologists, all with years of consulting experience in dentistry and major track records of success. The consultant personally reviews the survey and provides personalized findings and recommendations.
An overall practice analysis, based on the assess-ment, will provide three priorities related specifically to that orthodontist’s practice. We communicate the areas with the greatest need that have the ability to create the greatest impact for the practice. The consultant then provides specific recommendations related to the first priority.

In addition to that customized response, the consultant will provide Sudden Impact Solutions, a document that would mimic the questions the consultant would ask the practice related to the specific priority in looking for a solution plan. Some of the new ideas generated by the consultant’s questions will undoubtedly be an asset when integrated into the practice. Based on the Sudden Impact Solutions, the doctor and staff will put together their own plan for improvement with a promise to see impact in 30 days. Finally, the Pride Consultant will hand pick articles from the Pride archives that are specific to their priority.

From that point, the door is open to many other options, such as exploring the second and third priorities. All the priority assessments can be provided by the GAC rep or, for a small fee, personally by the consultant by phone. We have also created a Customized Building Blox series, workbooks that walk the team through a series of exercises and involvements that delve deeper to find solutions. After completing specific assignments, the practice sends in the findings, and then receives a personal 30-minute call from one of our consultants. One of the topics, of course, is the Win-Win Referral Relationship with the GP, a cookbook-type strategy with exercises on communicating with the GP, and branding and online opportunities to maximize the relationship with the GP. The depth of involvement in the program depends on the individual. These Building Blox are specifically priced to be affordable.

We feel that the marketing-diagnostic and first-call program will be very popular. Besides looking at all of the existing marketing materials in the practice, websites and social media are evaluated, and front desk conversations are taped for teaching purposes between existing and prospective patients. We have many other advanced programs as well.

What are the pricing options?

Shuman—Our products, programs, and services have many different price points, and for the first time in the history of Pride, as a result of the support by GAC for their clients, many of our programs will be discounted, but only if you are qualified as a GAC client. Together with GAC, we have created a path, and the orthodontist can venture as far down that path as he/she feels is appropriate. Our concepts are backed by experience. Pride is an educational institute with 30 years of created content, a wealth of incredible knowledge. We are often called the Harvard or Stanford of Dental Practice Management. The program starts with the Practice Opportunity Assessment and can expand to our most sophisticated, full blown, MBA-type program—MasterTrack for the orthodontist that includes annual planning and involvement from every aspect.

What is the framework behind future partnership plans?

Kringel—Pride’s involvement is the first in a series of steps to upgrade the Preferred Partner program. We have a number of wonderful partners. We are reaching out to national “Best of Breed” partners not only within orthodontics, but also for personal items or other business solutions. When we invite someone to be a Preferred Partner, we are giving them license to interact with our customers. We don’t do that with just anybody. We look for companies with a great reputation in their field, who offer great products and services, and value in terms of discounted pricing or value-added programs. We also want a deal that the orthodontists could not access on their own. We want them to publish their offers, and we want them to provide excellent customer service. We also look for partners who can invest in marketing to our membership to show the value of the relationship.

Tell us how the United Orthodontic Buying Group fits into the plan

Kringel—Our strategic partnership will also include Pride as a new United Orthodontic Buying Group (UOBG)  Preferred Partner. UOBG is a unique entity within orthodontics. Our program was started more than 25-years ago by an orthodontist and has grown to include more than 2,800 members, which in terms of the total number of orthodontists, is a huge presence. GAC is the permanent manufacturing partner to the UOBG. Customers earn credit for each purchase of brackets, bands, and tubes at a very generous rate, and they can use coupons accrued through purchases to buy other products. Most customers can get their peripherals free-funded through UOBG. They also get other benefits, like a free CE course. Also, at this year’s AAO, we will be holding a UOBG event.

Does this also link to the Pride partnership?

Kringel—While the opportunity to work with Pride is being offered to any customer, the Preferred Partner program provides special benefits to UOBG members on Pride’s products and services. The vertical Building Blox can be purchased by non-GAC customers, but with Pride as a Preferred Partner, it will offer values that are unique to the UOBG members, such as preferential pricing. For UOBG members, the POA, custom write-up and initial priority consultation are all complimentary. There are discounts and preferential pricing all the way through our joint programs; Pride’s offerings also include Master Track programs and general consulting hours. UOBG customers can even earn coupon dollars by virtue of their GAC purchases, and they can actually purchase some Pride services with these coupons. While the partnership with Pride is extended to all customers, whether they are UOBG members or not, the Preferred Partner program provides specific additional value or discounts, or the ability to use coupons.

How will all of this benefit your customers in the long run?

Painter—We are expanding our services into an area that reflects a true commitment to our customers in all of the facets that impact their practice, allowing them to provide quality treatment to their patients, and improving their business, so their practice thrives in all areas. As I have surveyed the orthodontic space over the past couple of years, orthodontists need a partner–not just a product vendor, but someone in their corner and on their team. We have a saying here, “Brackets don’t help patients if they just sit on the shelf.”  We don’t want to just sell more, we want to help orthodontists accomplish their practice goals, and when the practice grows, they will buy more. Our passion and commitment is so real, they will understand that this company cares about the long-term health of the industry.

Kringel—We are working with a top-notch, proven consultancy. The way that we are structuring our programs with UOBG and Pride shows our customers that they don’t have to start with a Masters program. They actually can start with the relatively short assessment, and get a priority and a Sudden Impact Solution back, with the first one complimentary. We have made engaging with a consultant affordable and approachable, and created a progression to get started with a low-cost option.

What makes you so confident in this partnership?

Painter—Once this is formally launched, our sales force will work side-by-side with our customers and the Pride Institute in the implementation of this.

Kringel—As we developed the custom solutions, we actually did extensive betas with existing customers. The initial response has shown, overwhelmingly, that the value is far beyond what we are contemplating charging. The feedback is very positive, and we are anticipating a lot of excitement from the customers. We are delighted to have this partnership with Pride and to bring this to the marketplace.