Search

The article offers the insights of the founder of dental and medical appraisal and brokerage firm HELP Appraisals & Sales Inc. Gary Schaub and transition services director Tom Synder of dental practice sales and transitions company Henry Schein Professional Practice Transitions. Topics discussed by the author include hygiene production and patient X-rays percentage, the salary amount, and liability premiums.

The author reflects on the common misperceptions on the manufacturing industry in Indiana. He argues that the perceived death of the industry due to outsourcing is not true because the sector contributes a big part in sustaining the economy. He states that the industry is faced with a lot of challenges, including workforce shortages and the implementation of the automation process to sustain global competition. He adds that the industry is expanding their offered services.

The article reflects on the proportion of income splitting arrangements in a dentistry partnership. It is inferred that minority ownership is applicable for associates who are interested in a long-term security rather equal control. However, partners who differ in their clinical abilities, service mix and efficiency is not advisable for equal splitting of income arrangements to avoid leaving the partnership at risk when senior partner exits.

The article provides an answer to a question of when an associate dentist should plan on getting an ownership position in dentistry.

The article presents thoughts of William L. Owens, co-founder of accounting, tax and consulting services firm Owens & Bondell PLLC, and Doctor of Dental Surgery Tom Snyder on whether there is any merit to perform in cash flow analysis to help determine the value of a dental practice in the U.S. Owens states that doing a cash flow analysis must be part of the valuation process. Synder explains how critical a cash flow analysis is in the purchase of any dental practice.

Answer to a question where will the transition market be in 2017 and will the buyers or the sellers have the advantage in the U.S. is presented.

Presents a humorous response from a college senior to a telegram sent to him by a young lady whom he was dating.

Profiles the late John Cameron Swayze, one of the first television (TV) news anchors in the United States. Swayze's famous TV commercial for Timex watch; Death in 1995.

Reports on the growth of real estate business in Ventura County, California. Level of the amount of available Class A space; Office vacancy rate; Technicolor Video Cassette Inc. as one of the largest industrial deals signed during the third quarter; Reason for the scarcity of Class A industrial space; Projects under construction.

Reports on the reduced rental rate for South Bay office space in Los Angeles, California. Average monthly asking rental rate; Deals inked in the third quarter; Reason for the lease rates and sales prices; Changes and improvements expected to help South Bay commercial real estate; Trade-related activities.

The article features specialists Maria G. Melone from professional service company KPMG International Cooperative and Tony Snyder of Henry Schein Professional Practice Transitions who discuss on business transition. Melone mentioned that there are several factors that contribute to the valuation of a dental practice but some factors were most indicative of value. Snyder noted that purchasers can restore the performance of the practice to its former levels by increasing the clinical schedule.

The article provides an answer to a question of key performance indicators (KPIs) for a dental hygiene department to determine the department's success.

The article presents views of dentists Tom Sydner and Edward R. Esposito on the steps for expansion of the start-up by absorbing practices. Topics discussed include protecting the identity so that the dental community is not aware of the acquisition plans, taking help from the dental supply representative on the doctors who are considering retirement, conducting a marketing campaign to implement acquisition plan, and the identification of the candidates for acquisition.

The article provides answers to a question about technology and cosmetic upgrades that a dental practice should make to add value to patients.

The article presents the highlights of a roundtable discussion with founder Gary Schaub of dental and medical appraisal and brokerage firm HELP Appraisals and Sales Inc. and Henry Schein Professional Practice Transitions director Tom Snyder as participants. Both experts were asked about their views with regards to a dentist buying a practice with preferred provider organizations (PPOs) participations he does not want. Schaub and Snyder presented the aspects to consider when buying a practice.

The article offers the insights of several business management experts in dental industry, focusing whether the seller or buyer or both should pay the broker's fee. John M. Cahill of Western Practice Sales stated that the seller are the one who must pay the broker's commission, under the law that the broker is an agent for a seller. Tom Snyder of Henry Schein Professional Practice Transitions commented on the imbalance on the payment system of the broker between the sellers and the buyers.

The article presents answers to the question of how will the decision to not to purchase a dental practice's equipment or office space affect its evaluation.

The authors conveys their concerns about non-dentist ownership of dental practices. Topics discussed include control and division of income, the difficulty of having a non-dentist as a partner, and the importance of not allowing a non-dental partner have any input with regards to clinical care matters.

The article provides two different answers to a question on the difference of the terms fair market value and market value used in dental practice valuations.

The article presents answers to the question on how to place a value or price on a dental practice patients list.

The article presents answers on how will one know when it is time to retire, which to Gary Schaub, founder of dental and medical appraisal and brokerage firm HELP Appraisals & Sales Inc., is when one's identity is secure, grounded in who one is. For Tony Snyder, Doctor of Dental Medicine (DMD), Master of Business Administration (MBA), director of transition services for dental practice sales and transition services provider Snyder Group, qualitative is based on age and physical condition.

The article offers information on the views of transitions experts on how owning or renting an office can affect the sale of a dental practice. Preston Lovelace, a Juris Doctor and Master of Sciences, said the disposition of real estate is a significant issue in every transition because rent affects the overhead expenses of a practice. Tom Snyder, dentist and a Master of Business Administration, said the assignment of the lease clause is a key issue that most sellers who rent must address.

The article presents answers to a query on what to consider when selling a dental practice to a relative.

The article discusses ways to increase the patient base of a dental practice to have enough production to support two doctors. According to Guy Jaffe, Master of Business Administration (MBA), one way is to open the practice of the associate dentist to managed care patients to pick up new patients. Tom Snyder, Doctor of Dental Medicine (DMD), MBA suggests assessing the services routinely referred to area specialists, and checking if the new associate can provide some of the services.

The article presents the views of two experts on the main differences between a professional corporation (PC) and a limited liability company (LLC), and their implications for dental practices in the U.S. An LLC is usually a less complex form of entity than a corporation and requires less formal records, filings and meetings with less governmental regulation. A sub-S corporation is not allowed to share profits disproportionally.

The article presents two views on whether a dentist should sell a practice on his own to avoid paying a commission. An expert cites the advantages of engaging a broker's service as brokers are vested in the success of the dentist. Another expert enumerates major reasons for dentists not to sell their own practice.

The article presents the differing stands of broker Lynne Nelson and transition services director Tom Snyder regarding the sale of a practice involving a building with decreased value. Nelson states that the seller can buy more time by negotiating a fair lease rate and offering to become a landlord. Nelson commends sellers to work with a qualified broker. Snyder notes that receiving rental income for many more years can offset of some value lost should the property be sold at decreased value.

The article presents experts' views on a case wherein a business partner in a dental practice complains of being the only one involved in handling all of the management duties but whose efforts are not compensated. An expert suggested negotiating an operating agreement which includes management duties for each owner, including practice administration, clinical oversight and marketing management. Another recommended the payment of a management fee for the situation described.

The article presents a question and two answers related to the preparation of a baseline practice valuation, in response to the value increase with the hiring of an associate, for the upcoming sale two years hence of a dental practice.

The article offers tips on how dentists should prepare when selling their practice. It suggests that dentists should ask advice from financial advisor if they can afford to sell their practice. It notes that tax ramifications or tax allocation of a practice sale should be discussed with an accountant. It indicates that dentists should retain one broker who will prepare a formal valuation for future sale of the practice.

The article discusses the comments of The Snyder Group director Tom Snyder and Practice Management Associates, LLC cofounder Lynne Nelson about getting a dental practice appraisal. Snyder believes that a practice appraisal is a worthwhile investment for solo practitioners who have firmly established their practice. Nelson, meanwhile, mentions the importance of appraisal in retirement planning strategies.

The article presents a question and answers related to seeking a commission rate hike for professional dental partnerships.

The article offers two contrasting views on the wide variations of values of dental practices in the U.S. as of January 2011. One expert says that the factors affecting dental practice values are area demographics, patient base and practice profitability, with demographics as the factor with the most significant impact on value. Another expert says that value depends on tangible and intangible assets and that practices lose value in economically depressed communities.

The article presents the opinion of two business management experts about the best way of sharing partnership income, with particular focus on transition process in dental practice. H. M. Smith suggests the need for an Employment Agreement and explains the process of Earnings Before Owners Compensation (EBOC) clause. Tom Snyder recommends two methods, namely the Payment on a Proportion of Personal Clinical Production and Ownership Interest and the Pay Partners a Percentage of Personal Clinical Production.

The article presents different views on the issue of putting value on a dental practice. One argument says that if practice is valued at the end of the associateship, the efforts of dentists will help the practice improve and increase purchase price. Another argument highlights the two classes of assets in practice values.