Effective positioning of your products and services in dentistry

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Are you on target? June 1986 Proofs

by Dr. Murray Simon D/R/S HealthCare Consultants

AMONG the advertisements in a recent issue of a nationally distributed dental journal were 12 for oral-hygiene products, seven for composite materials, six for dental equipment, five for dental distributors, and four for impression materials. All of these ads ere well thought out and well executed - and they all looked very much alike! The overall effect is a lot like watching a large marching band; the instruments may differ but all the marchers look alike in their uniforms.
     Our research among dentists indicates a strong pattern of "journal skimming." No big surprise there - everyone tends to skim technical journals. The difference, however, lies in the fact that the practicing dentist receives an average of four journals every month. If you factor in the number of ads in each journal plus the number of product-related mailings received, the picture is one continuous barrage of information. How is the distributor of manufacturer to get their message through in light of so much competitive information?
     In any market saturated with communications, the marketer's task is to generate product distinctiveness. One of the ways to best accomplish this is through the use of positioning.
     It is important to understand at the outset that positioning is not a question of what you do to a product, rather it is what you do to the mind of your prospective buyer. While that may sound futuristic and rather evil, it's not. It becomes a matter of positioning the product of service in the mind of the prospect as being different from other products and services - which is something routinely done in consumer marketing. The difference doesn't have to be "earth shattering;" it could be a difference in efficacy, safety, price, ease of use, patient acceptance, etc. But the bottom line requires an answer to the question, "Why should I use your product or service over all the others that are available?"
     Every product sold in the marketplace needs a positioning strategy so that its place in the total market can be communicated to its target buyer or user. Here are six alternative bases for constructing a product-positioning strategy so that its place in the total market can be communicated to its target buyer or user. Here are six alternative bases for constructing a product-positioning strategy for dental products and services:

Positioning on specific product features. If "best Buy Dental Supply" advertises itself as the distributor used by more dentists than any other within a certain geographic area, there are implied benefits of reliability, service, price, etc.
Positioning on benefits, problem solutions or needs. "Numsbest Anesthetics" can be positioned as the anesthetic for dentists who want more accurate control of anesthetic onset, depth and duration.
Positioning for specific usage occasions. "Contortion Instruments" can position themselves as the instruments of choice for those hard-to-reach areas.
Positioning for user category. "Gorgeous Composites" can advertise as the composite for offices specializing in cosmetic dentistry.
Positioning against another product or service. "Speedy Supply" can emphasize the speed with its radio-linked service vans respond to emergency repair calls.
Product class dissociation. "Schmutz Clear" can position itself not as another antibacterial product but as a concept that improves patient compliance and prognosis in treating periodontal disease.

The decision as to which positioning strategy will work best requires a thorough analysis of yourself and your competitors. In their book, Positioning: The Battle for Your Mind, authors Rics and Trout state that the marketer's task is to get his product to be ranked first along some significant dimension of purchase.
     If a market contains a strong number-one brand, a challenger can play one of two roles. One is the "underdog" role, claiming to be as good or better than the leader: "We're Number Two. We Try Harder." The other is to find another dimension within which the brand can be positioned as the clear leader. The marketer must find a space in the customer's mind not occupied by someone else. Seven-Up advertises as the Uncola so that consumers will think of it first when they want a noncola drink.
     Of equal importance in developing positioning strategy is a clear understanding of the wants, needs and attitudes of the target market. In the case of the dentist, this is often easier said than done. While the dental distributor and manufacturer are eager to communicate the benefits of their products and services, dentist are convinced that they seldom listen to the practitioner. In our numerous interviews with dentists, we invariably hear the same theme expressed; most of the factors that have a direct influence on the practice of dentistry seem to come from outside of the profession with little or no input from the dentist.
     These finding can be of use in developing alternate positioning strategies:

Dentists see their work as going from an earlier repair orientation to a current prevention orientation.
The dentist is concerned about a perceived narrowing of the the scope of dental treatment. "Caries has been conquered, peridontics is next."
Dentists derive great satisfaction from making people look good.
More than 50% of dentist employ a hygienist. She is gaining greater latitude in the choice of techniques, materials, teaching aids, etc.
The dentist is not a very accomplished sales person and could benefit from innovative patient-oriented sales and motivational aids.
Dentists see the manufacturer as being entirely "market-driven" and too quick to bring out new products that are not adequately developed or tested. Distributors are perceived as using the dental office as a testing lab for new products.
Brand/manufacturer awareness among dentists is not well developed. Brand loyalty is not particularly strong and can be effectively challenged by competitive pricing and the availability of trial samples.
The dentist has a terribly inadequate knowledge of the chemistry, physics and metallurgy of dental materials. The manufacturer and the distributor, on the other hand, often fail to understand the full scope of the problems faced by dentists using these products in the mouth.
Dentist like to see clinical studies. They may not read them, but they feel better knowing they exist. Their presence lends credibility to a product.
Most journal and mailed advertisements widely miss the mark by following a "me too" approach. Teeth are photographed to look bright, white and accessible. Mouths are depicted as pink and white, dry and illuminated by floodlights.Copy fails to speak to dentists in their own language.

     The mindset of your target market - today's dentist - is undergoing significant and rapid change.
     Much as they would like the problem to "dry up and go away," dentists are starting to concern themselves with the road already traveled by their medical colleges - the change from a provider driven to a consumer driven service.
     Pressures are already beginning to mount - cost containment, alternate deliver systems, malpractice, dentists advertising, gaps in the appointment book, a surplus of dentists, etc. The practitioners' response to those increasing pressures seems to be, for the time being, a policy of "dig in" and maintain tradition of fee for service, private practice as long as possible.
     While there will be a continuing need for innovative advertising and marketing for new technology and services, distributors and manufacturers should take a hard look at those products and services hat have long been in the marketplace. A new approach is being called for - one that emphasizes any characteristics that might help dentists to fortify and improve the foundation of their practices.
     Distributors and manufacturers who position themselves as being sensitive to dentists' needs - as being companies who are committed to helping dentists maintain and improve the quality and profitability of their practices - these are the companies that will profit during the changing times ahead. ¤