This case study illustrates the potential impact of centralized intake optimization, using realistic metrics based on industry data and typical DSO performance patterns. While not a specific MyBCAT client engagement, it demonstrates what multi-location dental groups can achieve with a solution like ours.
A 15-location dental group was losing 42 calls per day. Within 90 days of implementing centralized intake, they captured 33 of those calls and converted them into $108,000 in monthly revenue. Their answer rate jumped from 62% to 95%, and their PE sponsor finally saw the same-store growth numbers they had been demanding.
This case study breaks down exactly how a DSO could achieve these results.
Table of Contents
- The Challenge: Post-Acquisition Integration Chaos
- Why Traditional Solutions Were Not Working
- The Centralized Intake Implementation
- Results: The Numbers That Matter
- Beyond the Metrics: Qualitative Improvements
- What Made the Difference
- Lessons for Other DSO Operators
- Key Takeaways
The Challenge: Post-Acquisition Integration Chaos
The dental group had recently acquired five practices and was struggling to integrate them into their existing 10-location platform. Each acquisition came with its own practice management system, phone setup, and front desk culture.
The numbers told a painful story:
| Metric | Status |
|---|---|
| Missed call rate (peak hours) | 38% |
| Visibility into call performance | None |
| PM systems in use | 3 different platforms |
| Front desk coverage gaps | 2+ hours daily per location |
| Marketing spend | Increasing |
| New patient growth | Flat |
The COO described the situation: “We were spending $85,000 per month on marketing across all locations, but new patient numbers weren’t moving. We knew something was broken, but we couldn’t see where the leak was.”
Industry data backs up this experience. Research from Resonate shows that dental practices miss approximately 30-35% of incoming calls on average, with the figure climbing above 50% during peak periods. Each missed new patient call represents roughly $850 in immediate revenue and $8,000 or more in lifetime value.
For a 15-location group, even a 30% missed call rate translates to massive revenue loss.
Why Traditional Solutions Were Not Working
Before implementing a centralized intake solution, the group had tried several approaches:
Approach 1: Hiring more front desk staff
They added part-time staff at their busiest locations. The result: higher labor costs, inconsistent training, and marginal improvement in answer rates. New hires took 60-90 days to become productive, and turnover remained high.
Approach 2: Phone system upgrades
They invested in a new VoIP system with call queuing and analytics. The technology provided visibility into the problem (they could finally see how many calls they were missing), but it did not solve the underlying staffing and coverage gaps.
Approach 3: After-hours answering service
They contracted with a generic medical answering service for after-hours coverage. The service answered calls, but callers often reached agents unfamiliar with dental terminology, insurance questions, or appointment scheduling. Conversion rates were poor.
The regional director of operations summed it up: “We tried point solutions. Each one addressed part of the problem but created new friction somewhere else. We needed something that worked across all 15 locations without adding headcount at each site.”
The Centralized Intake Implementation
The implementation followed a 90-day rollout across all 15 locations:
Phase 1: Discovery and Configuration (Days 1-14)
- Mapped call patterns across all locations to identify peak times and coverage gaps
- Integrated with all three practice management systems (Dentrix, Eaglesoft, and Open Dental)
- Configured location-specific scheduling rules and appointment types
- Set up real-time dashboard for COO and regional directors
Phase 2: Staged Rollout (Days 15-45)
- Launched at three pilot locations first
- Refined call scripts based on actual patient interactions
- Trained front desk teams on the hybrid workflow (when to transfer, when to let the intake service handle)
- Extended to remaining 12 locations in waves
Phase 3: Optimization (Days 46-90)
- Analyzed call recordings to improve conversion scripts
- Added Spanish-language support at four locations with high Hispanic patient populations
- Implemented after-hours booking capability
- Tuned overflow triggers based on hold time data
The model:
The centralized intake service handled overflow calls during peak hours (when front desk staff were with patients) and all after-hours calls. For complex cases requiring clinical judgment, calls were routed to on-site staff or scheduled for callback. Simple appointment bookings, confirmations, and general inquiries were handled end-to-end.
Results: The Numbers That Matter
After 90 days, the metrics showed dramatic improvement:
| Metric | Before | After | Improvement |
|---|---|---|---|
| Call Answer Rate | 62% | 95% | +53% |
| Missed Calls/Day | 42 | 8 | -81% |
| New Patient Calls Captured | 14/day | 23/day | +64% |
| Monthly New Patients | 168 | 276 | +64% |
| Revenue from New Patients | $168K/mo | $276K/mo | +$108K/mo |
| Same-Store Revenue Growth | 2% | 8% | +6 percentage points |
ROI Calculation
- Monthly investment: $4,200 (across all 15 locations)
- Monthly revenue increase: $108,000
- ROI: 25:1
- Payback period: Less than 2 days
The PE sponsor, who had been pushing for operational improvements ahead of a potential exit, noted: “The same-store growth improvement alone added meaningful value to our platform. The intake optimization paid for itself many times over.”
Beyond the Metrics: Qualitative Improvements
The numbers captured only part of the transformation. Staff and leadership reported several additional benefits:
Front Desk Stress Reduction
Before implementation, front desk staff were constantly choosing between the ringing phone and the patient standing in front of them. One office manager described it as “triage mode all day, every day.”
After implementation, staff could focus on in-person patient experience knowing that calls would be handled professionally. Turnover at front desk positions dropped noticeably within the first quarter.
Standardized Patient Experience
With centralized intake, every caller received the same greeting, the same professionalism, and the same access to scheduling. Patients calling any of the 15 locations experienced consistent service.
This mattered for brand building. The group was positioning itself as a premium regional dental network, and inconsistent phone experiences had been undermining that positioning.
Data-Driven Management
For the first time, the COO could see call performance across all locations in real time. This enabled targeted interventions: locations with consistently high overflow volumes got additional attention, while high-performing locations became models for the network.
What Made the Difference
Looking back at the implementation, three factors stood out as critical to success:
1. Multi-System Integration
The group’s three different practice management systems had been a barrier to previous solutions. A healthcare-specialized intake service’s ability to integrate with all three meant scheduling could happen in real time, regardless of which location the patient was calling.
2. Healthcare-Specific Training
Unlike generic answering services, the intake agents understood dental terminology, insurance questions, and appointment types. They could handle a caller asking about “my crown fell off” differently from one asking about “teeth cleaning for my kids.”
3. Hybrid Model Flexibility
The solution was not all-or-nothing. Each location could configure how calls were routed based on their specific staffing patterns. High-volume locations used more overflow support; smaller practices used it primarily for after-hours coverage.
Lessons for Other DSO Operators
Based on this implementation, several lessons apply to other multi-location dental groups:
1. Measure before you fix.
The group only understood the scale of their missed call problem after installing call analytics. Many DSOs are flying blind on this metric. Before implementing any solution, establish your baseline answer rate and missed call count.
2. Integration matters more than features.
A solution that works with your existing PM systems will outperform a feature-rich solution that requires manual data entry or workarounds. Ask vendors specifically about integration with your systems.
3. Start with overflow, not replacement.
Trying to replace front desk staff entirely creates resistance and often backfires. Starting with overflow and after-hours support proves the model and builds trust before expanding.
4. Set network-wide standards.
DSOs benefit from consistency. Establishing standard scripts, KPIs, and reporting across all locations creates accountability and enables meaningful benchmarking.
5. Track same-store growth, not just answer rate.
Answer rate is a leading indicator, but same-store revenue growth is what PE sponsors and boards care about. Connect your intake metrics to the financial outcomes that matter.
What Is Next: Scaling to 25+ Locations
The group is now applying the same intake model to new acquisitions from day one. Rather than inheriting each practice’s phone chaos and fixing it later, they integrate centralized intake as part of the standard acquisition playbook.
The COO expects to reach 25 locations within the next 18 months. With intake standardized, each new acquisition can be operationally integrated faster, and the same-store growth playbook can be applied immediately.
Key Takeaways
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The problem is bigger than you think. A 38% missed call rate at 15 locations translated to 42 missed calls per day and over $1.2 million in annual lost revenue.
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PE sponsors care about same-store growth. Improving answer rate from 62% to 95% moved same-store revenue growth from 2% to 8%, a metric that directly impacts valuation.
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Integration speed matters. The 90-day implementation timeline meant results appeared within the same quarter, satisfying board expectations for operational improvement.
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The ROI is compelling. A 25:1 return on a $4,200 monthly investment makes intake optimization one of the highest-ROI operational improvements available to DSOs.
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Standardization enables scale. With intake solved, the group can now acquire and integrate new practices faster, applying the same playbook from day one.
Looking to replicate these results at your DSO? Schedule a consultation to get a custom analysis for your dental group.
