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Enema

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anonymous

Guest
This company needs an enema! IMO, the whole head shed needs be flushed out after the earnings report earlier this week. The incompetent buffoonery needs to stop before it's too late. Clean up your resume now.
 






Starting with the "Chairman of the Board" John Buck who is usually drunk by 5 pm. He has been in that position for two decades and at some point the rest of the board has a fiduciary responsibility to say "you suck". Then let's swap CPA Donnie Z for someone who knows something about sales and people. He actually doesn't like people, but he runs a company that depends on people. The second line he posted was "we are going to cut expenses" which has been his mantra for two years. At some point how about he talks about growing sales, something he knows nothing about. And finally put some power and trust back in the field. You cannot run this business from the "corporate office" which is actually nothing but a woke shit show.
 
























anonymous said:
The fact you folks don't know how the data breach impacted the profitability of the company you work for is almost as concerning as the data breach.
Click to expand...
Please explain how a data breach on Change Healthcare, a company responsible for insurance reimbursement processing for medical and dental offices, caused PDCO to miss EPS by such a wide margin? Customers stopped buying supplies because their reimbursement were interrupted? The brain trust at PTC had to develop a workaround for E Claims thus preventing them from building out "Value add" software? What? Seriously, how does this work? We're trading at a new low with no communication of a plan beyond cutting expenses. If PDCO breaches the $20 mark, there is no floor.
 




anonymous said:
This company needs an enema! IMO, the whole head shed needs be flushed out after the earnings report earlier this week. The incompetent buffoonery needs to stop before it's too late. Clean up your resume now.
Click to expand...
Listen up region presidents

This company has good bones and a good foundation. The foundation is the sales team and their relationships with their trusted clients.

Get the team back in the field with a stronger comp plan. That comp plan could be top 20% of the sales force heavily incentivized with a quarterly bonus. 80 / 20 rule. 1k sales reps, top 200 earn a quarterly bonus. Do this immediately. Annual bonus should be a true bonus derived from the result of the quarterly goals being achieved.

Marching orders such as focus on equipment and large equipment the next month. Transition to small equipment and tech for the last months of 2024.

Take expense back but allow TR to keep a company card for manager only approved expenses. VIP trips or quarterly marching orders directly related to sales. Examples instrument or diamond and bur focus on sundry side; missing ops and DS meeting on equipment. Good customer facing e- literature and fliers to hand out. Product blitzes work. Get the vendors to pitch in with strong incentives. Do this now.

Refresh the website look. Promote the things we excel at strengthening the foundation (client relationship)

Sell into prosperity instead of attempting to save us into prosperity. Incentivize vs penalize mindset.

Find top talent to fill Tim’s role with dental experience. This is an immediate need.

Simply the comp plan with transparent and simple being the forefront. This includes how a TR is paid on CHC SM etc. Pay on these groups should also be comparable to private practice.

Give equipment vendors an opportunity to become tier 1 on a trial basis. It’s just as time consuming to sell a chair package to a CHC or SM client than it is a PP.

Stop sending the message that we are transitioning to a software company. We still sell plenty of sundries and equipment. Software is an adjunct.

Simplify the ordering process for ES and TR on equipment and sundry. Provide TR, ES and CS their own landing page on the website. Integrate an easy to use equipment quoting platform and lead tracking CRM.

Solea has a place in the bag, but it shouldn’t consume our day to day. That will come when you tune up the other parts of the business.

It’s time to punt and reenergize your biggest asset.
 




I have been taking notes of all the stupid decisions our top has made. I’ll be able to write a book and retire nicely as Patterson Dental becomes another Blockbuster, Kodak, or RadioShack. I’ll call it Lessons of Egos leading to demise: the story of a once wonderful Dental Distribution Business putting profits before people ending in shambles.
 




anonymous said:
Listen up region presidents

This company has good bones and a good foundation. The foundation is the sales team and their relationships with their trusted clients.

Get the team back in the field with a stronger comp plan. That comp plan could be top 20% of the sales force heavily incentivized with a quarterly bonus. 80 / 20 rule. 1k sales reps, top 200 earn a quarterly bonus. Do this immediately. Annual bonus should be a true bonus derived from the result of the quarterly goals being achieved.

Marching orders such as focus on equipment and large equipment the next month. Transition to small equipment and tech for the last months of 2024.

Take expense back but allow TR to keep a company card for manager only approved expenses. VIP trips or quarterly marching orders directly related to sales. Examples instrument or diamond and bur focus on sundry side; missing ops and DS meeting on equipment. Good customer facing e- literature and fliers to hand out. Product blitzes work. Get the vendors to pitch in with strong incentives. Do this now.

Refresh the website look. Promote the things we excel at strengthening the foundation (client relationship)

Sell into prosperity instead of attempting to save us into prosperity. Incentivize vs penalize mindset.

Find top talent to fill Tim’s role with dental experience. This is an immediate need.

Simply the comp plan with transparent and simple being the forefront. This includes how a TR is paid on CHC SM etc. Pay on these groups should also be comparable to private practice.

Give equipment vendors an opportunity to become tier 1 on a trial basis. It’s just as time consuming to sell a chair package to a CHC or SM client than it is a PP.

Stop sending the message that we are transitioning to a software company. We still sell plenty of sundries and equipment. Software is an adjunct.

Simplify the ordering process for ES and TR on equipment and sundry. Provide TR, ES and CS their own landing page on the website. Integrate an easy to use equipment quoting platform and lead tracking CRM.

Solea has a place in the bag, but it shouldn’t consume our day to day. That will come when you tune up the other parts of the business.

It’s time to punt and reenergize your biggest asset.
Click to expand...

Or go back to what works - pay a quarterly dividend to shareholders. Defies all logic.
 




anonymous said:
Or go back to what works - pay a quarterly dividend to shareholders. Defies all logic.
Click to expand...
The hurdle now is that the two bean counters running the company have stripped so much money out of marketing and people that there is no way to grow the revenue line. You can run the expense reduction play for one full year with limited damage. They are now three years in.

Can you imagine if you are a candidate for the president of dental. "We need you to grow sales and net income, but by the way you have no money for either marketing program for people."
 




anonymous said:
The hurdle now is that the two bean counters running the company have stripped so much money out of marketing and people that there is no way to grow the revenue line. You can run the expense reduction play for one full year with limited damage. They are now three years in.

Can you imagine if you are a candidate for the president of dental. "We need you to grow sales and net income, but by the way you have no money for either marketing program for people."
Click to expand...
Wait to see what is coming very shortly.
 
























anonymous said:
The hurdle now is that the two bean counters running the company have stripped so much money out of marketing and people that there is no way to grow the revenue line. You can run the expense reduction play for one full year with limited damage. They are now three years in.

Can you imagine if you are a candidate for the president of dental. "We need you to grow sales and net income, but by the way you have no money for either marketing program for people."
Click to expand...
 








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