Ameloblastoma is a benign but locally aggressive neoplasm of the odontogenic epithelium, the treatment of which is controversial. A review was made of 22 patients treated for histologically diagnosed ameloblastoma between January 1975 and January 2000. We recorded data relating to patient sex, age, site of involvement, histologic type, surgical treatment, and number of recurrences. All ameloblastomas were located in the mandible. The most common histologic patterns were follicular and plexiform lesions. A total of 22.7% of the tumors were unicystic ameloblastomas. Unicystic lesions were seen to affect younger patients than the rest of the histologic types. Eighteen patients were initially treated in our center, and 4 cases were referred to our center for secondary treatment. The number of recurrences was significantly lower in patients initially treated in our center. Primary treatment comprised enucleation and bone curettage in 10 cases and radical surgery in 7. Forty percent of the unicystic lesions and 53.3% of the non-unicystic ameloblastomas of our study presented at least 1 recurrence. Ameloblastoma is a polymorphic neoplasm for which the treatment is conditioned by a number of clinical and histologic factors. An individualized preoperative study is essential for treatment.
The importance of leadership and management skills in dental practices to attract and retain patients in periods of economic recession. Abstract:Objective: To test the hypothesis that leadership and management skills protect dental practices against the effects of an economic recession. Methods: This was a cross-sectional exploratory study. Dentists (n= 232) were randomly selected to participate in an online survey in which they were asked about their practice activity. Results: A total of 162 questionnaires were returned (response rate 70%). Results indicated that improved leadership and management skills are positively related to the probability that a practice remained stable or increased its productivity during the economic recession: OR=2.39 (95% CI; 1.08-5.3). Conclusions: Our findings suggest that dental practices applying leadership and management skills are related to attract and retain patients, as measured by increased numbers of both initial consultations and continued patronage (return visits); and keep the economic crisis' impact on revenue manageable.
The US dental system is not likely to see major expansions in dental care use in the foreseeable future. The rise of dental care utilization among low-income children as well as wealthy seniors did not offset flat dental utilization among adults since the Great Recession. Similarly in Spain, the increase in the number of dental practitioners surpasses the rate of population growth. Hence, in order to remain economically viable in this competitive market, one important aspect for every dental office is to retain patients besides attracting new ones. Patients may be lost to follow-up due to a number of factors, including a lack of attention from the dental practice or a lack of trust in the provider. The “7/12" patient touch point strategy of marketing builds consumer loyalty as a result of a strong patient–provider relationship. Furthermore, this method aims to facilitate the patient’s decision to visit their dentist when it is time for preventative treatments. The purpose of this study was to measure the efficacy of a “7/12” patient touch point strategy when compared to the traditional annual recall with respect to number of active patients, percentage of word-of-mouth-recommended patients, and overall number of first-visit patients. We executed the relationship marketing concept through a novel “7/12” patient touch point approach, in which the patient was exposed to seven separate exposures in a period of 12 months. The efficacy of the “7/12” patient touch point was analyzed for 48 months across 10 clinics (24 months before and 24 months after the “7/12” strategy implementation). The “7/12” patient touch point strategy resources consisted of online and printed materials with a focus on oral health knowledge. fter analyzing the efficacy of the “7/12” patient touch point, we found an average increase of 86.91% in the number of active patients, 24.12% in the number of word-of-mouth-recommended patients, and 38.05% in the number of first visits across all clinics. This novel “7/12” patient touch point approach may be successful in increasing the retention of existing patients and generating new patients. Furthermore, this method promotes preventative care and oral health maintanance for patients and economic progress for the dental clinic.
There is no denying that, in today's world, everything moves at an exhausting pace. Technology, consumerism, entertainment options and professional opening hours keep us on the go 24/7, while greater and greater numbers of people scramble to beat the clock, rarely enjoying the moment and clueless as to how they can exert some control over time. It is imperative that we find a way to strike a balance.The problem is all too evident, but is anyone doing anything about it? The answer is a vigorous "yes": in many different areas, such as food, fashion, tourism and education, the slow movement has already begun to respond to these challenges. In fact, some variants such as slow food have already been inspiring changes in society for the last two decades.The slow movement is an initiative that seeks to improve our health, our sense of well-being and our happiness by downshifting the pace of human endeavors and reminding us that we do have a say in how time passes, even if the frenetic consumer market and the need to keep up with the latest technology make us believe that we do not. It is time we stop being victims to the tyranny of Time.The slow movement encourages us to comprehend technology as a way to keep moving forward, but it also urges us to strike a balance between progress and a more people-oriented focus that fosters greater emotional expression and peaceful human interaction. The slow movement is not coordinated or overseen by any official organization, but many reputed professionals throughout the world have addressed, adopted or promoted it in some way. As a result, a global community has formed and is quickly growing in followers.Needless to say, the movement has made its way into healthcare and found many an advocate among care providers, with increasing numbers of doctors and other professionals are rightfully calling for changes to be made in how we intervene and in the way medicine itself is understood. Dr. Alberto Dolara, a Florentine cardiologist, can take credit for publishing the first open invitation to colleagues to get involved in the slow medicine movement, in 2002.1 Alleging that the upswing of these trends mars the quality of treatment; 2-5 slow medicine starts off by calling for limits to be placed on the number of clinical interventions and "quick" procedures. Then, after interesting comparisons of fast medicine (focused on illness) with slow medicine (focused on health) appear, 6 these two paradigms become increasingly rational and objective. In the years following, interest in slow medicine and initiatives promoting it throughout the world would increase.Dentists in different parts of the globe are spontaneously easing up on their pace and placing a greater emphasis on quality over quantity.
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