Ali Oromchian, JD, LL.M.
Dental & Medical Counsel
Printer Friendly Version

Legal Ramifications of Dental Practice Buy-Ins and Partnership Agreements: 5 Issues to Consider
By Ali Oromchian, JD, LL.M.

Dental practice buy-ins and the partnership agreements they often require can be challenging issues for any practice, and carry with them a number of potential problems and legal ramifications for the unprepared. Understanding the legal aspects of practice buy-ins and partnership agreements will encourage you to solve problems even before they start. Like any change to a business, preparation is key. Once you have completed your due diligence, valued the practice, and agreed upon a purchase price and financing structure, a partnership agreement will need to be agreed upon and drafted.

While this article focuses on partnership agreements, a partnership is not the only legal structure used for dental practices. Many practices use corporations with the practitioners as shareholders, due to the liability protections offered by this structure. The issues pertaining to partnership agreements discussed below are equally applicable to purchase agreements used for corporations, in terms of protecting the practice and reducing hostilities between partners or shareholders.

Here, we will examine the legal ramifications of adding partners to your practice, and provide you with guidance to make this process as smooth and painless as possible. Uncomfortable or even difficult buy-in or buyout events are easily avoidable when everyone understands the terms in advance. Confrontations arise when parties are unprepared for different scenarios which can occur during and after a buy-in. A clear purchase agreement and/or partnership agreement allows you to consider issues which could potentially strain a relationship. Here are five topics which should be addressed in any partnership agreement:

1. Allocation of Income
As discussed in Dental Economics Magazine, “The method of allocating practice profits is often the most controversial issue in the practice buy-in.” So, let’s talk about this issue first. Basically, the partnership agreement should discuss how the profits of the practice should be divided, and whether the chosen method of profit allocation will change over time. Generally, income is apportioned by performance (output, days worked), ownership, or a fixed percentage. Also, keep in mind that with income comes expenses, and decisions pertaining to expense allocations will need to be made as well. Most practices split expenses such as rent equally, while some supply expenses may be apportioned based upon production. Whatever your approach, make sure you discuss these issues ahead of time and that all oral agreements are incorporated into the partnership agreement.

From a legal perspective, addressing the income allocation prior to purchase ensures there will be no disputes down the line. If the partnership gets into details as to how income will be awarded to partners and how certain events may change allocations, then no one can complain down the line or successfully seek a legal remedy if they are unhappy with the results.  A clear purchase agreement protects the practice, legally, by insulating the business from expensive and stressful disputes in the future.

2. Management Responsibilities
Adding a new partner to a business means changes not just behind the scenes, but also in the office. The partnership agreement should outline who is responsible for which tasks, pertaining to both staff and patients. Remember that one of the legal ramifications of a partnership (if this is the structure of your practice) is that each partner acts as an agent of the others. This means actions taken by one partner can be attributed to the others. Therefore, you may want to consider addressing issues such as whether partners can enter into contractual agreements without the consent of other partners, or whether decisions as to discipline and termination of staff require additional consent. What may seem like small issues now could potentially insulate your practice from liability in the future if considered in advance.

3. Buy/Sell Provisions
If you are examining the aspects of a well-written partnership agreement, then chances are you’re already thinking about the buy-in terms. These include valuing the practice and establishing how the purchase price should be financed. But anyone who is buying into a practice will also one day buy out of it. Therefore, you should kill two birds with one stone by creating a formula now which will be used in the event of a buyout. Also remember that in addition to a buyout price, you need to establish buyout terms. Will payment be made in cash, installments, or both? A good approach is to have the buyout terms mirror the buy-in terms. Therefore, if a dentist bought into a practice via a salary reduction, he or she should receive the buyout via deferred compensation.

4. Death and Disability
No one enjoys discussing the impact of a partner’s death on a practice. But discussing and addressing this possibility is an earmark of a well-crafted partnership agreement. If a partner or shareholder dentist passes away, a common requirement of an agreement would be that the practice may, but is not required to, buy the interests of the deceased, or that those interests could be purchased by an individual partner or shareholder. Some agreements may even require the spouse of an interest holder to sign a spousal agreement approving of such an arrangement. The agreement should also discuss how the purchase price of the decedent dentist’s interests shall be calculated upon sale.

Alternatively, your practice may decide that upon the death of a fellow partner, you want the spouse and family of that dentist to continue to enjoy the financial benefits of the agreement. This scenario can also be addressed in the agreement, with the partnership interests going into a trust for the benefit of the family. There is no “right” way to address the death of a partner, but the “wrong” way is not to address it at all. While this situation may be an uncomfortable one to consider, the truth is that not addressing this event in advance can lead to chaos in the event of a partner passing.

5. Restrictive Covenants
Finally, let’s discuss what happens upon the buyout or termination of a partner, in terms of competition. This is a dicey subject for many practitioners looking to create a partnership agreement for the same reason that a newly-engaged person doesn’t like to discuss prenuptial agreements. No one likes to think about what will happen when things go wrong. A recent article in DentistryIQ addressed this issue head-on, stating that “Many co-owners view the restrictive covenant negatively, but a restrictive covenant protects co-owners equally from a departing co-owner competing with the practice.” Restrictive covenants should be considered, if not included, in every practice agreement.

Restrictive covenants are one aspect of the purchase or partnership agreement which must follow legal standards. A covenant which is overbroad, vague, or unduly restrictive will simply not be enforceable. Therefore, covenants must be drafted with care by a professional to ensure enforceability. Even if your practice decides against a restrictive covenant, you still need to address issues such as how to communicate with patients and employees during and after the departure.

By addressing these issues prior to the execution of an agreement, you can reduce the legal ramifications of miscommunications or unplanned events. A well-written agreement is your best defense when it comes to protecting your practice and allowing your business to succeed.

Ali Oromchian is a dental attorney at the Dental & Medical Counsel, PC law firm and is renowned for his expertise in legal matters pertaining to dentists.  Mr. Oromchian has served as a key opinion leader and legal authority in the dental industry with dental CPAs, consultants, banks, insurance brokers and dental supplies and equipment companies.  He is also the author of The Strategic Dentist: An Entrepreneur’s Guide to Owning a Dental Practice. 

You can contact him at 925-999-8200 or email ao@dmcounsel.com

Forward this article to a friend


Mike Shoun, CEO
Affordable Image
Printer Friendly Version

Dental Marketing Principles for 2018
By Mike Shoun, CEO

Twenty years ago, marketing for a dental office was fairly simple; build it and they will come. Hang your shingle. That was about all you needed to start a successful dental practice. And if you wanted to grow your practice, all you needed to do was put an ad in the phonebook and maybe do a local health fair.

Ten years ago, marketing for a dental office was still considered relatively easy; build a simple website, print the web address on some postcards and mail them out to your local area, maybe advertise in a local paper or magazine. These tactics were all you needed to outdo the competition and keep your practice relevant.

Today, marketing for a dental office is much more complicated, sophisticated, and confusing. Websites, mobile websites, search engine optimization for Google, Bing, Yahoo and more, online maps and directory listings, social media, blogs, online display advertising, pay-per-click ads, mobile phone advertising, online reviews; good ones needed and bad ones to deal with. Whew! Plus, you have competition with many other dentists in your area who all seem to be advertising deeply discounted offers, not to mention corporate dentistry growing at an increasingly fast rate. Can a privately owned Dental Practice in 2018 grow in all this chaos? The simple answer is: YES!

Dental Practice Marketing: Where Do You Start?
Although the different forms of marketing have changed over the years, as well as the sheer volume of ways to market your dental practice, one thing that has not changed are the principles of marketing.
 
Patients are your customers; therefore, you must operate using the same principles that drive the marketing dollar decisions made by multi-million and multibillion-dollar corporations. These large companies, including corporate dentistry, are purely in business to make a profit. For every dollar McDonald’s spends on advertising, they are getting a large return on investment. They know if they stop spending money on marketing, their revenue and profit will dry up. 

McDonald’s and all these giant corporations are spending marketing dollars on the same people who are your patients. Your patients and potential patients have a customer and consumer mindset. The principles that work for McDonald’s marketing dollars will also work for your marketing dollars, no matter how much money is in your budget (within reason). The first principle of marketing is consistent brand recognition. It is critical that your logo and any graphic images, photos and colors used on your website must be consistent and look the same on all marketing that you do.

Imagine if the McDonald’s logo was blue and green and blurry at one location and red and blue at another? Confusion would set in, and lack of trust in the product would surface. Logo recognition comes from the “brand” that is seared into the mind of the consumer. The consumer knows what that logo means, and they know what to expect when they visit.

The next principle is repetition. You cannot just do something once when it comes to marketing. You must have a plan to get your message and brand out to the consumer repeatedly and consistently. Keeping McDonald’s as our subject; why do they keep advertising even though everyone knows who they are? Because if they don’t keep their message in front of consumers, they will lose market share to other companies that are advertising on a regular basis. A consumer’s mind is very fickle. We see over 5000 messages a day, and the one that keeps appearing will be the one that sparks a reaction. You want to be the one that gets the spark.

The final principle is having a message that connects to your targeted market. You will notice that McDonald’s has many messages to communicate to many different target markets (as most large companies do). Dentistry is no different. A mother of teenagers is going to need a different message than an older person with no children.  Focusing on the correct message for your target audience allows the patient to connect to you more so than your competition.

Yes! A privately owned dental practice can grow in 2018. Applying these principles is the most critical part of making any marketing strategy work. Keeping your brand active and being consistent with a focused message is the best place to start before diving into the real meat of the marketing world. Having a solid foundation will make the rest of your marketing strategy successfully come together.

Mike Shoun is President and Founder of Affordable Image - a full service marketing company dedicated to the client's overall success.

Mike can be reached at (602) 265-2299 ext. 211, or email mike@affordableimage.com

Visit www.affordableimage.com for more information

Forward this article to a friend



The Dentist's Network Newsletter Information:
To unsubscribe:
To discontinue receiving The Dentist's Network Newsletter,
click on the link at the very bottom of this page for instant removal,
To report technical problems with this newsletter or to request technical help,
please send a descriptive email to: webmaster@thedentistsnetwork.net
To request services, products or general inquires about The Dentist's Network activities
please send a descriptive email to: info@thedentistsnetwork.net
Copyrights 2017 The Dentist's Network - All Rights Reserved.