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22 CLINICAL MANAGEMENT The future-oriented process of strategic positioning is often underestimated, but ignoring positioning can result in time- consuming and expensive adaptations or strategy changes. Every clinic would do well to invest in strategic planning well before launching a business venture. This begs the question of which factors can be drawn on to strategically position and differentiate a clinic in the market envi- ronment. Even if a clinic has been long established, casting a critical eye over the business at regular intervals is worthwhile. Acquiring new specialist qualifications, ex- panding the treatment portfolio, adapting to a changing market, or wanting to ac- quire a new patient clientele may be rea- sons to modify the image. Strategic positioning outlines the position of a clinic in the market. The positioning uses creative approaches to plan the orien- tation of the clinic with foresight and with a view to sustainability. It is therefore es- sential to honestly consider personal pref- erences together with specialist expertise as well as the opportunities offered by the competitive environment. The aim of posi- tioning is to shape the long-term success of the clinic in a way that can be planned. In this regard, positioning corresponds to the desired image that the clinic wants to anchor in the minds of potentially interest- ed parties. Various positioning opportunities are available to clinics, the most common of which are determined by the personality of the dentist. The trend to specialization means that more and more clinics are po- sitioned using specialist certification. Po- sitioning using a target group or price is also possible. Market niches can be used to focus on services or to place innovations at the heart of the clinic. Before entering private practice, dentists should also care- fully consider market conditions using a site analysis along with an analysis of the market behavior of the target patient cli- entele. Listen to your heart In the first example, the owner of the clinic has harbored a passion for surgery from his time as a resident and continues his education with a relevant Master’s course. When facing a decision about becoming self-employed in the middle of the 1990s, he weighs up the various options for his planned business venture. The business goal is strongly oriented towards business management. The owner of the clinic plans to appeal to the largest possible pa- tient clientele to rapidly shift from the loss to the profit zone. Prosthetics appears to be a lucrative source of income that will be secure in the long term. For this reason, purchasing an established and renowned clinic with its own laboratory is chosen as the most sensible alternative. The focus of the clinic is not surgery, which goes against the owner’s personal preferences. The key component of the clinic concept is now shaped by general dentistry and the clinic’s laboratory. Patients selectively choose a dentist or a practice these days. Particularly in areas of dense population where the density of dental clinics is disproportionately high, the image of the clinic becomes an economic necessi- ty. Clinics and practices can no longer be managed without taking into account business management issues. The economic reality overtakes every clinic sooner or later. The role played here by strategic positioning is illustrated in this article using three clinics as examples. STRATEGIC POSITIONING PLANNED DEVELOPMENT AND EMPHASIS ON STRENGTHS AND QUALITIES