Company will go the way of the Blackberry and Kodak
CAD/CAM Specialist (Former Employee) – Northwest – October 24, 2017
Company will lose to local and online competition that sell at a much lower margin. Spent too many years trying to push CEREC equipment that most offices could not afford. Massive layoffs of 2016 caused a drastic loss of loyal customers. Not a good sign when a VP comes to visit and says "some people you know may not be around in the future... I have to do what's best to feed my family" Guess employees don't have to sustain themselves.
Other employees talking about how quick they are to fire people.
Service Dispatcher\Coordinator (Current Employee) – Albuquerque, NM – October 17, 2017
Patterson Dental is a wonderful place to work. Teamwork is stressed and we rely on each other to get the job done and make sure the customer is happy. Working as a service coordinator means that I speak to customers everyday. It is my job to maintain a schedule for the technicians to go into dental offices to repair equipment. We work in offices from Durango, CO to El Paso, TX
Service Technician (Former Employee) – Middleburg Heights, OH – September 29, 2017
Learned a lot about the equipment, Sent to different offices to repair problems. Some of the older staff was helpful. Some not so helpful. No set training schedule. Seems after one mistake,you are classified by co-workers who are just looking out for themselves. Management states they are going to start to visit job sites and never shows up. Sales group are no help at all. Rarely inter act with service techs, except when there is a problem. Expected to be correct 100 percent of the time, after you are told that you are not gone to fix everything. Customers call the branch, if they are not happy with your work. Most enjoyable is different types of equipment repair all the time.
Equipment Specialist (Current Employee) – MN – July 22, 2017
I have been working for the Patterson for about eight years. The design team is based through out the country. The only designers that are able to create an office design properly are the designers at the corporate office. The biggest problem is that all of the office designers have to take their direction from the marketing sales team, anyone that has worked in the architectural construction industry knows how ridiculous this is, would you buy your home from a used car salesman no yet the design team has a sales person demanding how he wants the ceiling grid laid out. I am looking to leave Patterson for a company that follows the correct process
workers are able to wear jeans
Patterson does not pay a fair market value to it's employees
Customer Service Representative (Current Employee) – South Florida, FL – May 28, 2017
Management has managed to literally run the company into the ground. Poor performance by the local managers has resulted in corporate trying to micromanage the sales force. So instead of taking care of the customer, we play the game and take care of management,. We are on credit hold with vendors, it take weeks instead of days for handpiece repair and the inside staff is overwhelmed with excessive work load due to sales force realignment and branch closings. The recent 4th quarter report resulted in distribution back orders too make the numbers look better. Hard to sell products that are not available. Massive distribution errors further reduce the patient experience. I could go gn but I am getting even more depressed. Used to be a great company but the 'amazon vision' is not what customers want.
Poor stock performance, wrong corporate vision, Sap
Territory Sales Representative (Former Employee) – Birmingham, AL – May 22, 2017
As one of North America’s largest distributors of dental merchandise and technology leaders for dental practices, Patterson Dental offers over 105,000 products and a wide range of leading equipment, software, technology solutions and services. From humble beginnings in a one-room Milwaukee drugstore in 1877, Patterson has grown to meet the needs of dental professionals through more than 80 branch offices nationwide and over 1,300 sales representatives and equipment specialists in the United States and Canada (Patterson Canada). As part of its commitment to be the one source dental professionals can depend on for everything they need, Patterson acquired software developers EagleSoft, Inc. in 1997 and CAESY Education Systems in 2004. The Company further expanded its technology offering with the acquisitions of Dolphin Imaging Systems and Dolphin Practice Management, the world’s leading providers of 3D imaging and practice management software for specialized dental practitioners (including orthodontists, oral and maxillofacial surgeons and oral and maxillofacial radiologists). While dentistry has experienced many changes over the years, relationships with customers remain strong and growing – built on a solid foundation of trust, tradition and technological innovation.
Territory Manager (Current Employee) – United States – December 26, 2016
Management pared back the sales force by 20% last June. The expectation was that the reps that they kept would grow the business with those customers whose reps were terminated. These customers followed their former Patterson reps to other dealers. You don't need to be a C level to predict the obvious outcome. It will take at least 3 years to get a scratch territory going. If you develop a multi location customer into a significant account, you can expect to have that account eventually fall into "special markets" which is a euphemism for a corporate or a house account. You will loose commissions. Patterson made an ill-conceived foray into the medical market over 8 years ago. They have since spun this division off. Patterson today is a larger veterinary dealer than a dental dealer. Their ESOP was great years ago (between 10 and 15%) and had much to do with the loyalty of seasoned sale reps and technicians. It has been 3% for the last 5 years. Consequently, the have lost talent to the competition or other fields completely apart from dental. Technical service is great for the most part, although somewhat more expensive than the competition and significantly more expensive than independent tech service. You don't get paid on service or parts anyway. This is not an easy job. The implementation of SAP has been filled with challenges and has not proven to be an asset to the sales force yet. Like of other dental dealers, you enjoy a lot of autonomy.
They haven't made the sales reps sign a non-compete, yet
The management does not have time to micro-manage the sales force