Succession in the dental laboratory – strategic paths in changing times

The succession of a dental laboratory is far more than just a purely financial and organizational aspect. Rather, emotional ties and identification with the laboratory play a decisive role. The owners have often built up and managed their laboratory with years of dedication and commitment.

The idea of handing over the business to a successor can therefore be accompanied by a variety of feelings – from pride and joy to uncertainty and melancholy. This emotional component can make strategic succession planning difficult, as it is not easy to let go of such an important life’s work.

Another key challenge in succession planning is that young people’s priorities have changed. The idea of taking over and running their own dental laboratory is no longer automatically desirable. The younger generation increasingly values a good work-life balance, which influences the attractiveness of self-employment in the craft sector.

As a result, many family businesses do not have suitable internal successors. The search for external successors is often complex and time-consuming.

In the face of these challenges, innovative solutions are emerging. In the dental industry, corporate groups such as the Delabo-Groppe are increasingly gaining ground. They acquire owner-managed dental laboratories and continue to run them under the original name. On the one hand, this approach ensures the continuity of the established laboratories and at the same time allows the previous owners to focus on other priorities or enjoy their retirement.

This model, which has also been successfully implemented in other sectors such as optics, shows that the industry is changing and adapting to new circumstances.

Despite these challenges, there are also numerous opportunities to successfully shape the succession in the dental laboratory. Early strategic planning is of crucial importance. This includes not only the financial and organizational aspects, but also the emotional preparation for the handover.

Open communication with the family and potential successors is essential. In addition, owners should familiarize themselves early on with the idea that a successful succession can also mean handing over the laboratory to new hands and taking on an advisory role themselves.

The search for suitable successors requires individual solutions. Working with consulting firms which specialize in business succession can provide valuable support. This is not only about finding professionally competent successors, but also people who share the vision and values of the dental laboratory.

Cooperation with dentists or networking in professional associations can be helpful ways to do this.

Ensuring financial stability during the handover is another key aspect. Valuing the company, clarifying tax issues and determining the fair value of the company are essential.

Here too, early planning is essential to ensure a smooth transition process.

Succession in the dental laboratory may be associated with challenges, but there are also numerous opportunities to actively shape it. Adapting to modified priorities and innovative models such as business groups show that the industry is changing. Strategic planning, open communication and individual solutions are the key to a successful handover.

By setting the course in good time, owners and managing directors can not only ensure the continuity of the laboratory, but also lay the foundations for a successful future.