2026.10.08 | GP | MedTech | Corus Dental: Digital Workflow & Lab Consolidation

Primary:

Corus Dental Labs Ab

Associated:

James R. Glidewell, Dental Ceramics, Inc.

Colosseum Dental Group Holding As

Viewpoint:

Competitor

Moderator: Supriya Parasnis (SP)

Francisco Jose Teixeira Barbosa (FJTB), Executive Director - Foundation for Oral Rehabilitation

SUMMARY

Overview

The discussion assessed a large European dental laboratory group against independent laboratories, regional chains, and orthodontic providers. The expert has experience in dentistry, implant workflows, laboratory services, and oral rehabilitation, alongside prior commercial dealings with the group.

The company is positioned as a premium provider distinguished by consistent quality, strong customer service, digital ordering and tracking, and standardized workflows across countries. Its acquisition strategy has expanded its geographic reach while reducing the number of sizable independent competitors.

Key Insights

The expert rated the company among Europe’s strongest laboratory groups, particularly for service reliability and cross-border workflow consistency. Customers can order through different laboratories while expecting comparable processes and outcomes, creating an advantage for multi-country clinic groups. Acquisitions reportedly focus on established, profitable laboratories with strong local positions. Benefits are expected after an initial integration and investment period. Premium pricing limits access to price-sensitive dental service organizations. Management is viewed as prioritizing reputation and quality rather than pursuing volume through lower standards. Cross-selling appears effective in veneers and mainstream prosthetics but weaker in orthodontics. Artificial intelligence performs well for simpler restorations, including single implant crowns and bridges. More complex full- arch cases still require additional refinement. Customer loyalty is considered high, with price pressure rather than quality concerns representing the main switching risk.

Competitive Landscape

10/12/2026 at 06:07 AM UTC

Segment

Positioning

Advantages

Pressures or weaknesses

Target laboratory group

Premium, digitally advanced European platform

Independent specialist laboratories

Boutique and aesthetics- focused

Harmonized workflows, original components, reliable service, broad laboratory network

Strong handcrafted capabilities for complex aesthetic work

Higher prices and limited penetration of price-sensitive accounts

Less scale, standardization, and cross-border coverage

Smaller laboratory chains

Regional or lower-cost alternatives

More competitive pricing

Generally weaker digital integration and consistency

Premium orthodontic provider

Established category leader

Long operating history, mature software, streamlined workflows

Creates a high barrier for the target group’s orthodontic expansion

Lower-tier orthodontic alternatives

Quantitative Insights

Metric

Competitive rating

Value-oriented competitors

Commercial reach and lower pricing

Perceived by the expert as delivering weaker treatment outcomes

Expert estimate

9 out of 10

Broader market quality benchmark

Approximately 6 out of 10

Share among large European laboratory chains

Approximately 80%

Competitor pricing discount

Approximately 20% to 25%

Time before acquisitions may begin generating benefits

Estimated customer retention

About 2 years

Approximately 80%

Share of the European dental service organization market

Below 20%, potentially around 10% to 15%

Premium orthodontic competitor experience

More than 20 years

SP: Hello, I am Supriya Parasnis working as an analyst at Guidepoint Insights. Today we are going to discuss Corus' competitive positioning and for the same we have with us Francisco. I further request Francisco to give a brief background on his professional journey so far and his association with Corus Dental. Over to you, Francisco.

10/12/2026 at 06:07 AM UTC

FJTB: My background, so to tell you, in 2004 I finished my dental degree. Then I went into the post-graduation in oral surgery. After that, I did a master's degree in implant dentistry and in 2008 I started working in the Hospital of Barcelona as, let's say, a dentist inside the Hospital of Barcelona in the maxillofacial department. And as well, I started my dental office there in Barcelona. In 2010 I joined the company in Spain that the name was Fibo, and that company Fibo was led by the CEO, his name was Juan Roma. Juan Roma was the CEO for 6 to 7 years, and then he left the company. And as well, in 2018, I left the company to join Straumann Group. In Straumann I was there for, I believe, 7 years. And then 2 years ago, I joined the Foundation for Oral Rehabilitation as the executive director. Juan Roma, to give you some background, now is the CEO of Corus Dental. So I have some sort of friendship with Juan Roma and, you know, in the past, 7 years ago, we had some contacts with them and they asked me to collaborate in some education and I was a customer at the same time of them for some services and for some types of processes.

SP: Got it. Great to know. So I would have some good insights on Corus today. So let's begin with our question and answer session then. My first question to you would be, how would you position Corus against independent dental laboratories and other European laboratory groups?

FJTB: So I believe that Corus, they have high standards of quality and as well they have a really amazing service towards the customer. When it comes to customer service, I believe they are really great. Despite being a big corporation with very big labs, they can really, you know, have customized solutions only for you. And as well they are really, when it comes to advancements in digital workflows, I believe that when it comes to comparing it to other labs, these standards of quality are above average compared to other labs. Of course, there are some specialized labs, smaller labs that are more specialized on aesthetic dentistry that, you know, they are quite almost, I would say, artisanal in the building up or creation of prosthetics. And of course Corus is trying to catch up and they are delivering some solutions, for example, on veneers that they are created with CAD-CAM technology, and these veneers are really slim, and that in the past you could only create by hand and do it in the traditional way. So in this sense, compared to the traditional labs, they are above average. So on the quality and as well customer service, they have even integrated an app where you can, you know, insert all your orders, you can track them. So it's really quite advanced. And when it comes to other chains of labs, I believe that they even absorb some of them, and I believe that they are much more advanced than the other chains of dental labs because they were the first movers. So they have this advantage.

SP: Got it. And FJTB: Yes.

SP: When you say that they are, you know, average in terms of quality and other factors, I would like to know that on a scale of 1 to 10, how would you rate Corus when we compare it to its key competitors and currently where are they losing?

FJTB: So when it comes to their competitors, I believe they are on a 9. They are, I believe, a solid 9 when it comes to the competitors. I will only leave that one because, you know, maybe there are some smaller dental chains, more specialized, but I believe that they are a solid 9. When it comes to where they are currently losing, for me it's difficult to say, because they really bought the strategic labs in different countries, in Portugal, in Spain, and other countries, you know, in the Nordics. So they are acquiring the strategic labs and even labs that are really huge. So I cannot tell you, you know, where they are losing. If they are losing, maybe if I need to say something, something on the ortho side, maybe they are not progressing as they would like. This is where I believe that they are struggling more is on the ortho services.

SP: I was just curious because you mentioned that their quality is kind of average. So you're scoring 9 out of 10 for Corus when we compare it with its key competitors. I would again, you know, like to know the reason behind. If you say it's average and if you're scoring it 9, what is the difference? Where is it? Where is the discrepancy?

10/12/2026 at 06:07 AM UTC

FJTB: No, what I mean with the average, they are really, really above the average in quality.

SP: Mm-hmm.

FJTB: And the quality of the service and the customer service. So when I say they are really much more above the average, because maybe the average is, I would say, 6. So it comes to this, that they are really above that average, as well, when it comes to the quality. The good thing that Corus has is that you can order, for example, I use it to order in Barcelona and the Corus Dental in Barcelona that is in Sant Cugat. But I could order to any Corus lab, for example, the Portuguese lab, I could also order there, and the same workflows, the same digital workflows, the same advancements, the same quality would be the same for the dental labs. So there is a sort of workflow harmonization and also you should expect the same outcome on the different labs, which is really great. If you work in different countries or if you want to even order from another countries or if you have a DSO, you can be a customer from Corus that will provide you the service from the different labs that they have and you should expect an equal outcome and an equal experience on the different labs.

SP: Mm-hmm.

FJTB: And this is one of the key advantages from Corus, I believe, in my opinion.

SP: Got it. And then when we talk about its market share, could you help me quantify what could be its market share and who could be its key competitors in European region?

FJTB: When it comes to market share, but we are talking about chains of labs, big labs.

SP: Yes, yes.

FJTB: I believe that the market share should be... I believe it's more or less 80%. In Europe, mainly, it's 80%. They were the first movers. They are acquiring other labs. They are acquiring key labs and they are even acquiring big labs like, for example, Nordentica in the Nordics. So, every chain that has or even the one in the Netherlands, now I don't know the name, EMC, I believe, European Dental Labs, I believe that one. So they even acquired it. So what I mean is that if there is a lab chain that is smaller than them, they invest and they acquire it. That's why when it comes to, they really remove competitors from the market.

SP: When you say that it is kind of acquiring the smaller labs. So it is trying to move towards consolidation, right? So is this consolidation creating kind of incremental revenue for Corus or is it hampering its supply chain or maybe inventory management to a certain extent? What are your views on this?

FJTB: When it comes to trying to acquire new labs, they are really being quite smart. So they are acquiring labs that already work really well and they have a solid revenue; they are really profitable. And by acquiring these key labs, of course, they acquire as well their current business and their revenue. And I believe that in the first maybe 2 years, the return on investment is not yet even. But I believe that after 2 years with the key labs that they are acquiring, it should be when they start benefiting from these acquisitions.

SP: Got it.

FJTB: Mm-hmm.

SP: Talking about its pricing, I would like to understand the percentage pricing difference between Corus and its key competitors in the market currently.

10/12/2026 at 06:07 AM UTC

FJTB: Yeah, this is the key point and this is where the price is a bit above the competitors and above the traditional labs. So if you work with Corus, you can expect that the workflow is going to be flawless. You can expect that outcome across your different treatments is going to be and output is going to be... I would say, streamlined or harmonized, and always the same. But when it comes to the price is where you see the difference. And this is 1 reason is because they do not use, for example, when it comes to the abutments, to the different pieces, for example, for implants, for the crowns and they... sorry, not for the crowns, the analogs and everything, the components that they need to create the prosthetics parts, they use original ones. They do not go to clones or they do not go to the cheaper ones. And of course, you see that reflected in the invoice. You can see that the invoice, they only use original components, which does not help them if they want to decrease the price. But of course, this as well increases reliability because if I use Straumann, I prefer that they use Straumann components. I don't want them to use a clone and then to charge me like they are using the original components. So from my side, you should expect high quality, but also you should expect that the price compared to traditional labs or a conventional lab is not going to be the same.

SP: Mm-hmm. Then when we talk about its premium pricing, I would further like to understand that to what extent does this hamper its win rate? I mean, the likelihood of winning contracts in Europe specifically.

FJTB: Well, what they do is this pricing, they have a target group. They have one target group or different target group, and they are aiming more towards the clinicians that have the highest standards of quality and they expect as well an integration on the digital workflows that fully works with them. So this price, of course, is sometimes not competitive, but as well when they are negotiating with the DSOs, for example, and big DSOs, and they are not going to target the DSOs with low standards of quality or I would say low prices, the DSOs, they will target more with high standards quality like for example Colosseum in the Nordics. So this would be the target group, so they have a clearly differentiated target group where they are attacking and they try to get these premium clinics or with high standards of quality instead of going to the below average clinics.

SP: Mm FJTB: And SP: Hmm.

FJTB: This is what maybe doesn't help them on the negotiation when it comes to price. Of course, they can negotiate or even lower the quality, but I believe this is something that they do not do because they want to create more reliable workflows and they have a reputation in the market that they want to keep. When it comes to negotiation, this is up to them with the different DSOs, but they are targeting as well the DSOs with high standards. They do not go, for example, after Dentix or this kind of DSOs with low quality.

SP: Got it. I have 2 follow-ups specific to this particular topic. When we say that they are premiumly priced, could you please quantify that percentage, for example, if we compare it to its key competitors, by what percentage is it premiumly charged?

FJTB: Well, if we talk about the competitors, let me check. Because the other competitors were charging like 20% less, more or less, 20% to 25% less. Which of course is a lot when you compare to certain treatments.

SP: Got it. And when we say that it is only targeting a specific group of customers so that they could maintain their premium charges. So, in that case, I would further like to understand that what would be their win rate if we consider the overall ecosystem of the DSOs in Europe. The win rate on the ecosystem of the DSOs in Europe.

FJTB: And this is the key question because winning the DSOs, I believe, is costing them a bit more because there are some low-cost labs that are providing, it's not as good services and of course you should not expect that these labs use original components and I have in the past worked with them and it was clone. You should not expect that. That's

10/12/2026 at 06:07 AM UTC

why they are targeting high quality or high standards DSOs in Europe. And of course, this means that you can target the DSOs Colosseum Dental, for example, or maybe Portman, or maybe I believe that Bupa in the UK is not on their radar yet or they are trying, but I believe they are really price sensitive. So there are some DSOs that they are going to have some problems to get into them, although they can provide a huge volume of, let's say, of the components. But as well, it means that if they... of course, they are somehow prepared, but if the labs in the local countries, in all the countries could provide the service to the local DSOs. This is another question, is how scalable is the business being done? And I believe that one of the key decisions that they are on their acquisitions is how much they could help the local countries or how much they could capture on the local market from customers and key DSOs in the markets.

SP: And very quickly, I would further like to understand how much of a pricing pressure does it create when there is a contract renewal because already they are charging premium amount to the customers. So when it comes to renewal, how much pricing pressure do you expect for us to experience?

FJTB: Well, it's a lot because they want to win the big accounts and of course when you want to win the big accounts this means you want to win the DSOs. They have this high pressure on the price, that's why of course they are winning in some DSOs, but this means they need to do a key decision about if they are going to lower their standards so they can provide a lower price and if they can target these DSOs with an average standard of quality across the different clinics. So it's a key decision for them if they are going to lower the quality or if they are going to stay in the premium and offering premium services to the premium DSOs. For now, from what I know, they are not willing to do this and they are targeting these premium DSOs because they want to keep their reputation, which is a very good reputation in the different countries and they don't want to lose it. So there are different variables playing there, but from my understanding and my conversations with the different directors of the different Corus Dental labs in Europe, they are focused on quality and more than quantity. But of course, this decision can come from the top, from the CEO, Juan Roma. But as well, Juan Roma is not keen on lowering the quality standards and even putting at stake the reputation.

SP: Got it. And I would also like to know how successful has Corus been in cross-selling its product?

FJTB: What do you mean cross-selling?

SP: Multiple products to a customer.

FJTB: So, SP: Exactly.

FJTB: yeah, SP: Yeah.

FJTB: the ortho, for example, the veneers. So I would say that, for example, the veneers, they have, I believe that they are being successful. Then where I see that they are struggling a bit more is on the ortho part. It's costing a little bit more because there is, of course, other competitors in the market and even smaller dental labs that are providing ortho services and they are targeting GPs and, of course, you know, when you compete with Align Technology, for example, or even, you know, not so good quality like ClearCorrect, that is the brand from Straumann, and they have really key competitors that can be sold as premium, like ClearCorrect, but I believe that on the treatment outcome they should not be, but as well on the high standards, you are competing with Align Technology, which is quite difficult because as you know, Align Technology, more than 20 years, amazing workflows, and as well, they acquired the software company which you know they are really streamlining the digital workflow. So Corus, I believe that on the rest of them, on the upselling, they are doing a great job. I believe that the only part that they are struggling is the ortho part.

10/12/2026 at 06:07 AM UTC

SP: Got it. And I would also like to understand that they are currently doing great with introduction and integration of AI and technology into their products. So I wanted to know how differentiated is Corus' Optima digital denture workflow versus conventional removable prosthetics.

FJTB: So, you know, when you integrate AI, of course, it has some limitations, but integrating AI... they already deliver, for example, treatments for single restorations or even single bridges, they are really good on that and they have AI integrated with reliable results. The problem with AI is when it comes to bigger treatments, for example, full arches on top of implants where AI needs more, let's say, fine-tuning and is not so advanced compared with other treatments. Of course, they have AI integrated as well on Ortho and they have almost AI integrated in everything, but I believe more in the aesthetics on the veneers part not yet, but when it comes to, for example, single crowns on top of implants... the design almost comes automatically from the AI, so they are on that part, they are really good.

SP: And my last question to you would be how frequently are contracts renewed with Corus Dental and how sticky are the customers once they opt Corus Dental and if they want to switch what would be the key factors?

FJTB: Well, let's say that this varies a little bit across countries, and this is something that is more atomized inside the business model from Corus, and these contracts differ a little bit depending on the regions. For example, I see that in Spain they are more flexible and, if they want to switch, it would be mainly because of the price pressure. Not on the quality side. If there is any factor that would make the switch and try to cancel a plan, it would be more because the DSO or the clinic wants to reduce the price and wants to be more competitive. But on the quality side, it would not be the case. And before they implement and they do these grant contracts, they always do pilots and testings before they achieve these contracts.

SP: And could you quantify the stickiness in terms of percentage for me, please?

FJTB: When it comes to the testing or what do you mean with stickiness?

SP: By stickiness, I mean to say the customer loyalty.

FJTB: Well, the customer loyalty, I believe that is really high. The customers from Corus, they know what they want and they want reliability. They want a very good customer service. As well, they want to have the latest workflows when it comes to digital and this is something that Corus does amazingly well. So the retention rate, I believe that it should be around 80% if you need a percentage. Everyone that I know and all the clinicians I know that started with Corus, they keep being Corus customers.

SP: Got it. And typically, what percentage of the DSO market has been captured by Corus currently in Europe?

FJTB: Oh, no, let's say the DSO market that has been captured by Corus. I believe that this is really low. I believe it is like less than 20%, even less, less than 15 or even 10%.

SP: Is this because they are just targeting the premium ones?

FJTB: Yeah, of course. Because as you know, the DSOs are very price sensitive.

SP: Mm-hmm. Got it. Okay, so thank you so much, Francisco, for your insights today on the call. I really appreciate you taking out time today. And if I have any relevant topic in future, I'll come back to you.

FJTB: Okay, thank you. Amazing.

SP: Have a nice day ahead. Bye-bye.

10/12/2026 at 06:07 AM UTC

FJTB: Bye-bye.

DISCLAIMER: The statements or opinions expressed today are those of the Advisor and not Guidepoint, who disclaims all liability for the content provided. The Advisor may not disclose material nonpublic or confidential information or any information that would cause the Advisor to breach any duty or obligations. Guidepoint is not a registered investment advisor and the information provided is not intended to constitute investment advice.

10/12/2026 at 06:07 AM UTC