Archive for the ‘Uncategorized’ Category

John’s Challenge at Liverpool Vet School

Thursday, September 2nd, 2010

John Innes Interview Part 1 from David Nicol on Vimeo.

John Innes spent four months in Sydney working on a research project funded by the Welcome Trust. It was during this time that Dave got the chance to meet up with John and pick his brains about his experiences in veterinary management.

In part one of the interview Dave asks John to talk about the challenges he faced early in his management career in turning what was a struggling organisation into one of the UK’s premier venues to study veterinary science. We cover topics like managing performance, vet recruitment, support staff and the importance of networking.

Vaccines: Are We Throwing The Baby Out With the Bathwater?

Thursday, August 26th, 2010

pet vaccines - are they given too often?A recent flurry of negative vaccine PR in the Sydney papers has this week brought a few concerned pet owners into the clinic. In the past 12 months, media interest in the subject of pet vaccinations and unhelpful sensational headlines seem to be cropping up more frequently.

Australia has, for some time now, been seen as a global laggard when it comes to vaccination policy with an annual re-vaccination policy against core diseases still being the norm for most practices.

Perhaps a desire to move things forward is the motivation for the Australian Veterinary Association (AVA) and other industry players to be conspicuously ramping up their efforts to widen the debate on vaccination policy in the country.

In theory this is good, but both here and in the UK there is a real danger that between the media hype and the exclusive language of the specialists, pet owners will be left in a confused mess, unable to make a good decision.

It is into this paralysing void that practices must step, and quickly. We must act as the trusted bridge between the science and the daily reality so that pet owners will continue to trust us and do not disengage completely with the principles of vaccination to which we all owe so much.

The Two Big Issues of Pet Vaccination

In recent years both vaccine technology and research have advanced. We now have broad global consensus from the scientists about the best way forward for pets. Based on these recommendations there are two issues that in the coming decade we must address.

The first is that we are not vaccinating enough pets as kittens and puppies – in the UK figure sits marginally above 50% of the population once the puppy/kitten courses are complete*.

I must confess to not knowing the magic number of animals in a herd that have to be vaccinated to prevent significant and widespread outbreaks of robust viral disease like parvovirus, but given the patchy and persistent outbreaks around the UK and in Sydney’s western suburbs, it is probable that it is not far below where we currently sit. So addressing this low uptake of vaccines must be a priority.

The second issue is that many animals receive more doses of vaccine than is absolutely necessary to provide good protection. Evidence to support this statement is extremely strong. Modern vaccines provide ample protection against diseases like Parvovirus, Distemper, Hepatitis and Feline Leukaemia Virus – following a complete induction course and year one booster. So it seems perfectly reasonable to follow a triennial policy for these vaccines (licensing issues aside).

The side effects of vaccination on the other hand are for the most part mild and transient. With more serious reactions representing a tiny fraction of total doses administered.

The recommendation of the veterinary academic community is therefore that we should vaccinate more puppies and kittens, but look to reduce the number of doses of vaccine given to any one animal during its lifetime. Aim to increase herd immunity while minimising risk. Seems fair enough to me.

Enter Real Life

If the science is clear, the public debate is anything but. And therein lies the danger to the animals.

The media rehash this story on a regular basis. Unfortunately, they present a complex subject in an overly simple, sensationalised way. Stripping away the journalistic chaff leaves the kernel of a dangerous message, “Vaccines kill pets and aren’t necessary. And therefore aren’t vets evil, money-grubbing monsters for administering them to your beloved pets in the first place?”

This message is blatant nonsense designed to sell newspapers. In 12 years and well over 10,000 vaccine doses I have personally administered I can think of five animals that suffered serious side effects. None were lost due to these conditions.

On the other hand I’ve had to treat many, many cases of parvovirus, cat flu and viral leukaemia. On balance, I know which type of disease I’d rather see and treat.

It is almost certain that the reporters or pet zealots who write such sensationalist articles have never seen or had to watch an animal die from parvovirus. I’ve been lucky and won more than my fair share of fights with this disease. But I’ve never enjoyed the experience of watching the dogs suffer in the course of treatment.

Greedy Vets?

The belief that vets vaccinate in order to generate income doesn’t stack up well either. It always costs more to treat a disease than prevent it. A pet vaccine might cost £40-60 (Aus$60-90). The treatment of a parvovirus case could easily cost £1000-3000 (Aus $1500-4500), irrespective of outcome. If vets really wanted to make money then vaccines wouldn’t even exist.

Luckily for pet owners, what vets want to do is protect and care for pets. Money, whatever the public may believe, is almost always a secondary concern.

So Which Way Forward?

The problem we all face is that pet owners read papers and assume that the things written are true.

If you are lucky, this might mean a client comes in and challenges you about an annual policy. In the middle, it might mean pet owners go somewhere they can get triennial vaccines if you don’t do them. And at worst it will mean that some pet owners completely stop vaccinating their pets, leaving the animal wide open to infection and reducing overall herd health.

A Careful Plan

The issue of client trust in vaccines and practices is one that is grows daily. As usual, the reaction of veterinary practices is typically slow. Pet owners however are more empowered by the Internet (both in terms of information and connectedness) than ever before.

In order to maintain credibility vet practices must be seen to lead the way, not be dragged by market forces. Morally, if it is safer to vaccinate animals less then we must strive to do so. But let’s be very careful not to throw out the baby with the bathwater.

Yes, we should aim to reduce the number of doses of vaccine given, but this should not be the first step taken. The initial step for practices should be to boost compliance with current recommendations. Frankly, 50% is not good enough. If your systems for recall are poor, then clients will miss vaccines and herd health will drop.

If you don’t have a team who educate puppy and kitten owners to come back for their first year boosters then they will not develop the strong immunity they need to protect them in future.

Once these systems are in place, then, and only then should we move to increase the vaccine interval. To do otherwise risks a drop in herd health, which could have unpleasant consequences for pets and owners.

Dave’s Tuppence–worth

As a GP Vet in practice you are not often the emergency or specialist hero who repairs the compound fracture or untwists the bloated stomach.

You have a far more important role to play. You are the person who has most contact with pet owners each day. As such you are still the first port of call for excellent, independent and trusted pet health care advice.

It is down to practice owners and managers to ensure that this remains the case by updating our message, improving our compliance systems and broadcasting our position as widely and clearly as possible.

Success in doing so means that in the long run pet owners do not lose faith in the superb protection vaccines have provided their pet’s in the past, present and future. And they won’t lose faith in us either.

*MAI consolidated report to January 2010 – figures republished by J Sheridan. http://www.veterinarybusinessbriefing.com

Content Is Top trumps When It Comes To Social Media

Thursday, August 19th, 2010

The blog this week is simple. How do you use social media to your advantage in practice? Well the way most people are doing it is not the right way.

Lots of people are setting up social media accounts. Few look to be delivering the type of content a pet owner might want to see.

Great content has been, still is and will always be the route to successful online marketing. Social media hasn’t changed that one tiny little bit. Except that perhaps it has allowed some people to become distracted from the hard part – which is creating content – thinking that social media itself is the game. They’re wrong. Wait and see. The real winners will be those who deliver unique, amazing and compelling content.

What social media has undoubtedly done (and what gets me excited about it) is supercharge your ability to get content out there to your clients and potential clients. And it has done this without costing you a penny. Facebook, email, YouTube, Twitter…the list is long and they are all unbelievably powerful tools. But only if you deliver what your audience wants.

To put things simply, if you have a great story but no voice people won’t be able to hear about you. On the other hand, if you have a megaphone but no story then people will just find you annoying and leave.

The key to using today’s technologies is combining good quality content (the story) with social media (the megaphone). Only when you get this balance right will success follow.

The Double Edged Sword of Choice in Veterinary Practice

Thursday, August 12th, 2010

pet owners can be confused by choiceOver on the Vetpol.co.uk community site a thread posting got The Hamster Wheel Department of Thought all fired up. The post went along the lines of this…

“…everyone is more questioning of the professions these days, more able to price-compare and the reticence about discussing money is long-gone. Our practice ethos is to involve the client with the range of treatment options for their pet…”

Which is management speak for, ‘we offer our clients choice’. Which in theory is a wonderful thing to do. But in practice can have a damaging outcome for both pets and business if not done well.

Choice – the double edged sword

Before we go further (and the hate-mail rolls in) let me state that I am a fan of choice. I like to be able to choose the colour of my car. I like to be able to choose what to write on this blog and when. There are many people of planet earth who don’t have the luxury of choice. So ‘choice’ is fantastic.

In the veterinary field choice can also be a useful tool, and it sounds great in the practice brochure. Provided you are a skillful communicator with plenty of time and have an intelligent, trusting client in front of you, choice is just dandy. But let’s be realistic.

1. Many surgeries operate with ten minute appointments, often running late.
2. How many vets are truly gifted or trained communicators or sales people?
3. How many clients, intelligent or not, “get” what it is we are trying to say?

Since when was third best good?

The mantra of choice is in theory good. But in practice I have a suspicion that it is being abused. I suspect that frequently we vets are not offering choice in the pure way management types talk about. That’s the type of choice made when the options are fully and clearly understood well enough to allow a truly informed decision.

If it were then why is the uptake of basic treatment options like de-scaling a mouth with progressive periodontal disease so poor?

Instead, what is happening is that we are offering two or three options with little in the way of useful qualification for each. And that will inevitably lead the client to make a decision on what they understand best – price.

If option A cost £2000, option B £1000 and option C a mere £500. Then, in the absence of an overwhelmingly persuasive reason to choose A or B, I’m going to opt for C.

But how many clinical situations (come to think of it any situations) are best resolved by the third best option?

Consider the example. The vet finds dental disease (a progressive condition which needs treatment) in a dog. Next she offers the client three choices.

1. Undergo a relatively expensive de-scaling procedure to correct the problem.
2. Try a course if antibiotics.
3. Review things in three months because they aren’t really bad just yet.

As a client what I’m hearing is that things can wait. Because if it really needed doing then wouldn’t the vet just tell me clearly to get on with it?

As this recommendation isn’t clearly made, I assume that things are OK and since that’s the case I’ll go for the easy/cheap/safe option of reviewing things in the future. Which we all know means next vaccination. If I bother to come in for that…

Choice as abdication of responsibility

Some (typically those short on confidence – new graduates are a good example) use choice to make the client decide, and hence move the responsibility for decision making from vet to owner. How many times do you see “client declined X-rays”, defensively written on the clinical notes. When in reality the client chose a different option based on a poor understanding of the situation because they weren’t given enough guidance. ‘Client declined’ and ‘client didn’t choose’ are not the same thing.

The vomiting dog that might have a life threatening intestinal obstruction, but might also just be gastritis, is a good example. The options:

1. Admit for bloods and an x-ray
2. Admit for observations
3. Medicate and review in 12hrs (tomorrow morning usually)

If the vet really thinks there’s a foreign body then there is only one “optimal” choice. But I’ve heard all three given together regularly with little guidance and guess which one wins out when no clear direction is given? You got it – the cheap one (that also places the animal at risk).

An alternative viewpoint on choice

My viewpoint on choice changed slightly after seeing so many consults where the best option for the pet was not the one selected.

Nowadays I train vets to clearly think through the choices in their head, then select the one they feel is in the best interests of the pet’s health at that time and make that recommendation on it’s own. I recommend using persuasive language like “what we need to do here is…” it’s proactive and motivating and you’re not giving mixed signals that confuse clients.

If, after some discussion, the client does not want to follow this option then I respect that and offer plan B. And so on and so forth until what we do is agreed and understood.

Most of the time however this isn’t necessary because I’ve made a clear initial recommendation and explained why this is the optimum way forward.

Choice and the Royal College

“But the college says we must offer options” you howl. Yes they do, and I’m not advocating reducing those options, merely presenting them in a way that makes it clear which option I believe (in my professional, highly trained vet mind) is in their pet’s best interest.

That’s not limiting choice, merely reframing it to help client understanding. Trust me, no one is going to leave my consult room without a plan that suits.

Dave’s Tuppence-worth

Vets are not a naturally gifted bunch when it comes to communicating and selling procedures. They are honest, hard working, committed to their patients and thoroughly altruistic. All of which are awesome characteristics to be admired, fostered and protected.

Unfortunately, in spite of what people may believe from the Medivet madness, vets are also chronically uncomfortable with price.

Choice offered against this backdrop is open to misuse by vets and misinterpretation by clients. The result is that many animals are not receiving the best care possible at the time they need it. Which happens to impact not just on them, but also on your bottom line as well.

You may think your vets are offering choice and you’re probably right. But is choice working for or against the pets in your practice? And how are you measuring it?

Disaster at the Veterinary Culture Club

Thursday, July 29th, 2010

Safe to say it has been a bad month for the two big ‘corporates’ in our UK vet jungle, CVS UK LTD and Medivet.

The CVS share price has been smashed to pieces (though this may be a harsh, market led reflection of performance looking at the interim results.) And Medivet’s reputation is in absolute tatters following the damaging Panorama expose.

Is this the end for national veterinary groups? Or is it just a blip on the way to the total corporatisation of the industry? Have these two things affected your daily work or got you thinking about your own business?

I hope the answer is yes, because one of the advantages of moving back and working on your vet practice rather than just in it (or as I say, stepping off The Hamster Wheel) is being more aware of things that are happening outside of your own business that may affect it.

Leadership in Practice
poor leadershipThe thing that immediately came to mind following the Panorama program was the apparent lack of leadership on display.

We often hear people talk about how important it is to provide strong leadership. However, the discussion threads on vet forums like Vetpol.co.uk demonstrate it is a difficult quality to define, let alone deliver.

That may be the reason why leadership is often present by abdication, rather than intention, in veterinary owned and run practices. After all, we vets are not selected on the basis of our extroverted leadership traits, rather our more introverted, intellectual or investigative scientific instincts.

Which makes it all the more gob-smacking that in a corporate organisation, with the financial muscle to find and hire strong leaders, there seemed to be such a deficit.

Whatever the outcome from this most unfortunate TV expose, it should be clear to all owners and managers that leadership and culture are essential ingredients in the makeup of a successful vet practice.

Comeuppance
I am certain that many are gleefully rubbing their hands together at seeing a corporate (especially a London based one) ‘get their comeuppance’.

But this is short sighted for two reasons. Firstly, not every vet and nurse in Medivet is a “bad egg”, the majority will be perfectly competent individuals. Secondly, these revelations potentially damage us all.

Just as some feel unsurprised this happened to Medivet, I think it would be dangerous to make the link between the problems documented and the fact they are corporatised practice. The problems witnessed would seem to stem from leadership and culture, not organisational size or structure.

Hearing stories from locums (nurse and vets) both in the UK and here in Australia, it is likely that some small, privately held practices would fare little better under such scrutiny. Leadership and Culture are issues that transcend organisational size.

Building Culture Through Leadership
Moving forward, whatever the outcome for Medivet, we have an excellent lesson in why it is so important to work on your business, not just in it.

There is a problem when you are stuck scurrying round your Hamster Wheel, focussed narrowly on the technical aspect of your job. Your perception is that you have no time (and therefore little concern) for trifling matters like culture.

But beware this mistake, because as we have seen, culture will develop in your practice regardless of your input. And since culture defines “how we doing things round here” it has a massive impact on how staff behave in your practice.

Good leaders use their vision to create and mould a culture that works best for their patients, clients and staff. (Not forgetting that it is OK to make a profit at the end of the day as well!)

Each practice, no matter how big or small, needs leadership from the top in the form of a vision for the business and a way of doing things. This information then flows out and down to the periphery of the organisation in the form of culture and values – driven by your management team (again strong leaders who buy into your vision are required).

So let’s hope lessons can be learned as we put July behind us and move collectively forward to maintain our uniquely privileged position as ‘trusted service providers’. Or as I like to put it – as ‘Veterinary Surgeons’.

Defusing Your Practice Debt Bomb – Part 2

Thursday, July 15th, 2010

it's gonna blow!Last week we looked at tactics you should use to prevent debt, but many of you will have existing debt to deal with right now. So what tactics should you employ to chew through your debt before it eats you? Read on…

Break your debt down into four subgroups depending on two characteristics.

1. Is it insurance debt?

2. Is it aged debt?

If you do then use a grid like this one to categorise the debt. Though I’ve colour coded them according to difficulty to recover (red is hardest, green is easiest).

Where you begin to attack the debt depends on which subgroup is the greatest. So you also need to undertake some analysis to find out where your biggest problem is. Assess each debt and place it into a subgroup.

debt management ansov matrix
That done, you’re ready to begin. Now don’t do what most people do and pick off the easiest first. Do what’s called “Eating the Frog”. In other words, choose the biggest, ugliest debt you think you can recover and start there. Immediately! (To learn more about eating frogs I definitely recommend reading this short but very inspiring book.)

Uninsured Aged Debt

Uninsured debt is the bane of business. Your strategy must be direct. I recommend the following:

1. Call to discuss the debt and make arrangements to pay, preferably over the phone with a credit card. Agree a date and time by which payment must be met, no longer than 7 days. Record this.

2. If this is not met then call again. Discuss debt and find out why it wasn’t paid. Agree a second deadline but again no more than 7 days and personally I’d say by close of business on the day of the second call.

3. Send a threat letter. This is polite but direct letter requesting payment (with options) be made within 7 days or legal action will be taken.

4. Decision time. Depending on the size of debt you may want to take things further or you may feel it isn’t worth the hassle.

5. If you want to take action then consider the following services (UK):

a) Small claims court online (debts less than $100,000) https://www.moneyclaim.gov.uk/web/mcol/welcome

b) Engage a debt collector – but beware, many will not do more than what I have already described for their cash. And claims that go to court may involve further costs. Plus you should choose carefully as a heavy-handed approach may damage your reputation.

6. If you decide against action, then write it off and move on. Focus on helping good clients than wasting more and more time on the bad.

If handled professionally, at each step in this process you will find clients paying down debt. But be prepared to exercise judgment, there is a difference between ‘can’t pay’ and ‘won’t pay’. Plus, some will withhold payment due to unresolved complaints, and this perhaps is an opportunity to repair damaged relationships.

Uninsured New Debt

Why I this still happening? No point reducing the old debts if all you’re doing is gaining new ones. Go back and read part one to stop this debt collecting. But don’t leave it to age. Implement the same procedure as above and recover it quickly.

Insured Aged Debt

More and more we see insurance firms dragging their heels with payment, sending claims to loss adjusters and fobbing practices off with excuses and delays. (Read my pet insurance post to learn why.) This is bad form. My advice is to choose a better insurance company to work with. There are two practical steps you can take to attack this debt.

1. Hassle factor – get on the phone. Call every day if necessary to seek explanation for the delay. If there’s no problem then where’s payment? Expect better service and if you aren’t getting it then look elsewhere for an insurer. There are new options available.

2. Look in the mirror. Is the problem internal? Is the company waiting for supporting documentation from your practice or a previous practice?  Has a vet not signed the right section of the form? Is the form still sitting in an insurance tray?  Get on it – NOW!

This type of debt can be taken for granted as it is assumed it will be paid. But if it is taking 90 days to collect then you have a cash flow problem that could lead you drag you into difficulties

Insured New Debt

This subgroup is the least problematic of all. But monitor it closely, and try not to have too much going through the books. Better for you if a client pays, then claims back from the insurer. Is your team offering direct claims by default? Is that the policy? Is it a good policy? The answer to the last question may be yes, but your assistants shouldn’t decide on policy by default.

Analysis, Delegation & Blacklisting Clients

The key to good debt management is careful analysis. The cumulative debt figure can be misleading so do break it down into smaller, meaningful chunks.

This can take time. But it doesn’t take a veterinary degree…(see where I’m going with this?) So it represents an excellent opportunity for delegation of a very important task. Who in your practice has a head for figures and is good with clients on the phone?

Handing over this task means that your business improves its cash position, you have more time to work as a vet and someone in your team gets to develop her skill set. Which part of that is bad?

And now a word on blacklisting clients. Personally I’d make sure you have a list or a note on your computer system that means all staff can easily identify when a bad debtor enters the practice. If you retain them as a client, then I’d strongly recommend you take money upfront. If they have none then you are not obliged to treat their pet (save the basics of emergency care).

The idea of a name and shame notice board up in reception strikes me as a serious PR own goal and quite possibly illegal. Annoying as debtors are, better to focus on preventing them, than wasting time and effort with a childish/unprofessional display of frustration.

Dave’s Tuppence-worth

I’ve tried to give you some advice on how to manage your debt list. How you implement your own debt management plan is up to you.  Your own approach will no doubt be influenced by factors like your level of compassion and your business needs.

Just don’t forget, a business needs one thing more than any other – cash.  Good debt management will see that your business never runs dry of this most valuable of assets.

Defusing Your Practice Debt Bomb – Part 1

Thursday, July 8th, 2010

mischevious debt bombIn the past year the UK has seen unemployment rise and wages fall. What this means for your practice is that clients may not be in as strong a position to pay or they may not be in as much of a hurry to pay.

Also, don’t forget the psychological impact that the recession may be having on your front line staff who (even at the best of times) can struggle to feel justified in charging a ‘reasonable’ fee.

In this week’s blog, we look at steps you can take to reduce practice debt and keep your cash flow healthy. The old medical adage that ‘prevention is better than cure’, certainly applies here.

Give Clients Accurate Estimates

Implement and enforce an estimates policy. By giving out written estimates, you are forcing a client to face up to the financial reality of a procedure before they commit to it. This also gives you a significant advantage should things get ugly later.

Take A Deposit Upfront

This seems to upset vets when I recommend it. But think about it, what other business that has a large bill at the end doesn’t take a deposit? Hotels? Builders? Travel agents? Don’t forget all online payments are made upfront these days so people are used to paying in advance.

I guarantee you that the only people who will object (other than your team members initially – but they’ll get over it), are the ones who weren’t going to pay anyway. So you’ve lost nothing.

Time Management

Having your vets frantically typing up a bill, minutes before the client arrives for their appointment means at best they’ll make costly mistakes. At worst, if the bill isn’t ready, they might just let the client leave without paying. Discipline and team training are essential. Can someone else do the billing? Should your busiest vets be delegating work out to quieter colleagues to help with time pressures?

Make Payment A Cultural Norm

Adopt a practice wide culture of payment at the time of treatment. Don’t just have the terms and conditions stuck invisibly to the wall. Share the information that cash flow is king. Build it into your training programs. Also, I’d advise against having a salary structure that rewards turnover alone. It has to reward profit or penalise debt to change behaviour.

Monitor the Debt

Make sure you monitor the debt like your nurses monitor an anesthetic. OK perhaps checking every few minutes might be a bit paranoid, but at least check it monthly. Things can get out of shape quickly and the bigger your practice the quicker this can happen.

Dave’s Tuppence-worth

Cultural changes can take time to settle in but if you clearly explain the reasons for change and share a little information about why you need to address problems then there will be few who can reasonably argue back.

If this has been useful to you then good luck with making some changes. If you’ve got any other tips to add then pipe-up and drop me a comment.

Next week we’ll look at what to do if you already have a debt bomb ticking – before it blows up the business.

Emergency Budget 2010: Slaying the UK Debt Monster

Tuesday, June 22nd, 2010

Sharp budget cuts are comingAt the start of the year, I wrote an article predicting that 2010 would see the end of the era of credit. So here it comes, our big bang moment of the year. Today, the new UK coalition government will begin the arduous task of attempting to reign in the biggest debt monster in our fiscal history.

The ‘recession’ we’ve experienced so far, I suspect, will be nothing compared to what comes next. Tomorrow the tide of credit we’ve been drowning in finally goes out. And when it does we’ll really see who’s been trying to swim with no trunks on.

Inappropriate Optimism?

Make no mistake, this has to happen and it will be painful. But at least there are two reasons to be comparatively optimistic.

1. We’re doing this of our own volition. However painful George Osborne’s budget is, it will be less punitive than if we simply kept on racking up our debt. According to Nick Clegg, we (the UK government) are currently paying £80,000 of interest a minute.

2. The presence of the Lib-Dems within the government perhaps ensures some degree of balance to the cuts that have to be made.  (I may be in business but I strongly believe in social justice.)

By choosing to step off the debt train now and bring some order to public finances we will hopefully avoid falling off the cliff as Greece has done and the US threatens to do. We maintain the ability to control our own destiny, rather than, in effect be dictated what to do by our creditors and risk even deeper cuts and the social unrest seen in other countries.

Phoney Growth

Recent figures that put the UK in growth are perilously propped up by government spending, or put another way – it is phoney growth.

Today that stops. Today reality bites and in all likelihood people will lose jobs. Potentially lots of people will be leaving the public sector and looking for private sector employment.

Implications for Vet Practice

If your practice exists in an area dependent on these jobs then this is going to hurt. If your practice exists elsewhere then at least the spectre of interest rate rises looks less likely (as this would almost certainly put the UK into an economic tailspin). But consumer confidence will be shot to pieces for some time to come. So it will be harder to get clients to come in and harder to get them to spend when they do.

The time has come to put those management skills into practice, to squeeze every piece of value you have out of your practice. As the tide of debt goes out it will be replaced with the fire of recession – a fire that will burn out bad business.

The Party’s Over

As vets we have always been seen as ‘recession proof’. But with changed market conditions the recession of 2010 (or as some are calling it – the great correction) looks like it will put this to the test.

The debt monster has been partying hard for over a decade, but finally the music has stopped. Today the hangover begins – it also promises to be a monster.

Six Ways To Run A Veterinary Practice Really, Really Badly

Thursday, May 27th, 2010
head for oblivion

Onward! To financial oblivion.

The economy is on the mend. And we can’t have that – what will all the journalists and bloggers like me have to write about? So it’s time to do your bit and push the world back towards financial oblivion.

Since credit has largely dried up you can’t possibly get into more personal debt. And since the government has largely removed any responsibility from the big boys, it’s time for us small and medium enterprises to enter the fray. It’s time to ensure that your practice contributes absolutely nothing to GDP this year.

Be strong people. Do your bit and follow these tips on how to run your practice so badly that it won’t ever make a penny, cent or peso ever again.

Step 1 – Don’t make any attempts to get customers through the door.

Don’t advertise. Don’t train your staff on phone techniques. Don’t maintain your buildings or appearance. And under no circumstances engage in any ‘high-falutin’ social media marketing activity. Dangerous stuff that.

Step 2 – Try not to find any problems with pets.

Don’t employ the best vets – go for the cheapest. New grads all the way! Do not waste money on continuing education courses for staff.  Actively discourage using new skills or individual development in your practice.

When your vets are using vaccine consults as ‘catch-ups’ take no action. After all the pet’s teeth will still be bad next year and that niggling lameness will probably get better on it’s own. Found a lump? Probably just a lipoma – no need for a time consuming aspirate.

Step 3 – Stop selling them solutions.

If your vets (pesky lot) absolutely insist on looking for medical problems, all is not lost. Since most of them haven’t a clue how to effectively persuade a client to take the right action this doesn’t represent a big issue. To keep it this way, do not try to teach them communication skills or sales techniques. That would be disastrous in your efforts at avoiding profit.

Step 4 – Sink yourself with pricing.

Ah-ha! Double opportunity to fail here. Firstly, make sure your prices are so low that there is no way you could ever make a profit. Secondly, don’t tell your staff what’s expected of them when it comes to billing. They’ll make it up as they go along and almost certainly lose you a fortune. Good job!

Step 5 – Try not to collect money.

OK, healthy cash flow is not the same as profit but it does mean your business keeps trading. This in itself means you are a risk to economic meltdown. Therefore, try not to worry too much about asking clients for cash. It only makes the vets feel awkward and annoys clients. Everyone will be happier if you just ignore this bit and let clients wander out the door before paying.

Step 6 – Don’t pay bills.

Now you wouldn’t be doing your bit unless you helped pass the pain up the supply chain. So, to make sure no-one else has any money to pay bills or encourage growth keep all of your bills in a pot on the shelf, wait until they are all final demands, then (and only then) select one randomly and pay it.

And while you’re at it, make sure you’re paying top whack for all of your stock, can’t have the margins creeping up now.

Dave’s Tuppence-worth

If you follow these tips folks then within a few months you’ll be guaranteed to be lining up….at the job centre, claiming back some of that money you gave the government in last year’s tax bill. Now, job done…doesn’t that feel better?

Or there is another way…. ;-)

Workhorse Recruitment Launched

Thursday, May 20th, 2010

I often get asked where I get the time to write a blog, be a vet and do all the other things I get up to. The truth/secret is that I write like others might watch TV. In fact, if the average person watched just 2 hours of TV each night then in a year they’d spend an entire month watching the idiot box!

Imagine a month extra a year to do something more productive. That’s where I get my time.

So onto the exciting news. Last week from The Royal Festival Hall in London I (with the help of my co-owner Mr Graeme Viljoen) launched a new website and business. It’s called Workhorse Recruitment Ltd and in the coming months we will be redefining the way that vets are recruited into small animal practices in the UK.

For now though we’re searching for expert vets, specialists and those with experience writing MCQs to join our growing team of content partners on this ambitious project.

I’ve prepared the following presentation for those interested to give a little more detail. So if you are interested in earning some money in return for your knowledge then please do get in touch.

Next week I’ll be back with a more regular article.

Thanks in advance,

Dave.