Posts Tagged ‘vet management’

Double Bay Vet Clinic Launches Social Media Site

Thursday, July 1st, 2010

Today marked an historic day, the publication of my third generation vet website. A site that I hope will allow vets to benefit from the astonishing and rapid development of social media, arguably the most important communications advance in history.

Readers may not be aware, but this blogger has been researching and managing websites for over a decade. In fact if you have a website built by one of the largest mainstream vet website providers then you’ve probably been benefiting indirectly from my consulting input for years.

In the early days (1998-2002) the web was seen as something weird and techy for most vets. As a conservative profession, we failed to see the potential business benefits of being online. But a brave few did venture into cyberspace, which was largely a trip into indulgent ego land. But at least they were playing with a new idea.

Vetsite One – Promotional

Version one then was about turning the clinical and sales language around and learning to give useful, understandable information that clients found engaging and useful. It was about ‘stickiness’ and ‘eyeballs’ or, put another way, getting clients to come back for more.

We took things a step further and introduced email collection forms and an email newsletter. And it worked! New clients began to register with the practice and seemed happy to give out an email address. Though it was hard to measure an impact on the business the general feeling was that the site was a worthwhile investment.

Vetsite Two – Supporting

Parkvets.com 2008Three years down the line, version two was slicker but simpler. Better structured, this site was all about supporting the crucial roles of the business. From generating new clients, to handling feedback it complimented the core objectives. We even added ecommerce. This time we hired a designer to bring the plans to life. The advent of new technology allowed better monitoring of performance, so we could measure the impact and demonstrate a return on the investment. X new clients per month. Y additional product sales through the ecommerce site.

Vetsite Three – Being Connected

Double Bay Vet Clinic June 2010So what’s new? Two words – Social Media. (Yes they do deserve to be capitalised.) There are some out there who still doubt that the Internet is even useful to vets. They will either change that opinion or stop work soon (either through retirement or lack of business).

Most accept that the Internet is a normal part of life. Few, however, have yet noticed that the rules have changed again. But if you choose to investigate you’ll find that they’ve changed for the good.

How Social Media is Changing the Rules

Think about this. When could a practice ever have afforded to make its own videos? (Let alone broadcast them to the world for free.) When would it have taken ten minutes to send out a traceable newsletter to your clients without involving the mass printing and stuffing of envelopes? When was it possible at the click of one button to potentially engage millions of pet owners with images, sounds, videos – all for free?

The answer is never. The ability to connect with millions of people at zero cost has always been the promise of the Internet. Social media is simply the set of tools that has finally unlocked this power. It may be a source of irritation to find nurses and vets (even on occasions yourself) distracted by sites like Facebook. But what these huge networks of people are doing is talking with friends and colleagues about things that affect them.

They’re talking about holidays and eating out. They’re talking about pubs, clubs and sports events. They’re sharing clinical info. They’re collaborating, planning, building, even destroying…..all with the minimum effort taken to log on. And your vet business isn’t immune. Treat staff badly, it’ll be on Facebook. Treat your clients and pets well and they might just Tweet about it.

Like it or not, people are talking and if you want to have your say then you need to learn about social media.

Dave’s Tuppence-worth

Having a Facebook page or twitter account won’t make your practice cool or hip or better any at fixing pets. But it will help you engage with and deepen relationships with new and existing clients. In other words it will help bond your clients – more effectively in my opinion than any promotional or cost based gimmicks you attempt. Humans are programmed to seek out and interact with each other. Social media allows this without travel or expense.

The Double Bay Vet Clinic website is more than just our e-brochure, it’s our cyber handshake. It’s our Google pumping, client-engaging relationship machine. I’ll keep you posted. But in the meantime why not sign up as a friend either of Double Bay Vet Clinic (to get tips) or follow me (@dave_nicol) on twitter.

Learn More…

Create Time to Work ON Your Vet Practice

Thursday, February 11th, 2010

Life in a vet practice is hectic. And it only seems to get worse the higher up the food chain you go. As managers we’re all too busy at work, right?

Forget veterinary medicine for a second, being too busy with actual daily work tasks to get any strategic tasks done is rife in the workplace. It’s the curse of business owners and managers everywhere.

Time management is the foundation skill upon which business or managerial success is built. And like any skill it can be learned and perfected with practice.

Strategic Work Vs Tactical Work

Michael Gerber, author of the brilliant book The e-Myth Revisited, calls these activities strategic and tactical work tasks.

Strategic tasks are those that involve the big picture for your business. Typical activities would include:

• Forecasting what your budget for the next year is
• Writing a marketing plan to achieve your budget targets
• Working on new strategic relationships to help your business grow
• Promoting your business
• Planning and resourcing a new service.

They all involve thought, writing and often not an immediately tangible outcome. As such they are viewed as not being of high value (especially as most vets I know are used to running around like lunatics managing three cases at once).

Tactical activities however, are like an addiction to vets and managers. They are the everyday things you do that result the end of year outcomes for your business. Deal with clients, perform procedures, fix the broken dental equipment.

Completing these tasks is gratifying in the short term, so the myopic manager can feel extremely busy because something immediate is achieved. But this task list is never ending and will swell to consume all the time you believe you have available. The result, busy days but nothing ever seems to change or improve.

Make no mistake, long term an addiction to tactical work is damaging to the health of your practice. If you haven’t done the strategic stuff, how do you know if the tactical stuff you’re doing is worthwhile?

Moving from a tactical approach to a strategic approach is what I call getting off The Hamster Wheel and the first step to getting out is managing your time better.

Getting Off Your Hamster Wheel

There are a myriad of techniques you can use to help manage your time more effectively. Here are three that I commonly use.

1. How are you currently spending time?

Before you can work out what to change, you need to know what it is you spend your day doing. This involves keeping a time diary for a week. Create a table in MS excel for each 30 minute section of your day. Then record everything (I mean everything) you do at work for a week. At the end of the week analyse the table. Get two highlighter pens and start colouring in. Green for strategic tasks, pink for tactical tasks. If it’s all pink then you have a problem.

2. Prioritise your tasks.

To do this I use a management task grid (image right). This grid allows you to allocate tasks based on their level of urgency and importance. When you are starting out for example, hiring staff and purchasing equipment would constitute important and urgent tasks. When you are the senior vet however, seeing drug reps would count as relatively unimportant and not urgent. Allocate all of your tasks to this grid.

As a small business owner you need to focus more (though not exclusively) on those tasks that are important, urgent and (don’t forget) strategic. These tend to be the big tasks though and so are often put off until the last minute or are not done at all (marketing plans, for example, are often put off due to time pressures).

3. Match the right action to each task.

Look again at the management grid. You’ll see that in each quadrant I’ve suggested how you handle the various tasks. Your options are:

Do it. Reserve this for only important and/or urgent tasks. Make sure that some are strategic. Paying the tax bill is important, but hardly counts as strategic (or indeed urgent if you manage you time well!) Don’t put off the big things. Get stuck in!

Delegate. The easiest way to get stuck in a rut is to assume that only you can do a task well enough or quickly enough. Coach and mentor your team to be able to do tactical tasks and you’ll be improving their job by helping them develop new skills plus you’ll have more time. Read more about mentoring here.

Defer. If it really isn’t that important or urgent then why are you thinking about doing it now? You might like writing a web article about hyperthyroidism, but when your staff annual reviews need doing then get them done in the right order.


Dump. All non-essential activities – excessive/unnecessary meetings are a good example.

Dave’s Tuppence-worth

As an owner/manager/ leader, it is your role to motivate others to achieve the organisational goals. Changing your daily work practices to focus on critical strategic activities might be one small step from the hamster wheel, but it’s one giant leap forward for your practice!

Try getting off your hamster wheel today and see what happens to your business.

The Hamster Wheel on Linkedin

If you are interested I’ve just formed a group on Linkedin to help address the problem. You can join this growing band of practice owners and management gurus for free. Or if you’re not a Linkedin member then why not? Where have you been? Get networked!

CVs Part 2: Writing Tips For a Great Vet or Vet Nurse CV

Thursday, February 4th, 2010

In part one of our series we focused on some tips for vet managers/employers to spot dodgy CVs. In part two we turn the spotlight onto the person writing the CV – the job seeker.

I can’t write your CV for you, but if you (or someone you know) is about to apply for a new job in vet medicine then please do everyone a favour and follow some of these tips.

CV Writing Tips

Tip 1 – Stand out by matching your experience to what an employer is looking for. Read the job ad carefully and do a little research by checking out the practice website before sending your application.  The write word or phrase can make a huge impact. If you send the same CV to everyone then chances are you won’t come across as perfect for any.

Tip 2 – Say what you need in as few words as possible. If I’ve got 40 CVs to review, I’ll appreciate the information up front.



Tip 3 – Don’t use your “hilariously funny” private email address. It isn’t cool. You will look like an idiot. My favorite so far is stupid_k***y@hotmail.com (name is a little hidden to protect the guilty)- I almost deposited this otherwise well written CV in the bin which would have been a tragedy as the person involved was one of the best young vets I ever hired. Things like fluffy_bunny@iamawetblanket.com are very, very bad PR. Stop it immediately.


Tip 4 – Spelling and grammar – rin yoor spell checkar u idoits & don’t type like it’s a txt.  


Tip 5 – Photos seem to be common CV addition in certain European countries – I really, really wouldn’t recommend it.


Tip 6 - Make sure your employment dates are listed with most recent first and there are no gaps. If there are then prepare to explain them.


Tip 7 – If you say something like “I pride myself on my attention to detail”, then for god sake don’t leave the name of the other practice manager you sent your CV to at the top of one you were supposed to address to me! 


Tip 8 – Get someone from outside of the profession (not your mum – unless she’s in HR) to read your resume and take the feedback points constructively.

Dave’s Tuppence-Worth

Your CV has one purpose – to get you an interview. Make sure it doesn’t lose you the job…

Bonus Reader Download – Free CV Template

Click to download this template as a starting point for a professional looking CV.

Hey and don’t forget to sign up to the news feed or email list on the right and I’ll send you an update each time I publish a new blog.

Vets in Money Love Shocker – Cash flow Tips to Beat the Recession

Friday, May 29th, 2009

During the recession money is tight. Read on for my tips that will transform your cash flow inside of a month.

1. Bombing Out on Billing?

There is a very good chance that you are losing 10-50% of revenues each time you or an assistant invoices for work done. This is madness but in my opinion one of the biggest problems facing practices today. Do you have a set price list? Do you know what profit levels you are trying to achieve? Do you teach your assistants how to use it when they arrive at your practice? Be honest. If ‘no’ is the answer then there’s hope for you yet. Before you do anything else make sure you address you billing. Grab out a handful of invoices and see if your team are getting it right. If not, then it’s time for a retraining session.

2. Avoiding Debt

There is no point being busy if you’re not getting paid. You may be experiencing an increased demand for direct claims and payment plans from your clients right now. Your assistants are being bombarded by the same media messages as clients about how bad things are. Together they are conspiring to ruin your cash flow by creating more non-payment situations than previously. (Assistants are in general not good at standing up to such requests for credit). Make sure you reiterate and reinforce your policy on debt – avoiding it is a lot better than clawing it back. Teach your assistants how to say no gently when a client asks for credit.

3. Recovering Debt

I have seen practices adding tens of thousands of pounds of debt in the past two months. Small business cannot sustain this level of debt. Delegate the task of analysing your debt to a trusted team member. Split it into insured and uninsured. Also divide it into aged (over 30 days) and non-aged. Then start with the biggest outstanding aged accounts first and chew through them. Be relentless. If insurance is outstanding, call the company for an explanation and get them to commit to a time schedule – then hold them to it. Make sure you have a set policy for dealing with uninsured debt. I prefer a policy whereby it starts nice and escalates gradually towards a debt recovery firm.

4. Being Thrifty

You have bills to pay right? Drugs, staff, marketing, postage, overheads….my advice is to pay as little for everything as possible. (Note – that’s not the same as paying late) It is in everyone’s interest that your practice doesn’t go bust so lots of people will be willing to give you discounts. ‘Everything is negotiable’ is one of my mantras. Now is the time to hone your haggling skills. Upgrading equipment? – Haggle for a discount or see if the vendor will throw in a huge box of useful consumables for free. Running a marketing campaign? – Your suppliers will probably cover some or all of the costs. Lease up for renewal? – Many landlords are willing to renegotiate deals right now, or at least not put them up as much as usual. If you don’t ask you don’t get. Now is not the time to be shy!

Keeping control of cash flow will mean your business can continue to deliver pet care, employ local staff and keep money flowing through the supply chain. The more of us that achieve that, the sooner we’ll be through the recession!

If you have comments or tips you’d like to add? Please click the link below and add type away. If your business is struggling and you would like some help getting back on track then why not drop me a line?