“This course is of tremendous help in getting the technology of Organization. Going on principles of this course, one should not have any difficulty with organization & will be of great help in improving production & state of business.”
Dr. Sukhpal Gill, DVM Practice Owner
Basic Organization Course
Tuesday, June 29, 2010
This course is a great review of the conditions...
“This course is a great review of the conditions and the formulas one must apply to each. It gives really good examples and expansions on the philosophies and everyday applications. Furthermore, it really defines where you sit in all aspects of your life and where your peers and co-workers tend to sit and – most importantly – how to change those situations if they are not favorable.”
Dr. Andy Mencarelli, DVM
Ethics for Business Survival Course
Dr. Andy Mencarelli, DVM
Ethics for Business Survival Course
This will be a very useful tool...
“How to get along with others is a fantastic course! Wow! There is a lot to observe and learn about individuals and how they can affect your environment and the people around you. This will be a very useful tool and one I will use not only in the workplace but in every day to day living.”
Cindee Burns, AHT
How To Get Along With Others Course
Cindee Burns, AHT
How To Get Along With Others Course
Understanding why people act the way they do will help me...
“This course was helpful to me in understanding people’s behavior and identifying their motivation. Understanding why people act the way they do will help me in my own interaction with them and give me some skills to help...”
Dr. Jason McGillivray, DVM
Ups and Downs in Life Course
Dr. Jason McGillivray, DVM
Ups and Downs in Life Course
I’ve learned so much that can be put to use now...
“Things learned in this course are so pertinent to professional and daily life. I’ve learned so much that can be put to use now. I certainly expect to do a much better job in handling my staff in a much more satisfactory way using these new skills.”
Dr. Evelyn Bock, DVM, Practice Owner
Ups and Downs in Life Course
Dr. Evelyn Bock, DVM, Practice Owner
Ups and Downs in Life Course
Friday, June 25, 2010
Practice Tip 5 – New Clients
NEW CLIENTS...
THE LIFE BLOOD OF YOUR PRACTICE
I spoke with a DVM practice owner that was following the “build it and they will come” external marketing program, and painfully waiting for new clients to arrive while his practice expense meter ticked away. A nail-biter? You bet. A couple of things need correcting with this situation.
First is the viewpoint of the owner. It’s too passive. Fact: simply hanging out your shingle or just physically being there in most cases is not sufficient enough to attract the right amount of attention to your practice. New Clients are the life blood of your practice. Don’t ever forget this. (Note: If you have lots of new clients and are the only game in town, then just wait until you get some new hot shot moving in…). So don’t wait! You need to pro-actively market - I.e. do things to turn up the spotlight on your practice and drive new clients in. This is what your external marketing program should do.
Secondly, your marketing needs to be effective in bringing new people in. Effectiveness is the key word here. I am not against Yellow Pages or any other form of advertising or promotion if they are effective. So how do you know if your promotion is effective? Count the number of New Clients separately from your regular transactions. Track where they come from. Ask them “where did you find our phone number to call us today?” You may be very surprised. A healthy practice should be bringing in between 15—20 new clients a week.
And thirdly know this, an effective marketing program creates a strong emotional response in potential clients by “pushing their button”. A button is something you push that produces a response. The response you want is obviously for new clients to chose you as their veterinarian. What is not so obvious is that to the degree you fail to properly align even one aspect of your marketing and presentation – your pricing, positioning, quality, presentation, design, support and so on - you won’t hit your clients’ button. These buttons can vary with different communities.
Interested in knowing more? Tally your New Client numbers over the last year and give me a call. I’d be happy to have a look at them with you.
THE LIFE BLOOD OF YOUR PRACTICE
I spoke with a DVM practice owner that was following the “build it and they will come” external marketing program, and painfully waiting for new clients to arrive while his practice expense meter ticked away. A nail-biter? You bet. A couple of things need correcting with this situation.
First is the viewpoint of the owner. It’s too passive. Fact: simply hanging out your shingle or just physically being there in most cases is not sufficient enough to attract the right amount of attention to your practice. New Clients are the life blood of your practice. Don’t ever forget this. (Note: If you have lots of new clients and are the only game in town, then just wait until you get some new hot shot moving in…). So don’t wait! You need to pro-actively market - I.e. do things to turn up the spotlight on your practice and drive new clients in. This is what your external marketing program should do.
Secondly, your marketing needs to be effective in bringing new people in. Effectiveness is the key word here. I am not against Yellow Pages or any other form of advertising or promotion if they are effective. So how do you know if your promotion is effective? Count the number of New Clients separately from your regular transactions. Track where they come from. Ask them “where did you find our phone number to call us today?” You may be very surprised. A healthy practice should be bringing in between 15—20 new clients a week.
And thirdly know this, an effective marketing program creates a strong emotional response in potential clients by “pushing their button”. A button is something you push that produces a response. The response you want is obviously for new clients to chose you as their veterinarian. What is not so obvious is that to the degree you fail to properly align even one aspect of your marketing and presentation – your pricing, positioning, quality, presentation, design, support and so on - you won’t hit your clients’ button. These buttons can vary with different communities.
Interested in knowing more? Tally your New Client numbers over the last year and give me a call. I’d be happy to have a look at them with you.
Monday, June 21, 2010
I now feel much more comfortable in making plans become an actuality...
“This course has really defined the parts of how to plan for the future & more importantly how to put those plans into action. This has always been a problem for me. So I now feel much more comfortable in making plans become an actuality.”
Dr. Rob Stables, DVM Practice Owner,
Bow Valley Veterinary Clinic, Brooks, AB
How To Expand Your Company
Dr. Rob Stables, DVM Practice Owner,
Bow Valley Veterinary Clinic, Brooks, AB
How To Expand Your Company
I intend to keep practicing these drills and using this tech each day in practice...
“I have recognized and better understood my strengths and weaknesses of communication. I have improved my weaknesses and solidified my strengths. By having each phase + type of communication broken out and worked through on a gradient I have been able to improve at each skill and now have the tech to continue to improve. I intend to keep practicing these drills and using this tech each day in practice.”
Dr. Jason McGillivray, DVM,
Kamloops Large Animal Veterinary Clinic, Kamloops, BC
Improving Business Through Communication
Dr. Jason McGillivray, DVM,
Kamloops Large Animal Veterinary Clinic, Kamloops, BC
Improving Business Through Communication
This course shows the benefits of having good leaders in any business
“The course is helpful in identifying the qualities of effective leadership & shows the benefits of having good leaders in any business. It points out key ingredients a good leader should have to have effective administration & management. Overall a good course that will improve the management & leadership skills of an executive.”
Dr. Sukhpal Gill, DVM,
Clearwater Animal Hospital, Windsor ON
Effective Leadership Course
Dr. Sukhpal Gill, DVM,
Clearwater Animal Hospital, Windsor ON
Effective Leadership Course
This course was like cutting a path through the forest...
“I have successfully completed Breaking the Code formerly known as Basic Hat for Employees. I have been exposed to many exciting tools through this course- some I can start at home immediately and some to grow. This course was like cutting a path through the forest.”
Dr. Evelyn Bock, DVM, Practice Owner,
Southwick Veterinary Hospital, St. Louis, MO
Breaking The Code Course
Dr. Evelyn Bock, DVM, Practice Owner,
Southwick Veterinary Hospital, St. Louis, MO
Breaking The Code Course
They will help in everyday dealings with clients...
“Improving Business Through Communication helped me realize that I do have weaknesses in how I communicate and gave me the tools to improve them. They will help in everyday dealings with clients & making communication more efficient.”
Dr. Colin Mikkelsen, DVM, Practice Owner,
Kamloops Large Animal Veterinary Clinic, Kamloops BC
Improving Business Through Communication Course
Dr. Colin Mikkelsen, DVM, Practice Owner,
Kamloops Large Animal Veterinary Clinic, Kamloops BC
Improving Business Through Communication Course
Thursday, June 17, 2010
Practice Tip 03 - Optimum Client & Patient Flow
Optimum client & patient flow – an issue of control…
Ever have those wild days where a whole week’s worth of clients and patients showed up and left you and your staff stressed out and leaving late? Then, on top of that, had the rest of the week open? Many of us have experienced these crazy ups and downs in client/patient flows and the ensuing frustrations of increased staff. Over-time expenses and general confusion result in larger than we can handle flow. Some practices experience seasonal fluctuations of as much as 40 – 50% leaving a practice incurring high over-time expenses in the high season and laying people off in the low season.
Underneath this phenomenon is an issue of control. The definition of control is “your ability to proactively increase or decrease something under your care”. In this case, it’s your ability to proactively increase your number of clients and patients flowing into your practice at any given time. Now I am not saying you can control everything. You still will have urgent care cases coming in and last minute drop-offs. But you can use your scheduling and activation marketing to exert a controlling influence to some degree. Here’s how:
1. Define your high traffic day(s)
by looking back over your schedule for the days during the week that were uncommonly busy. Mondays for example are often a very busy day from handling the backlogged weekend problems. Designate this as your “High Traffic Day”.
2. Don’t book elective surgeries on your high traffic day
but instead push these further out into the week when you have more time.
3. Book wellness exams (internal marketing) on non-high traffic days
and at times when you are not swamped. Early afternoon is often best. Don’t book first thing in the morning or late afternoon.
4. Block off enough time for procedures.
The best way to do this is to define each procedure by 15 minute blocks of time and cross these off in your appointment book or program. Tip: Block off more time than it actually takes you to do the procedure and you’ll end up with extra time to handle the urgent care drop-offs.
A practice running with poor client/patient control is a stressful practice that costs you money both from incurring over-time expenses and then having staff the next day sitting around with little to do. On top of this, practices running at optimal client/patient flow have fewer missed charges, less mistakes, and a higher Average Client Transaction. Put some control into your practice and you’ll find your optimum client-patient flow.
Ever have those wild days where a whole week’s worth of clients and patients showed up and left you and your staff stressed out and leaving late? Then, on top of that, had the rest of the week open? Many of us have experienced these crazy ups and downs in client/patient flows and the ensuing frustrations of increased staff. Over-time expenses and general confusion result in larger than we can handle flow. Some practices experience seasonal fluctuations of as much as 40 – 50% leaving a practice incurring high over-time expenses in the high season and laying people off in the low season.
Underneath this phenomenon is an issue of control. The definition of control is “your ability to proactively increase or decrease something under your care”. In this case, it’s your ability to proactively increase your number of clients and patients flowing into your practice at any given time. Now I am not saying you can control everything. You still will have urgent care cases coming in and last minute drop-offs. But you can use your scheduling and activation marketing to exert a controlling influence to some degree. Here’s how:
1. Define your high traffic day(s)
by looking back over your schedule for the days during the week that were uncommonly busy. Mondays for example are often a very busy day from handling the backlogged weekend problems. Designate this as your “High Traffic Day”.
2. Don’t book elective surgeries on your high traffic day
but instead push these further out into the week when you have more time.
3. Book wellness exams (internal marketing) on non-high traffic days
and at times when you are not swamped. Early afternoon is often best. Don’t book first thing in the morning or late afternoon.
4. Block off enough time for procedures.
The best way to do this is to define each procedure by 15 minute blocks of time and cross these off in your appointment book or program. Tip: Block off more time than it actually takes you to do the procedure and you’ll end up with extra time to handle the urgent care drop-offs.
A practice running with poor client/patient control is a stressful practice that costs you money both from incurring over-time expenses and then having staff the next day sitting around with little to do. On top of this, practices running at optimal client/patient flow have fewer missed charges, less mistakes, and a higher Average Client Transaction. Put some control into your practice and you’ll find your optimum client-patient flow.
Monday, June 14, 2010
Moving forward is going to be a pleasure!
“This course was phenomenal. It really emphasizes & highlights what was missing from our practice. We had no organization... & as owners we would single hand so many things that should not have been our concern. Moving forward is going to be a pleasure!.”
Dr. Rob Stables, DVM Practice Owner;
Bow Valley Veterinary Clinic, Brooks, AB
Basic Organization Course
Dr. Rob Stables, DVM Practice Owner;
Bow Valley Veterinary Clinic, Brooks, AB
Basic Organization Course
The process has enlightened our staff...
“This program has helped our hospital become more organized. The process has enlightened our staff to the fact that everyone has hats and if everyone wears their hats properly, our operation runs smoother and our stats improve. This translates into happier, more satisfied clients, better medicine for our patients and a healthier bottom line.”
Dr. Karen C. Miller, DVM, Practice Manager;
Lincolnton Animal Hospital, Lincolnton, NC
Basic Organization Implementation
Dr. Karen C. Miller, DVM, Practice Manager;
Lincolnton Animal Hospital, Lincolnton, NC
Basic Organization Implementation
Allows you to hire the right people...
“This course gives you the tools needed to put together a great team. Allows you to hire the right people to start off with and if you do come across a problem, gives you the information on how to solve them.”
Jim Youngblood, Practice Manager;
Spring Creek Animal Hospital, San Antonio, TX
Hiring and Handling Personnel Addendum
Jim Youngblood, Practice Manager;
Spring Creek Animal Hospital, San Antonio, TX
Hiring and Handling Personnel Addendum
My staff is operating wonderfully as a team...
“We had a highest ever month in March, and again in May. The key to our success has been working on the flow of clients and patients from the time they enter to the time they leave. Each step is laid out and each person knows where their job begins and ends. My staff is operating wonderfully as a team with the goal of quality care and personal follow up. Nearly every client has their next appointment booked when they leave. Every new client gets a follow up call to handle any questions. It’s added greatly to our success!.”
Dr. Robin Woodley, DVM, Practice Owner;
Kapaau Veterinary Center, Kapaau, HI
Dr. Robin Woodley, DVM, Practice Owner;
Kapaau Veterinary Center, Kapaau, HI
This will be a very useful tool...
“How to get along with others is a fantastic course! Wow! There is a lot to observe and learn about individuals and how they can affect your environment and the people around you. This will be a very useful tool and one I will use not only in the workplace but in every day to day living.”
Cindee Burns, FT AHT; Bow Valley Veterinary Clinic, Brooks, AB
How To Get Along With Others Course
Cindee Burns, FT AHT; Bow Valley Veterinary Clinic, Brooks, AB
How To Get Along With Others Course
Friday, June 11, 2010
Practice Tip 06 - Fees
FEES… WHAT TO OR NOT TO CHARGE FOR
I had the luxury of buying a practice in the highest per capita income community of the nation and initially thought (and so did my colleagues) that fees will be no problem. I was very quickly awoken by the fact that this community, despite it’s material wealth, in many cases watched where it spent each & every dollar. I had to develop a fee guide that would not scare price-shopping clients away but would keep me profitable at the same time. Some of my best clients, that paid 10’s of thousands of dollars over the years, came in on a price shopping call. But remember this too: It’s hard to make up in volume when you charge below cost!
Here’s what works:
Make a list of your most commonly price-shopped items - vaccines, spays, neuters, Advantage etc… These are called your Front-end Items. (Do not include X-rays, lab work, major surgery etc… as clients rarely shop for these). Keep these prices low or a maximum of 10% above the pack (neighboring colleagues) so you don’t block the entrance to your practice. Also, don’t go too low as clients then question your safety and value.
Make a list or your remaining Back-end procedures and break each of these higher ticket items into smaller priced items. Make sure there is a fee for everything you do. If it’s not defined, you won’t charge for it. Charge for these back-end fees at a higher price point (profit).
When making estimates and bills up, bundle the back-end items together to make a larger profitable bill. Most veterinary management software systems allow for creating these bundled items.
When going over the estimate with the client make sure you explain every line, one at a time, checking for understanding with the client. If the client looks confused - then back up. Don’t go too fast. Get the clients agreement on every point.
Work out the payment after you have their agreement.
Questions? Give me a call.
888 675 9765
I had the luxury of buying a practice in the highest per capita income community of the nation and initially thought (and so did my colleagues) that fees will be no problem. I was very quickly awoken by the fact that this community, despite it’s material wealth, in many cases watched where it spent each & every dollar. I had to develop a fee guide that would not scare price-shopping clients away but would keep me profitable at the same time. Some of my best clients, that paid 10’s of thousands of dollars over the years, came in on a price shopping call. But remember this too: It’s hard to make up in volume when you charge below cost!
Here’s what works:
Make a list of your most commonly price-shopped items - vaccines, spays, neuters, Advantage etc… These are called your Front-end Items. (Do not include X-rays, lab work, major surgery etc… as clients rarely shop for these). Keep these prices low or a maximum of 10% above the pack (neighboring colleagues) so you don’t block the entrance to your practice. Also, don’t go too low as clients then question your safety and value.
Make a list or your remaining Back-end procedures and break each of these higher ticket items into smaller priced items. Make sure there is a fee for everything you do. If it’s not defined, you won’t charge for it. Charge for these back-end fees at a higher price point (profit).
When making estimates and bills up, bundle the back-end items together to make a larger profitable bill. Most veterinary management software systems allow for creating these bundled items.
When going over the estimate with the client make sure you explain every line, one at a time, checking for understanding with the client. If the client looks confused - then back up. Don’t go too fast. Get the clients agreement on every point.
Work out the payment after you have their agreement.
Questions? Give me a call.
888 675 9765
Friday, June 4, 2010
Practice Tip 05 - New Clients
NEW CLIENTS
THE LIFE BLOOD OF YOUR PRACTICE...
I spoke with a DVM practice owner that was following the “build it and they will come” external marketing program, and painfully waiting for new clients to arrive while his practice expense meter ticked away. A nail biter? You bet. A couple of things need correcting with this situation.
First is the viewpoint of the owner. It’s too passive. Fact: simply hanging out your shingle or just physically being there in most cases is not sufficient enough to attract the right amount of attention to your practice. New Clients are the life blood of your practice. Don’t ever forget this. (Note: If you have lots of new clients and are the only game in town, then just wait until you get some new hot shot moving in…). So don’t wait! You need to pro-actively market - I.e. do things to turn up the spotlight on your practice and drive new clients in. This is what your external marketing program should do.
Secondly, your marketing needs to be effective in bringing new people in. Effectiveness is the key word here. I am not against Yellow Pages or any other form of advertising or promotion if they are effective. So how do you know if your promotion is effective? Count the number of New Clients separately from your regular transactions. Track where they come from. Ask them “Where did you find our phone number to call us today?” You may be very surprised. A healthy practice should be bringing in between 15—20 new clients a week.
And thirdly know this, an effective marketing program creates a strong emotional response in potential clients by “pushing their button”. A button is something you push that produces a response. The response you want is obviously for new clients to chose you as their veterinarian. What is not so obvious is that to the degree you fail to properly align even one aspect of your marketing and presentation – your pricing, positioning, quality, presentation, design, support and so on - you won’t hit your clients’ button. These buttons can vary with different communities.
Interested in knowing more? Tally your New Client numbers over the last year and give me a call. I’d be happy to have a look at them with you.
THE LIFE BLOOD OF YOUR PRACTICE...
I spoke with a DVM practice owner that was following the “build it and they will come” external marketing program, and painfully waiting for new clients to arrive while his practice expense meter ticked away. A nail biter? You bet. A couple of things need correcting with this situation.
First is the viewpoint of the owner. It’s too passive. Fact: simply hanging out your shingle or just physically being there in most cases is not sufficient enough to attract the right amount of attention to your practice. New Clients are the life blood of your practice. Don’t ever forget this. (Note: If you have lots of new clients and are the only game in town, then just wait until you get some new hot shot moving in…). So don’t wait! You need to pro-actively market - I.e. do things to turn up the spotlight on your practice and drive new clients in. This is what your external marketing program should do.
Secondly, your marketing needs to be effective in bringing new people in. Effectiveness is the key word here. I am not against Yellow Pages or any other form of advertising or promotion if they are effective. So how do you know if your promotion is effective? Count the number of New Clients separately from your regular transactions. Track where they come from. Ask them “Where did you find our phone number to call us today?” You may be very surprised. A healthy practice should be bringing in between 15—20 new clients a week.
And thirdly know this, an effective marketing program creates a strong emotional response in potential clients by “pushing their button”. A button is something you push that produces a response. The response you want is obviously for new clients to chose you as their veterinarian. What is not so obvious is that to the degree you fail to properly align even one aspect of your marketing and presentation – your pricing, positioning, quality, presentation, design, support and so on - you won’t hit your clients’ button. These buttons can vary with different communities.
Interested in knowing more? Tally your New Client numbers over the last year and give me a call. I’d be happy to have a look at them with you.
Thursday, June 3, 2010
This was a great eye-opener...
“This was a great eye-opener on what is needed to effectively lead others in the work place. It strengthened the idea that a tightly run business is not a harsh or unpleasant business, but a business that truly cares about growth of the business and the growth and survival of its staff.”
Bob Jackowiak, Office Manager, Alpena Veterinary Clinic, MI
Effective Leadership Course
Bob Jackowiak, Office Manager, Alpena Veterinary Clinic, MI
Effective Leadership Course
You can change a person’s entire day with just a smile...
“This course gives you great understanding about people and how they act. You can change a person’s entire day with just a smile when they have connected with you. It also shows you what can happen when people have trouble connecting because they can’t find affinity, reality or communication in their lives. If we can change one life a day maybe we will be able to make this a better world for all of us.”
Jim Youngblood, Practice Manager, Spring Creek Animal Hospital, TX
Ups And Downs in Life Course
Jim Youngblood, Practice Manager, Spring Creek Animal Hospital, TX
Ups And Downs in Life Course
Tools that once implemented into my practice will result in expansion...
“Basic Organization has a multitude of useful information and tools that once implemented into my practice will result in expansion. The coolest aspect of this is that ultimately this will result from simplifying many things, taking away unnecessary complexity that is not efficient and ending up with a better organized company.”
Dr. Mike Doe, DVM, Practice Owner, Good Samaritan Veterinary Hospital, CA
Basic Organization Course
Dr. Mike Doe, DVM, Practice Owner, Good Samaritan Veterinary Hospital, CA
Basic Organization Course
Most veterinarians never receive any training in communication...
“Let’s get one thing straight. Most veterinarians never receive any training in communication. While some in our profession have great natural skills and do well, the rest of us could do much better. So thanks VPS for showing me how to properly communicate.”
Dr. Evelyn Bock, DVM, Practice Owner, Southwick Veterinary Hospital, MO
Communication Course
Dr. Evelyn Bock, DVM, Practice Owner, Southwick Veterinary Hospital, MO
Communication Course
This is quite a hefty course!
“This is quite a hefty course! It is overflowing with very, useful valuable information. I am excited to implement assigning conditions, applying the appropriate formulas both in my practice and in my life. Likewise, I look forward to developing Battle Plans with clear targets, quotas and deadlines and using statistics to develop all these products. This course truly gives you the tools to handle situations that in the past, I would have felt lost-not knowing what to do.”
Dr. Ruth Doe, DVM, Practice Owner, Good Samaritan Veterinary Hospital, CA
Formulas For Business Success Course
Dr. Ruth Doe, DVM, Practice Owner, Good Samaritan Veterinary Hospital, CA
Formulas For Business Success Course
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