Veterinary practice today presents an interesting landscape. It is now extremely clear that veterinary medicine is a service business and that we must engage our clients in a way that promotes a level of trust, so that clients will be open and receptive to medical recommendations, offered to advance the wellbeing of their pet (or production animals).
The economic challenges of the past four years have circled the globe and presented new and additional business pressures for many veterinarians relative to the fiscally sound operation of their practices. Many veterinarians blame the economic downturn and slow recovery for the flat returns or declines in their business revenues during these interesting times. The Bayer Veterinary Care Usage study conducted in 2010 and 2011 lends credence to this view noting that 51% of practice report fewer visits and 42% of practice report reduced revenues. Several key elements were identified in this study including: the economic downturn, fragmentation of veterinary services, resistance by the feline sector (to seek veterinary services), use of the Internet to gain information, the perception that health care visits are unnecessary and the high (real or perceived) cost of healthcare. It's interesting to note that amongst the challenges enumerated, all but the economic downturn and fragmentation of service are issues that can be addressed through client education.
The veterinary profession across the United States and perhaps elsewhere, has not done a good job of educating our clients about the need for regular, thorough preventative health care for their animals, animals that they consider to be family members and in some cases, child surrogates. It is essential that veterinary health care teams engage in relationship centered, compliance driven care, designed to enhance the wellbeing and longevity of pets. That requires that we demonstrate (explain) the value of preventative health care to our clients so that their pets will live comfortably into their full genetic potential.
The truth is that there are many practices that are doing great medicine, harvesting great profits and enjoying the practice of medicine while others languish and even decline.
How can this be? I believe it all comes down to attitude. Attitude controls our thinking and our actions. By extension, attitude controls our commitment to a successful future, our focus, energy, and actions. My hope is to share with you, a series of ideas for you to consider implementing in your hospital so that you too, can have that "ideal" practice. There is however, a catch...you must be open to new ideas and willing to change what you do?
Most folks who are dissatisfied with the results of their practice efforts are inclined to continue focusing on the same goals, using the same methods, pursuing the same tasks and working harder than ever to achieve their desired end. The thinking is that "if I just work a little harder, this will all turn around". It's been said that doing the same thing over and over and expecting different results is the working definition of insanity.
This is paradigm paralysis in its most obvious form. It occurs when we allow our paradigm to become THE paradigm. As we become deeply vested in a given paradigm, our resistance to change increases. In fact, we are so vested in our current paradigm that we can't even envision a different paradigm. Folks stay locked on their known and comfortable but generally underwhelming operational track and as a result, their businesses languish.
The paradigm shift that must occur is that the appointment becomes a client-centered experience. Practices must shift from simply delivering a service or a product (many of which are available over the internet and large retail outlets) and deliver an experience. Health care teams must adopt an approach of under-promising and over-delivering on opportunities for "best care" in the most relational and bonded way possible.