As we have moved through 2009, veterinary practices continue to feel the effects of the economy. The direct correlation to
what is happening in most hospitals is the result of the current job market and the fact that consumers remain shy about spending
money. Consumer confidence remains low. Unemployment is hovering at 10% or more in many areas. It is not until you read in
the newspaper that there is a turnaround in unemployment and an improvement in consumer confidence will you see positive revenue
changes begin to take place. The average invoice will provide the support for maintaining sales and invoices will continue
to modestly decline. Please remember, this is a time where you should not hold back on price changes. Inflation pressures
will continue. Inflation pressures should continue to call for 2009 price increases of at least 5%. With no growth in sales
and continued increases in costs, profit margins in most hospitals will be squeezed. Many who run their practices by their
checkbook may not even realize until the end of the year the full effect that economy has had on their practice.
The major impact of the economy in most hospitals is that many are experiencing a decrease in invoices while maintaining the
same or increasing average invoice. The increase in the average invoice is mostly coming from price increases. So what should
practices do to weather the storm?
Build strong relationships with your client base so price is not an issue. These times will give clients who are on the fence
with your practice a reason to find a new and maybe less expensive provider. Train your staff to excel at client service.
Hold more staff meetings to discuss these issues.
Do not change your medical protocols based upon the economic conditions. Continue to offer exceptional care and let clients
tell you they cannot afford the best of care before offering alternatives.
Shore up reminder systems so clients do not fall through the cracks. Make sure all clients have standard reminders set up.
Run reports monthly to make sure that all do. What is your year to year client return ratio? Track those clients who are responding
to first, second and third reminders. For those who are not responding to any reminders, consider a phone call or a personal
letter explaining why it is still extremely important to continue the yearly visit. Owners of the practice should personally
sign the letters. Re- remind clients who have not been to the practice in the last six months. Do not let those past due on
reminders fall out of the system.
Close the hole on missed charges. This a time where it is extremely important to make sure you are getting paid for the services
you provide. Conduct daily chart audits and compare to the charges on client invoices. Use automation to assist you with this
Shop for products and services the hospital purchases to make sure you are paying the appropriate amount. Competitively bid
for best price where you can.
Make sure you are reserving at least 30 days of expenses in cash to weather the downturn. Keep an open line of credit at the
bank to handle any cash flow issues. You need the line in place before you have issues.
Review your use of staff scheduling and cut out unnecessary overtime. Use payroll budgets to assist with monthly scheduling
of hours for each payroll area (IE: Technicians, receptionists, animal handlers, etc.)
Consider more external marketing to keep up the new client numbers. Look at a comparative analysis of new clients every month.
It is important to determine where these new clients are coming from and what type of marketing works in your practice. Have
your staff prepare a report for your use once a month to determine what works. Check to make sure your web presence is good
and make sure potential clients can easily find you from an internet yellow page listing that is tied to your web site. How
are your signage and the exterior of your building? Street presence is still in the top three of ways potential will find
you and consider using your services. Get involved in your community through local community organizations and church groups
and volunteer to provide lectures to community organizations such as Boy Scout and Girl Scout groups. Also determine if you
can provide talks in the local schools. Where ever you go make sure you have plenty of business cards and hospital brochures.
Understand your financial to look for strengths and weaknesses in both the revenue streams and expense streams.