{"id":76201,"date":"2024-06-01T00:00:08","date_gmt":"2024-06-01T04:00:08","guid":{"rendered":"https:\/\/todaysveterinarybusiness.com\/?p=76201"},"modified":"2024-05-24T18:45:05","modified_gmt":"2024-05-24T22:45:05","slug":"future-proof-your-practice-innovation-station-0624","status":"publish","type":"post","link":"https:\/\/navc.sitepreview.app\/todaysveterinarybusiness.com\/future-proof-your-practice-innovation-station-0624\/","title":{"rendered":"How to Future-Proof Your Practice"},"content":{"rendered":"

If you jumped into a time machine, zapped yourself way back and asked James Herriot what a sci-fi version of a veterinarian\u2019s job would look like in 2024, he might dream up a few ways animal care has changed, from microchips and wearable monitors to doggy DNA kits. As technology transforms how clinicians provide pet care, clients are claiming a bigger say in how, when and where their cats and dogs receive it.<\/p>\n

A Packaged Facts study demonstrated a few examples of generational attitudes around technology trends. For example, 35% of Gen Xers, 31% of millennials and Gen Zers, and 24% of baby boomers like the idea of veterinary telemedicine. Regarding apps and wearables that send data directly to the veterinarian, 28% of Gen Xers and 38% of millennials and Gen Zers are interested. In comparison, only 14% of boomers give the devices a thumbs-up.<\/p>\n

Shifts in client attitudes will alter the way you practice veterinary medicine<\/a>. But when did you last sit down to define your business model? I guarantee you that things have changed, even if your definition is 6 months old.<\/p>\n

Innovation and creativity are essential to your business\u2019s survival. And the competencies critical in your practice today might not be needed in the future. Scary thought, right?<\/p>\n

The most important thing you can do for your business regularly is to schedule time to plan for the future. It\u2019s a three-step process.<\/p>\n

Step 1: Review Your Business Model<\/strong><\/h3>\n

First, recognize that you\u2019re not selling a product or a service; you\u2019re creating progress for your clients. What does that mean? You\u2019re creating value for specific customer segments through your bundles of products and services.<\/p>\n

Think of it this way: What do your clients really want? Do they want an appointment or a healthy pet? If the answer is the latter, then a visit might be just one way to achieve their goal.<\/p>\n

Your practice launched with a business model, right? Let\u2019s revisit yours together. (If you don\u2019t have one, you can create it here: bit.ly\/3VRXe3u<\/a>.)<\/p>\n

1. Who are your clients?<\/strong><\/p>\n

Are they high-end apartment dwellers, rural families or avian aficionados? Defining your clients sets the stage for spotting behavior and lifestyle trends, whether it\u2019s the parasite prevention they opt for or a willingness to accept your pet food recommendations. Recent research shows that more clients want to align their nutritional decisions with their pets\u2019 diets.<\/p>\n

2. Examine your customer relationships.<\/strong><\/p>\n

This highly depends on your clinic\u2019s location, client base and business philosophy. Perhaps you run a high-touch practice in a large city that communicates through phone calls and follow-ups. Or maybe your mobile practice schedules appointments via app and text message. Think about how your clients like to communicate. Then, think about how changes in technology and your customer base might change your communication channels.<\/p>\n

3. What is your value proposition?<\/strong><\/p>\n

Do you provide low-cost veterinary care or offer an elite experience with a high-end hospital and convenient hours? Compare how your practice and the one up the street uniquely serve clients.<\/p>\n

4. Who do you team with on veterinary care?<\/strong><\/p>\n

Consider your partnerships with the emergency hospital that covers for you on evenings and weekends, your reference lab, your retail suppliers and even your cleaning crew. Which partners are essential to help your business function every day? How would you adapt if any of the alliances ended?<\/p>\n

5. Which resources help you stay in business?<\/strong><\/p>\n

Shortages of any kind \u2014 gloves, masks and even computers \u2014 can take a toll on a veterinary practice. But the biggest shortage might involve a knowledgeable team. It\u2019s a fact that clients are more likely to judge you on your services than your medicine. The credentialed technician shortage has only accelerated, and you\u2019re likely feeling the labor crunch in other roles, from receptionists and kennel attendants to managers and groomers. How does the workforce situation affect your services, such as boarding, grooming, nail trims and timely veterinary visits?<\/p>\n

6. List your key activities.<\/strong><\/p>\n

These help you deliver on your value proposition. For example, you might employ a team member who manages your wellness program or pet insurance claims. Or perhaps you offer evening or Saturday appointments for busy clients or send text reminders the day before an appointment.<\/p>\n

7. How do clients want to be contacted?<\/strong><\/p>\n

Do they prefer postcard reminders, text messages or phone calls? Do they interact with you on social media or through e-newsletters? Define how and where you contact them.<\/p>\n

8. What\u2019s your cost structure?<\/strong><\/p>\n

This varies depending on the type of facility you have and the services you offer. For example, if you choose to provide emergency care, your staffing, facility costs and surgical supplies will differ from those of a wellness clinic.<\/p>\n

9. Define your revenue streams.<\/strong><\/p>\n

They might comprise diagnostics, surgery, wellness visits, boarding, food sales and so much more. Don\u2019t be afraid to eliminate something that no longer serves your client base.<\/p>\n

Step 2: Try Science Friction<\/strong><\/h3>\n

The Lowe\u2019s home-improvement chain serves as an example in Elvin Turner\u2019s business leadership book Be Less Zombie<\/em>. Using what its strategists call \u201cnarrative-driven innovation,\u201d Lowe\u2019s collects data and passes it to science fiction writers. The writers imagine how trends might cause friction in the lives of Lowe\u2019s customers. Then, cartoonists develop the storylines into sketches that feed the company\u2019s innovation discussions.<\/p>\n

I\u2019m not suggesting you hire sci-fi writers and cartoonists to visualize your future, but perhaps you and your team can invest a portion of each staff meeting to think like them.<\/p>\n

Find the humor and friction that occur during client interactions. For example, you might give your team members a journal and ask them to record the trends they notice. Maybe your receptionist sees more people scheduling appointments through your app, or your technician spots more dental treats flying off the shelves. Ask everyone to share their discoveries at each team meeting.<\/p>\n

Also, dedicate time every week to think about the future. Start by thinking about these trends and how they affect your practice:<\/p>\n