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We are reducing employee hours in an effort to avoid layoffs. We may be releasing a doctor soon as well. |
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One must know the relative pets owner spending index for the area lived. Comparing us to a practice in L.A. or outside of Washington D.C. is impractical. We have focused on never missing a chance to "wow" a client when someone else may just meet their expectations. This goes for Doctors as well as staff. Much more, too little time. |
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Increase marketing. Offering discount on services to bring people in. For example, we gave 15% of dentals during dental month. All of our dental appointments have been full for 2 months due to this promotion! |
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Improve quality service and perceived value by the client |
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continuing as prior, hiring freeze to be cautious |
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Cut back on staffing/inventory. closing one saturday per month. working on local marketing for new clients, scheduling more future visits at front desk immediately (rather than waiting for reminders), starting semi-annual check-ups for more mature pets. |
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increase marketing and watch expenses especially payroll and drugs. |
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1. reduction in advertising etc costs 2. better monitoring for missed charges etc 3. elimination of discounts 4. renegotiating service costs 5. employee benefit reduction and salary controls 6. better recheck notification |
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Closely watching inventory and staff hours. Making sure all staff hours are productive. Maintaining very little inventory. Increasing the quality of the client experience here. Sending home exam report card by email with links to information pertaining to the visit. Increasing services. Dental radiography. We have hired a compliance oficer. She makes sure it gets done (parasite control, testing, oral ATP's, vaccines, senior exams etc), if not today then schedules it for later. If not done or scheduled, she follows up with email or by phone. We take it right up to the harassment line :-) These are just a few things we are doing. I can go into much more detail on how we are trying to be the most innovative practice we can by utilizing staff and technology to its fullest capacity if you want to contact me. |
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Decreasing expenses (specifically with employee benefits). |
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We have increased marketing and client service budget, we are reducing staff costs by 10% through reduced hours and natural attrition. Increasing contact with referral veterinarians (we are a specialty/referral center). At the moment we plan to keep prices stable for the next two quarters. |
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Re concentrate to capture missed charges. Continue to market dentistry that has continued to grow despite the economic conditions. Not replace a part time employee who is retiring |
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Enhancing client service and perception of value. Offering more services. Reduced annual price increase. Enhanced marketing, online visibility. |
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Decrease staff hours More observant/diligent inventory control Increase direct marketing Explore alternative credit options for clients - Care Credit, Pet Insurance Adopt Witchit, Tumblin and Associates associate veterinarian prosal formula (currently using same percent for all service and inventory) Consider having a professional practice consultant evaluate the practice |
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market surgery services separately, considering dismissing 1 dr, just did 5% price increase - costs keep goin up, staff hours cut back, more 'mining' of client database and direct mail |
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We are working with VMC Inc. We will try target marketing and other marketing ideas. However, we are very concerned with the trend we are seeing. We are in our first year of business and it doesn't help to have this economic problem. |
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Reduce staff, no increase in prices, lower cost options |
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We are following the pulse of the area, our unemployment is 2.1%, we are tourist driven. We are not hiring anyone new but have had no staff turnover and will replace a veterinarian leaving in the spring with a new one. |
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results were actually better; doing more packaging, going paperless, goal to be AAHA accredited by years end, improving communications by helping clients utilize web site more, having a strategic planning session. In short, we are continuously possitioning ourselves for success. |
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Hold fee increases on shoppable items. Increased marketing to clients via breed specific mailers, dental month etc. Keep low inventory levels. Remind ourselves to continue to offer the best medicine to clients. Provide added value by providing top level service. Minor renovations such as a new coat of paint or reupolestering of waiting room chairs. Increased contact points to clients--ie. Follow up callsn appointment reminders etc. Preferential pricing for bulk orders of food. |
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Increase marketing through the development and utilization of a monthly marketing calendar, update pricing, improve staff utilization and decrease staff down-time. |
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increasing prices between 5 and 10% to compensate for rising costs plus a bit and hiring another doctor to give us all a break |
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1/2 time employee moved on to other full time employment. did not replace. also curtailed overtime by adjusting hours. also cut some expenses. |
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Flexing staff hours - no major price increases, spending more time with clients and pets to increase services. Encouraging staff to be more proactive. Boarding and elective procedures are down due to economic uncertainty - weather could have also been a factor. January was down by 18% We are located in a relatively recession proof area having a good percentage of our clientele employed by the government - not this time. |
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cutting expenses; not replacing staff; delaying major improvement projects |
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Freeze on overtime. Staff reducing scheduled hours 10%. Rotate time off during slow days equally through entire staff including DVM's and owners as well. |
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We have tightened up our staffing and expenses and are planning to do more of the same. We are keeping lower inventory than before so we are turning things over more quickly. We are being more selective with our marketing--making sure it's things that will have an obvious net affect on our income. This includes making sure we can get our name in the paper as often as possible in local articles. We're looking more closely at statistics than ever before to determine where our income is lagging and to be sure our expenses are in line. We are focusing more closely on customer service including more reminder calls and personal touches--although that has always been a high priority. We've re-evaluated our current staff for "10" employees and working toward their strengths. Personally this year will be my target for staff concentration--training, continuing education, staff meetings, and personal involvement because they can make or break us and they are our most valuable asset. In 2007 we expanded and added 8000 sq. ft. to our existing 5100 sq ft building so the pressure is on for us to succeed. We have also been fortunate because while the expansion has brought on additional expenses, it has enabled us to bring in additional profit centers to add income to our bottom line and allow us to be even more full-service for our clients. |
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We are in the midst of expanding our practice and will be adding a small number of boarding kennels as well as a dental suite and additional treatment space and exam room. My number of staff is currently the same |
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Postponed staff salary increases. Reduced number of staff/staff hours. Shortened clinic hours. |
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We have frozen staff wages to 20% of gross, we have cut fixed costs in MANY areas we are focusing on compliance tools we have increased prices we are focusing on new service areas |
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We have controlled relative salary costs, looked for highly effective personnel, and focused on the quality of our practice. We won best in our county run by our local media for the second year in a row. |
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increase marketing and concentrate on more dentistry |
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Decrease staff hours, watch expenses other than payroll, ie. drugs and supplies |
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Strict Inventory Control - Only stock things we sell, do not stock things that do not move. Vemdors are hurting too! But unfortunately our staff will not be bought by boxes of donuts anymore!! Eliminate Overtime. Strict control on Payroll. Increased marketing. |
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Wellness promotions, split appointments to allow for conservative economic concerns( ie vaccines one visit and fecal/hwt/bloodwork second visit without office charge), |
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Try to discuss the value of services. Keep inventory tighter. Have staff call over due clients on a more regular basis. Capture missed charges by performing reviews of services rendered. Cutting staff hours to fit better with actual needs |
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in house marketing, staffing, service changes |
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The 10% decline in our area is seasonal, or in other words January - June are normally busier months than July - December. For the year we were up by 8%. Also, in September we were closed 3 1/2 days due to Hurricane Ike and were working without our surgery suite for about 2 weeks after we reopened because we had no electricity to it. We have not reduced staff, but if things slow down, we will first reduce hours. |
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We are cutting support staff hours We are paying great attention to "customer service" We are changing the hours of our doctors to better meet client needs (being more available). |
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decreasing expenses-less CE,less donations,slight decrease in staff hours in the ward assistant area due to less volume-increasing perception of value, working harder to please clients,keeping staff informed so they are involved in the above efforts |
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We have reduced all doctor's schedules and salaries to 32 hours per week. We plan to hold this schedule until March and if things remain stable we can likely reinstate our hours gradually as the year goes on. |
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Increase services, consider increased hours, decrease payroll, decrease inventory, consider collaborations and consolidations, increase marketing |
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Increased marketing both in-house and to the public. Switching to companies where we can purchase products needed for less than our normal suppliers charge. Eliminating overtime with staff. No raises for a while. Expansion of services to include grooming for our clients. A new hospital sign that is much more visible to drive by people. Careful tracking of inventory so we only order exactly what we need nothing more. |
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I will try to keep my staff no matter what. I have stopped taking a salary temporarily, have increased prices and trying to do more internal marketing and addressing all needs with each patient every time we see them. We are also trying to make ourselves more visible in the community. |
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We have decreased our total staffing, we are increasing our reminders, and we are increasing out mailings to clients. |
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We have lowered our prices fractionally. We are more flexible in taking extended payments for larger invoices. We will be increasing our internet outreach with more website content. We have provided more pro-bono services for individuals in our community who are unemployed and need veterinary care but cannot pay for it. We have cut our profit margins, and learned to live on less, and have made a point of not laying off any employees who are defenseless against this downturn too. Comment: I would like the organized veterinary lobby to apply pressure to the Republican party in Washington, D.C. Their resistance to passage of a financial stimulus package of adequate size to address this economic downturn should be noted for future elections, and political pressure should be brought to bear on these individuals who have hypocritically supported war spending of approximately $ One Billion dollars per day, but choke on spending that will benefit the un-employed and under-employed in this country. The Republican tax-cut approach to this crisis is totally inadequate, obsolete and useless for the greater than 10% of Americans who do not have a job. Send this message to them LOUD and CLEAR! |
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Increased internal marketing. Cultivating specific areas in our practice such as dental and ultrasound. Additionally, preparing doctors to accept more difficult cases that our clients cannot afford to see specialists for. |
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Stay sharp on compliance. Stay on top of reminders and marketing opportunities. Cut staffing if needed. Watch spending. Further reduce invent. |
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Tighten inventory Do not hire new employees too far in advance of when I predict I need them. I have plenty of job applicants to choose from including CVT's, may be a good time to dehire less motivated or less loyal personell and improve practice |
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Monitor and adjust prices as needed. Improve and stress customer service to encourage better comliance. Monitor inventory and purchase more conservatively. We are hoping not to have to cut staffing but may slightly cut hours to decrease payroll. |
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decreased hours scheduled, timely fee increases |
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We are looking for ways to increase profitability. The revenue from services alone has continued to decrease thus our profit margin has shrunk. We are also increasing marketing and focusing on excelling at customer service. |
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Raise prices and possibly cut a small amount of staff. |
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Raise fees, pay cuts, staff cuts, cut out raises, cut out most fringe benefits aside from the basics such as vacation time, health insurance, cut our contribution to our Simple IRA, shop around for new medical, less expensive medical insirance, step up our marketing and schedule more hospital visits, do not offer discounts unless by Care Credit |
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creative financing, no new hires, increasing staff morale to "bond' to hospital, better client education |
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Fee increases, new services. Already have reduced staff slightly to offset income loss. |
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(first, not sure if participated in the previous survey, so I said no as uncertain wasn't a choice). We have implemented some measures to reduce expenses (energy conservation; non-essential staff reductions - mostly this affected the high schoolers) and costs (tighter inventory controls). We have invested in some new equipment that has specific targets in use to justify the purchases; and we are intending to upgrade our radiology offerings but may put it off for a bit. Last year we invested in laparoscopy and it is taking off; we will be doing some marketing specifically in this arena. We are also building a niche in canine reproductive services. We are planning on adding a full time technician late spring, as well as having a vet student for the summer (she worked here for four years before getting in). Hopefully the additional staffing will allow us to leverage patient care to even greater heights, and allow more efficient use of the schedule. We have on average one doctor that is underutilized. |
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1)Decrease Staff costs through attrition, minimize wage increases, hour reductions 2)agressive inventory control 3)Continue Price increases on non-shopped items 4) May Increase evening hours to accomodate clients |
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Decrease staffing; increase online marketing |
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I think you hit yhe nail on the head. Staffing,pricing and marketing! |
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lean and mean |
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We are working on internal marketing to existing clients for needed services and to improve client compliance for needed services such as dental procedures, HW testing, fecal checks, vaccinations, wellness exams, senior wellness testing,long term medication monitoring and external parasite and heartworm preventative for our clients pets. Also, we are striving to educate clients on the value of our services compared to those provided by low cost providers such as spay and neuter clinics. We give a treatment plan that explains and outlines pre-surgical and pre-dental blood testing, anesthetic monitoring, pain control, intravenous fluids during surgery and patient monitoring during recovery from anesthesia. We are continuing to raise prices quarterly as hospital expenses continue to increase. We are,also viewing this as a time to improve the quality of our reception and veterinary assistant staff as the quality of applicants has improved with the increase in unemployment in the current economic climate.We have always stressed excellent customer service with meetings monthly to stress customer service and educate our staff on new products and services, which is imperative in these difficult economic times. |
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Decrease staff "overlap" hours. Increase internal marketing efforts, focus on extremely thorough exams and documentation, more complete face to face client information transfer. Stress value! |
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We do not plan to add any staff members this year and raises for existing personnel will be held to 4%, with a planned 4% overall revenue increase - 2.5% less increase than last year. We won't be buying any new, pricey gadgets this year. We will be re-emphasizing our core beliefs during staff training sessions and placing greater emphasis on maximizing our existing resources. Staff training will put more focus on presentation of doctor recommendations. Current marketing programs will continue. |
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Staff hours cut back, promoting dentals and wellness exAMS |
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We are keeping the quality up and giving excellent service |
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Increase marketing, more CE internal and external, |
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More communication with clients about charges. More upfront estimates including estimates for routine preventative care. Did not increase prices across the board as we uusally do Jan 1, but instead increased prices on a few services and some pharmaceuticals. We continue to focus on client service and excellent patient care |
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increased marketing |
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We are continuing to focus on branding and client education for marketing. We want to maintain our existing client base while adding the "right" new clients. November was a bit slow compared to normal for our practice, but business actually improved by 9.5% in December and 9% in January even though we had one less doctor on staff than the previous year. |
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Wage & hiring freeze, freeze fees to clients, minimize capital expenditures until late 2009 or 2010. |
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Shift staffing schedules and not replacing staff. Definitely noy hiring an associate at this time. |
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Have had to give up studing scientific articles to persue management goals. Scientific material is now delegated to associate DVM's. Its a sorry state of affairs when we see number of Veterinary economic lectures available at the NAVC and owners having to to become business professionals in order to survive. |
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We have had a change in pricing, small decreases in staff hours but no lay-offs |
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Comparing the two halves of the year in a business that has moderately cyclical changes makes that information of questionable value. I would consider the better comparison to be between the two halves of the year and the equivalent halves of 2007 (e.g.,Jan-June 2007 vs.Jan-June 2008).With regard to changes in practice, I still present my best recommendations for care, but I try particularly hard to be cognizant of owner's receptivity, respecting that they may not feel themselves in a financial position to follow those recommendations. As always, I have 'Plan B' ready. |
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We are desperate for an associate veterinarian. We have been unable to find an associate for over 3 years and are working at maximum capacity. Until we can find an associate I see little change in our practice. I feel like we are throwing money up in the air and no one wants to catch any. |
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Increase fees Develop a website. Promote more dental procedures |
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watch salary and purchases closely |
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CAPPED OUR HEALTH CARE PREMIUMS ON ALL FULL TIME EMPLOYEES, FROZE RAISES FOR 6 MONTHS, HIRING FREEZE EVEN THOUGH SHORT ONE TECHNICIAN. CUT OUR YELLOW PAGE AD, WATCH OUR OVER TIME HOURS CLOSER. |
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We increased prices at the first of the year as normal. |
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Offer more services. No staff changes are anticipated. Increase marketing |
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May shorten hours to cut personnel budget and give me time off while getting better utilization of staffed hours. |
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1. Price structure changes 2. Increase printed marketing materials 3. Increase availability |
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The last six months of the year are always less than the first six months of the year in the norther tier atates. This is an inappropriate comparison. Compare this year to last year and I am up significantly. |
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We have markedly reduced staff. We have adjusted doctor's hours downward. We have held fees steady vs. annual increases. We have improved our efficiency overall and have changed some vendors and services to save expenses that we used to tolerate as marginally important. |
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Honestly, we are all just working harder for the same amount of money. No staff raises or bonuses, and a much more relaxed billing plan. |
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We have decreased the size of our inventory. We are not replacing an associate DVM we let go for non-economy reasons last October. We have reduced the hours of our receptionists and techs to just enough to keep them full time. |
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We are continuing to offer more payment arrangements for clients, we have delayed some price increases and we increased our marketing for dental month, we included a discount coupon in the marketing materials. |
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Controlling expenses - primarily by reduction in staff. |
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STAY THE COURSE. EMPHASIS GOOD PROF SERVICES. INCREASE FEE MAYBE 5%. KEEP STAFF HAPPY WITH SALARY BONUS IF MEET OR SURPASS OUR QUOTA. AFTER 25 YEARS OF ECONOMY UPS AND DOWNS ALWAY HAVE FAITH IN YOUR WORK AND BELIEF IN GOD TO GET US OUT OF THIS SLUMPING ECONOMY. |
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More target mailings Reduced staff by attrition to level of business Reduce inventory |
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We are reviewing our pricing and possibly lowering shopped items. We have also cut back on staff slightly through natural attrition and have tightened our budget for supplies. |
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Even though it is not a good time to increase prices we did . If it is by small amounts several times a year the clients do not realize it. We are trying to present "value" to our services- not just quoting a price but explaining what that service includes. We are putting together some package "Deals" where clients get a small discount for doing all the recommended services. We are tightening down on inventory so that money isn't setting on our shelves. We are trying to examine where our advertising money is best spent by examining new client info (we want to do some more radio advertising). We are implementing a incintive program where not only do the patients benefit but so do our employees when they take the time to explain the health benefits for doing a procedure. We are also collecting e-mail addresses so as to decrease postage for reminders and other notices. |
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No change in pricing except as vendors increase their prices we will pass on these increases. No staffing changes, trial Healthy Pet reminder system. We will revisit additional wellness testing as a way to increase revenue and offer extended payment plans (self financed) such as held checks, and monthly payments for established clientele if necessary to increase compliance. |
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We have increased prices in December. We had a physical move that had been planned and wanted new clients to see the new prices. We have stepped up marketing to make our presence known because of the move. |
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increase services, possible marketing increase |
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We have cut staff to bring payroll in line with 15% of total projected gross for this year. We have not cut prices and will continue 1.5% quarterly price increases across the board. We have limited our ordering to what we use within 30 days and are ordering minimal quantities. We are not doing "deals" from drug companies. |
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Decrese staffing to appropriate levels. Increase internal marketing. |
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Continue to do what we are doing currently and ride it out. January 2009 revenue is also the same as January 2008. We may change strategy if we start to see decreases. |
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Market |
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increase marketing, web site |
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Negotiating better pricing for our costs (lab fees, internet fees, phone, etc.), better inventory management, currently asking for volunteers who would like additional time off on slow days but considering mandatory time off/staff hour reductions. |
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May invest in new technology over next twelve months to broaden our services. |
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We are not replacing staff members that have moved away. Price increases are continuing on regular schedule. I am spending more time studying business books and concentrating on online marketing. |
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Basically stay the course with continued emphasis on client service. I would like to point out that when you compare the last six months to the first 6 months, we always have a better first half since April, May, June are our biggest months by far |
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We not not plan any staff reductions. It is a time for us to do good medicine, (We may have to be flexible in the way or time that we are able to do it), build client relations and most of all be positive. It is easy to convience one to let the negative rule you practice. |
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Re-evaluation of fees, not discounting, but re-evaluation, not hiring for vacated positions, reducing 'bulk' purchases (such as Frontline) since follow up purchases have declined, increased contact with clients, better call back protocols, more reminders, updating website, working on increasing POV, more staff training, educating staff on daily financial goals, costs, etc. |
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i did just complete a fee increase that i had put off from Nov. Very small - 5% on some exams, adjusted lab mark up a bit, had pared down our dental estimates for dental health quarter. Keeping staff lean on hours but have enough "in reserve" if things get super busy. Haven't let anyone go. Working on PR angle of marketing - making community aware of all that we do for animals. This is low cast and something we are alreasdy doing - just need to get the word out. |
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We are focusing on Inventory Control (JIT purchasing); more timely staffing adjustments; marketing; cost reductions. |
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More focused marketing with a company that sends a magazine instead of our postcards for reminders. It did improve the response rate. We'll not fail to do the scheduled fee increase. |
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maintain the status quo with with exception of raising some fees on services and meds where necessary. |
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I am watching staff hours. Having full timers cover more hours so part time dosn't have to. Freezing all wage increases. Streamlining expenses. Taking harder looks at advertising and such. Also may not contribute as much to profit sharing plan in order to save cash flow. |
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Continuing to move forward--Increasing prices by 8-10%, watching staff hours, yet giving yearly raises, increasing marketing,reading business articles, doing financial statistics, and remaining optimistic. |
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not buy much not expand nt incease prices |
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For the first 2 months then we had Sept down 20 % but Oct and Nov up 6% and dec flat |
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Raising fees. Extra marketing activity. |
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Cut back on staff and make more efficient operations and inventory control. Will increase marketing as well and add new services. |
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We have started a monthly percentage increase in fees as well as a better control on staffing cost that will be evaluated on a month to month basis. We are also planning to launch additional marketing in our area this spring as we have added an additional doctor to our team. |
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Staff hour reduction 2 part-time positions lost More marketing focus on value not dollars group $ on procedures to reduce the line item listing spend more time with clients |
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We are investing in new signage. Otherwise, we were careful with payroll, but are about to start hiring again for the spring. |
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freeze wages, cut staff if necessary, increase services and marketing |
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Decrease inventory on hand No COLA pay raise this year |
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Watch expenses carefully. Reduce debt, take on no new long term debt. Increase marketing, especially internal marketing. |
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We have controlled staff hours, decreased staffing and managed all other costs as closely as possible. Fixed costs have also risen over the last year with fuel increases driving up cost of goods sold and operational costs, utilities, etc. Lower interest rates have helped to decrease some of the overheads. We are working on increasing client communication and have embarked on exceptional customer service strategies. |
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Keep doing what I am doing and ride it out. |
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not increasing prices, coupon on our website, increased advertising, keeping staffing levels low, in house programs to educate public and get them to come see our practice |
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We have added ancillary services, such as a pet boutique and grooming. We have also upgraded our equipment to provide better care for our patients. |
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We will work on internal controls like staffing and inventory to help reduce unnecessary costs. We will also insrease marketing and personal amenities. |
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Extending hours to make it more convienant for clients, Increase advertising, expand and start new clinics |
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Increase community outreach - girl scouts, schools, adult ed |
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Prices up 3-5%. Hired 1 new staff member and looking for another veterinarian. Office hours increased. Stance is proactive towards growth. |
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I took a class at the navc and plan on taking others to do new procedures. |
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Increase marketing. Stress compliance with staff and clients. Sending staff home on slow days. Not covering staff that is off for vacation/sick days. Tightening turns on inventory. Not making any buy-ins on products. Continue to raise prices on non-shopped services to off set increased price of white goods and overhead. |
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We had some staff leave for other positions and did not rehire at this time. We are using the staff we have more effiently. We will try to increase our customer service and keep the client we have now happy in hopes of them referring more clients to us. |
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we have scaled back the staff hours to meet the reduced case load, done more marketing. we in the process of evaluating to pricing and I will be working with a practice consultant to make the most of the business that we have |
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We will continue to offer the best service and recommend what each pet needs. We are redoubling our efforts to contact people whose pets are overdue for procedures to remind them to get up to date. Staff and pricing will remain the same. |
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Adding more Veterinarians to increase our ability to open our offices more hours. |
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We are working on doing a better job with compliance. |
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Unfortunately we tripled our space (out of necessity and opportunity ) in July 2007. We had expected 30-40% growth in the 12 months following. So 2.6% 'growth' is in reality a huge loss. We have redone our website, reintroduced printed newsletters sent to clients and sent a few bulk mail items to prospective clients. We have marketed an obesity program. The shopping center has increased group marketing and referral incentives. We have curtailed any costs that are not vital to daily operations and have let our relief veterinarian go. There is a freeze on hiring and on raises. As the owner I have suspended my retirement contributions in order to decrease my salary. We are focusing on staff training during slow times. Finally, we are praying things turn around soon!! |
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close control of staffing hours, invest in internal and external marketing - vigorous internal marketing |
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We are increasing our pricing about 8% on some areas but not all. We are increasing our marketing If it becomes necessary due to lack of business, we will decrease staff hours. We will try not to let anyone go. |
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Limit all overtime, Changed our annual price increase of 10% to 2.5% but will do quarterly instead, doing more school programs. Really emphasize the perceived value of our services. |
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1. Meet with area veterinarian(s) to share ideas about dealing with the economic situation. 2. Establish controls on payroll/staffing (new software program) and inventory/ordering (budgeting). 3. Implement monthly promotions for the practice tied to bonus systems for all staff. For example, December was senior pet health month, January was spay-neuter month and February is pet dental month. If we reach a target number of cases during that month, the staff receives a reward (group activity such as a meal, go-carts, hockey game, etc.) |
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Increasing marketing both external and internal expanding scope of services offered adding more treatment options acupuncture, laser therapy, homeopathic options. Cutting back on staff hours Using "Profit Solver" to make sure our fees are generating the % of profit we need to stay profitable |
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we had major lay offs in the movie industry and we were doen a lot more. thought 15% really 23% |
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continue monitor cost of staff as a percentage,raise fees 6 month interval, added new services,marketing and improve compliance |
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Increase marketing through SEO Leveraging team members to maintian jobs |
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reducing staffing, consolidating emergency and day practice, moving ER doctors to prosal compensation, increase local marketing. |
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At present, we are planning to continue to follow our strategic plans for growth, which include judicious procurement of equipment and facilities needs that will increase our income and provide more services to our clients and patients. |
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We'll make some price adjustments and try to do a better job marketing services, especially dentistry. |
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I am maintaining equal net with 2008, but NO GROWTH. Of course, gross is up a little and with some cost-cutting observances, we are able to keep net the same. All expenses seem to be going up quickly, I am worried about the speed at which things might change. Any response on my part (reduce staff, change services, etc) may take 2 months to effect bottom line. I am holding the line on pricing, may change hours for efficiency of staff, may cut some deadwood in staff, still marketing the same (no head in the sand here!) Offering payment options to more people, seeing more very sick pets whose owners have waited too long. |
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INCREASED PRICING - CONSIDERING INCREASING AGAIN 6 MONTHS INTO YEAR; DECREASED STAFFING IS ALSO ON THE HORIZON; CONTINUE TO FOCUS ON INTERNAL MARKETING/CLIENT EDUCATION AND CUSTOMER SERVICE |
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Keep prices the same, control staff and drug supply costs, decrease compensation for owners. |
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we offered a 20 % discount on elective dental services (including) bloodwork) for the months of jan and feb. i am not adding any additional staff right now and am attempting to spend less where we can |
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Maintain services and reorganize staff for improved efficiency. Feel we are not maximizing our staff to market our services. I feel we still have significant capital within our present clients and large range of services. I feel the part time veterinarians are my poorest producers and will re-evaluate their schedules and payment arrangements. |
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We are increasing fees very slightly; increasing marketing(online, radio, & VetStreet portals), emphasizing client education (of services), pushing Care Credit and insurance. We also adjust prices on a case-by-case basis so clients do not leave. |
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We are planning on implementing education and wellness testing for specific breed conditions such as ekg's, intraoccular pressure checks and blood pressure testing. We are increasing non shoppable fees a small amount. And we have been increasing our marketing strategies to gain new clients. We are continuing to provide amazing customer service to exceed our clents expectations and make them feel that any money they spend on their pets is a bargain. |
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REDUCE STAFF AND HOURS AS INDICATED BY CLIENT REVENUES. MARKET NEEDED SERVICES AS MUCH AS POSSIBLE AND REDUCE LOW NET SERVICES SUCH AS BOARDING AND GROOMING. |
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I am spending alot of time on training and surveying client satisfaction. 2.5% fee increase in December. I will evaluate based on the economy on a quarterly basis for further increases. Budgeting is fluid based on hitting the income projections. |
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cut staff hours cut down on inventory service changes |
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Decreasing staff hours. Adding services. |
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We increased our prices 8% on services in January since we had not raised prices in last 24 months. We will strive to impress upon our clients that our medical recommendations are important and necessary. We give estimates prior to performing most procedures so that clients will know the true cost of medical treatment plans. |
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I have not raised prices yet for this year. We closed two Saturdays a month. I have been keeping a closer eye on overtime, drug purchases, etc. I probably will not hire summer help. |
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Increase marketing and reduce staff. |
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2008 the decrease in the last 6 months was .7%. The decrease for the last 6 months of 2007 was 4% and the same time for 2006 was 5.5%. A better comparison will be the first and or second quarter of 2009 to 2008. |
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Reduction of staff hours , maximize utilization of part timers. Reduce inventory & utilize on line ervices such as VetSource Change to-email reminders Utilize E-newsletters such as PetsMatter |
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Continue to provide excellent client communication and service at reasonable prices |
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I am confused with this survey, as every year in my practice, the gross revenue of Jan.-June has been higher than the revenue of July - December. To compare these 2 parameters seems to skew my numbers inaccurately - if I were to compare Jan.-June of 2007 to Jan. -June 2008 I would see increase in revenue. If I were to compare July-December 2007 to July-December 2008 I would see an increase in revenue. Comparing revenues without accounting for seasonality of the quarters seems to me to paint a more dismal picture. While 2009 is very new to us in figures, things seem to be "holding their own" from my perspective with my hospital. Maybe I just don't know how to fill out the survey correctly and I really don't remember if I filled out a survey previously(I think that I did, but recall nothing of the questions). I know I do NOT want to be quoted in any publication, but if someone cares to contact me for clarification, I am happy to communicate. |
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I have had some staff leave for their own reasons, and we have not replaced them. |
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Our drop was caused by losing a DVM who had decided to begin a residency in internal medicine. We replaced him, but it took several months for him to reach the performance levels of the dVM we lost. The income of all the other DVMs was either level or increased in the past 6 months. We were up 3.3% in Dec. and are up 12.2% in jan. Our referrals from other DVMs were up 19% in 2008. We have had a dinner for referring DVMs, started a newlsetter for referring DVMs, are visiting and taking gifts for staff,added a feline only newletter, had a wine and cheese event for our top clients, are having a client appreciation month, have had full staff seminars for client service, etc |
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decreese staff increase marketing increase non price shoped services |
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freeze of staff numbers and salary, release 3-5 staff including 1-2 doctors, cancel all bonuses |
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we will focus on client compliance. |
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Increase marketing (internal), focus on client service and perception of value |
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We are in the process of re-evaluating our inventory management. We have gone out to bid to several distributors. All of them are very willing to offer rebates/discounts. |
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We will continue to practice a high standard of care showing our clients the value in the services we provide. We will continue to provide outstanding customer service through staff training. We will adjust staffing as needed. We are looking at ways to improve our visibility on the internet. We will continue to practice good inventory control and look other cost cutting measures to reduce our operating expenses. |
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CONTROLLING STAFFING HOURS AND INVENTORY |
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Decreasing staff hours. Being more proactive w/ recommendations for additional services. Decreasing inventory and ordering. |
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Not replacing staff losses - minimizing staff. Offering packages and marketing more efficiently. Minimize spending and repairs. |
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Not replacing leaving team member; fine tune client education, communication, customer service; no capital equipment purchases; send team members home when schedule does not require full staff. |
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Aggressive marketing with direct e-mail, gift certificates, weekly television show, daily newspaper advertising. Also intend to cut costs via reducing janitorial/health care/ancillary services (weekly carpet delivery, other unnecessary services. Plan to use dentistry as a benchmark for growth via monitoring weekly production. |
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We are watching expenses , inventory, and we will not replace any staff that decide to leave. The staff knows we are in tough times and this year we will hold raises to the cost of living. |
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We will increase selected prices, keep up our marketing and try to increase client service. |
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reduce staff salaries reduce inventory promote more personal service per individual client accommodate restricted budget clients more easily by arranging credit where appropriate |
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We are giving more things away to help our community. I am canceling all service charges on outstanding bills for 2009 and I am extending credit for those needing to make payments- without interest. |
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Maintaining level of staffing, careful inventory control,exemplary service, take oportunity for staff c/e |
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keeping only flexible trained staff |
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Decrease practice hours but not the amount of apppointment times Decrease appts results in decrease staffing levels |
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Cutting expenses i.e. renegotiating many leases on equipment. Target increases in specific areas; continuing education to distinguish our customer service and quality of medicine practiced. We will not offer discounts. We will no longer allow payment plans |
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We've increased marketing, trying to maintain staffs hours, not wanting to increase prices. |
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increase internal and external marketing |
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Reduce staff and hours |
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We have increased our marketing/advertising |
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I plan to limit accounts receivable; change my yellow page ads as ROI is not working; writing to the food companies about decreasing prices due to gasoline decrease; continuing to educate clients. |
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We plan to go ahead with our yearly price increase as usual. We want to still do the same medicine as before. |
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Keep prices lower that practices near by,keep quality,especially customer service,better. Give clients more options and the info to make decisions. |
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Things seem to be improving |
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Increase prices, add more services, perform more procedures, increase staff |
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Increased prices by 3-5% Improve customer service and internal marketing |
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reduced staff hours on slow days, closed reception area during lunch hours thereby reducing staff to 1 person to answer the phones during lunch, increased marketing, targeted new group of clients, increased service charges, decreased human products in inventory - using rx for local drug stores, offer more credit options, stopped acceting checks to reduce bad debt expense |
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We are taking a hard look at every expense and have resumed having the director or administrator review and sign every disbursement. We are also reeducating staff how important it is for them to give more than a 100% effort during this time (work as though they are doing the work of 1.5 staff). Of course, we are trying to ensure that the quality of medical and surgical care is top notch and meets all the AAHA standards. Customer service is extremely important during this time, especially, so we're doing everything we can to ensure that it is excellent. |
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continue to add services a cutting edge programs like lap surgery and stem cell transfer |
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We cut staff and our hours of operation. Despite the decrease in revenue the net has increased by 35.9% |
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stable pricing, increased marketing, |
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Plan to be more assertive re: recommended services. |
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Increase marketing; cutting back expenses such as advertising in the area phone book; increasing presence on web - updating our website; keeping inventory required now - not participating in vendor's stock up promotions; more efficient use of current staff |
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I will change my worker's compensation program to that provided by my payroll service to improve cash flow; I will likely change the percentage contribution toward employee health insurance (decrease employer, increase employee) in an effort to retain health insurance; we will work short-handed during employee vacations rather than schedule replacement workers in some cases. I am already having staff take longer lunches or work shorter shifts (come in later or send home early) when workload fails to materialize. Wages and salaries are frozen at this time. We are reducing inventory and not carrying some products and diets carried by local pet outlets. I will do selective price increases rather than blanket percent increases as in the past. We continue to promote CareCredit and pet insurance to our clients. We are definitely trying to inform the client to address all the pet's needs during visits; for example, remove minor lumps and bumps while anesthetized for a dental cleaning. |
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I was going to raise my prices but have decided to put that on hold. |
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sending home part time staff when slow. keep inventory lean, decrease turn over time spend more time with clients, finding ways to serve them better |
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lay off increae marketing |
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Try to educate the staff on increasing customer service, trying to improve client compliance. Regular price increases on shopped items occurred Jan. 1. |
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Increasing non shopable prices, bought a digital Rad machine and will advertise to attract people,encourage more diagnostics, rads, Blood work, fecals.. |
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We are proceeding as usual. We are post-poning major equipment purchases for now, but have increased staffing recently. |
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Remodeled starting September 8. Of ourse I anticipated the crash and was just proactively planning. (I also have a bridge in Brooklyn to sell) Making sure the clients are happy. I compared first half 2007 with 2008, 2008 up 3% second half comparison 2008 was down 4% relative to 2007. I find that a better comparison format. |
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We want to enhance the experience - to make people want to be part of the UVC family |
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increase marketing, service changes, staff changes |
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Hold the line; we have not seen a significant change in the typical year-over-year growth of our business |
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Increase marketing, customize brochures specific to certain shopped services, increase advertising. Possibly reduce operating hours to cut staff costs. I am very concerned about the future! |
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Try to selectively increase fees, retain current staff, hiring freeze, wage freeze. |
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I plan to emphasize customer service to my staff-more so than before. |
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watching staffing closely to keep costs in line with revenue : increasing internal marketing efforts with emphasis on education |
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We re just trying to be even more diligent about not missing any charges and to also to continue to recommend whatever we feel the patients need. We try to not be dictated by what we think the owner can afford. |
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My main concern is the continuing escalation in manufacturers' prices. During these hard economic times, when many people have lost their jobs or have had to take cuts in hours or pay, it seems downright criminal that manufacturers and drug companies continue to follow their SOP of "raise prices annually" (and some have had multiple raises in price this past 12 months). This is forcing more and more clients to seek alternatives, such as questionable internet pharmacies, or to go without a recommended drug or prescription food. Our clinic, itself, has started to look into less expensive alternatives, as well. We all want to provide the best medicine possible to our patients, but more and more, the client is not able to afford the best medicine. We are fortunate living in the metropolitan areas of both Washington DC and Baltimore where the government/military are large employers. However, the private sector is beginning to take a hit like many areas of the country. It is our hope to maintain current prices at least for the next 6 months, by being vigilant and frugal with inventory purchases, charging appropriately for services given, and maintaining staff at current levels. We are a large, well-established clinic with an excellent reputation, and should be able to weather this economic storm without getting too battered. |
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We built a new facility which we moved into July 2008. We believe our increase in revenue is attributable to our new facility and the open house & associated advertising we did Oct 2008. We definitely have more clients holding back on spenditure here; however this is offset by new clientele generated by the new facility. |
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Trying to reduce staff and change in service |
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Our community suffered severe job losses in the Fall of '07 and as a result our clinic was fairly flat from then to Aug '08. In Aug the only other vet practice in town was purchased by a newer grad. We have lost one of our bigger, but least profitable clients to the other clinic. This shift has affected out gross, but not the profitablity. The other clinic is offering services well below our prices. We have decided to increase our appointment time and to really, truly service the clients we are seeing. So far in Feb we have seen an increase of over 20% in our ACT. I have also reduced hours of the staff that are not as critical to the team. This has included a full time receptionist that has a much more casual view of the advanced care that we are offering. She was not able to create the need in our clients for the level of care that we wanted to provide. With the increased appointment time length and running on 2 staff vs 3 we are feeling generally very comfortable with the schedule. I'm hoping the shift will continue to be a good one for my practice. |
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No price increase during the first 6 months of the year. Try to increase effeciency of staff use of supplies, reduce partime labor cost and try harder to market to our present good clients. |
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Offering special discounts, increase marketing |
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Increase overall advertising and practice promotion. |
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1.We already increased our prices overall (14 months from last price increase) by 5% except for prepaid puppy and kitten plans Which we will probably also increase in the next 6 months. 2. I am keeping the staff ratio about the same 1 vet:4 support staff - occassionally that is too many people but they are a stable well trained staff but not used to their full potential - if some one is sick we don't have to stress the others can easily take over 3. We keep remind everyone to be positive, educate clients as to need for services, preventative services will save money, why services may seem to cost a lot if done well - ie need for dental x-rays 4.We listen and empathize with people with economic difficulties (as we always have but more so now)- and try not to put undo pressure or guilt - but advise, explain benefits and overall savings and help them proritize, schedule and spread out services 6. We try to remain positive after explaining, we remain postitive that we know they will do the needed service as soon as they are able- sometimes ask them when and put a reminder in 7.We don't discount nor accept credit care or payment plans generally (occassionally we hold a check for a few well known clients) 8. If people are really strapped, the animal has serious needed, then I some times give them choices - that don't seriously risk the health but are not ideal - such as this dog really needs a prophy/cohat and maybe an extraction for a broken tooth so we don't want to wait but he had a blood test a year or more ago or maybe not at all but seems to be in good health - if the choice is no Cohat or blood panel and waiting 6 months, I will explain the risks, require IV fluids, etc. - in other words compromize to a certain degree if I feel overall it better for the animal. 8. Sometimes I just have to let it go - if it is not life threating- it is the owners problem 9. Sometimes with very serious illnesses, likely to chronic on going costs - even if we can help the pets for awhile, if the people are emotionally wanting to help them but are obviously suffering financially- I try to make sure they realize the possible long term committment/prognosis - rather than overly optimistically pushing them 9. We participate in shelter spay/neuter program as source of new clients- some of which turn into full service clients 10. We may paint the building, update our reminder system, trying email reminders but no costly marketing techniques or high tech investments 11. Basically we just keep doing what we have always been doing and weather the storm like other recessions and hope it isn't as bad as predicted. 12. I may not be able to take more time off, retire as soon or hire a part time associate soon? But I have gotten through slow times before in the last 30 years. |
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Increased marketing. Increased concentration on compliance. Attention to detail. We refuse to become victims to the economic crisis. People love their pets and will do what it takes to maintain their health. It is our responsibility to continue educate our clients about their pet's health and recommend services that will achieve those goals. |
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reduce staff and staff hours, modify pricing |
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Closely monitor monthly sales data, tighten up inventory |
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Cut staff hours, freeze pay, watch costs closely, go through charts and call those clients that have not been in recently or are past due for visits |
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Increase marketing and eliminate any extra staff |
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It is difficult to predict the outcome of this current financial crisis. At this point clients are more cautious and fiscally conservative than prior to nov of 2008. Our practice is mature and is plateaued so the decrease we are experiencing may not be representative of the profession as a whole. |
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nothing at this time |
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Increased in house marketing - Preventatives, Dentals, etc. Decreased external advertising- Yellow Pages, Radio, etc. Hiring Freeze- Retaining Existing Staff and Hours and possibly raises to exisiting staff- So if a staff member leaves- That positions job duties will be filled by existing staff. Building a stronger team effort. |
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We will watch staffing very closely and consider reducing staff #'s or hours if conditions decline. We are working on controlling our inventory more tightly. We are focusing on increasing customer service and perception of value with our clients. We are encouraging pet insurance and health care payment options such as the CitiHealth Card/Care Credit to help clients pay bills. We are developing a marketing plan to emphasize the importance of preventative care. |
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At this time we are not planning on any changes. |
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We are tightening our belt - cutting some staff hours, keeping a close eye on inventory. |
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This survey does not mean much, as income for the last 6 months is always seasonably less than the first 6 months. I don't remember if I took the first survey--too many surveys by all parts of the industry. |
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We began a 6-month marketing initiative with a regional, professional marketing firm that will highlight specific unique facets of our hospital. We have coupled that with a complete makeover of the more visible areas of our hospital including lobby, exam rooms, and nurses station. |
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So far this year, we have had a large spike in increased revenue (Over 100%). Even though we are a fairly new practice (1yr old), I doubt it can continue. I have already increased prices, hired a new part-time doctor and increased current staff hours to the max. I will hire new people if needed. Our building is becoming too small, too soon to build.....We are very blessed. I researched the area carefully before building and it appears to be paying off. |
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We are increasing our marketing by putting coupons on our website that give additional percentage off certain services. We are also starting a referral program where clients get "prizes" for referring new clients. |
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We're doing our best to increase service, e.g. follow-up calls on all non-wellness care appts. No changes to advertising. |
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We are cutting staff hours slightly - by about 2 hours per staff member rather than laying someone off. This is not enough to put the full time staff members below full time status for benefit purposes, but will cut our salary costs by about 8%. We are also doing more phone call reminders for people overdue for annual exams, rather than relying just on mail or e mail reminders. We also are signing up for Vetstreet. Something you should note about my answers to your questions. Just comparing each 1/2 of the year to each other does not tell the story well for us. We normally have about 10% less of our revenues come in the last 6 months of the year because of our northern climate and seasonal business. It illustrates things better to note that as of June'08 we had increased 11% over the first 6 months of 2007, but by the end of the year, we were only up 7.5%. For the coming year we are essentially predicting no growth despite having grown in double digits every year since we opened in 2001. |
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We are adding new services and educating our staff on these services. |
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We plan to focus on improving our service by trying to perfect our delivery. We do not plan to hire any new staff at this time. We will just leverage our current staff in areas of most need. We decided not to increase prices in the Fall as we normally do and will re-evaluate in the Spring before our next scheduled price increase. |
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We are working with a merketing company to try to improve our compliance on routine visits and to try to control our inventory costs. We hope to begin to hold more promotional events (for example--dental month open house, heartworm awareness month). we are considering other avenues of advertisement, but money is an issue at present. |
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increase marketing, matching competition like the internt pharmacy and local shelter |
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price increase overdue for the last year , just did it. increased marketing: website, open house etc... |
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Continue advertising in the local paper, decrease unneeded staff hours, increase prices to override increases in charges to me. I feel that we should boycott companies that do not track their products and allow illegal sales over the internet as this is affecting our bottom line also. We should demand Hound Dog tracking of veterinary products and stop supporting the companies that are knifing us in the back. |
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Increase marketing, focus on improving staff training |
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I Have considered several changes in my practice. I am a solo equine practitioner with one full time staff person. I am considering cutting her hours to 4 days per week and I am considering opening my practice to new clients (I currently have not accepted new clients for the past 2.5 years). I am also considering educational seminars for clients to help clients to recognize problems sooner to help them monetarily, but also help me make them understand their need to call. |
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trying to control expenses, keep pricing increases consistent with inflation, improve compliance, increase dental procedures |