Page 499 - ONLINE PROCEEDING BOOK WSAVA 2017
P. 499

With this model, I try to make the team understand what the costs of running a practice are. When they have “4.3 Euro per minute” as a mantra, the exercise has been successful. I make sure that everyone understands how we get to the numbers.
What KPI’s do I follow?
When I lot at accounts and all, I look at a lot of different numbers and ratios, but in communication with staff and partners, I primarily look that the following categories and KPI’s:
• KPI’s for motivating the veterinary team o Average clinical transaction value
o Dentals per 100 living patients
o Clinical visits per active client
• KPI’s for keeping track of the business
o Weekly turnover compared to break even and/or budget
o Staff cost in percent of turnover – cost of goods o Net pro t margin (or similar KPI’s)
The top three KPI’s that I use for motivation on a regular basis are (1) Average clinical transaction value; (2) Weekly pro ts; (3) Dentals.
How to set the targets
As you would rather follow your own goal than someone else’s goals, I prefer setting the goals together with
the staff. If they set them to low according to my expectations, of course I have to adjust them, but often they come up with reasonable goals.
People are motivated differently. Some prefer goals that they can easily achieve. Others need stretch goals that requires a lot. The key is to identify what goals works the best for the team and make your goals accordingly.
In making the goals, I often start using the praQtice simulation model and set the “number of active clients”, “visits per active client”, “average clinical transaction value” and “sales”. Based on these numbers we then discus which actions it takes to reach these goals and
An Urban Experience
set motivating targets for “dentals”, vaccinations etc. Communicating the results
It is vital to communicate the results in a positive way. Also if they are not as good as expected. Many practice owners do not have success using KPI’s. Very often it is because the negative way they are communicated.
I tend to vary the way I present numbers. Some are presented at gatherings/meetings and other are send digitally to the staff. As many staff members are not very interested in looking at numbers, I present them with few numbers at a time and with lots of smileys and graphs. My experience is that Facebook is a perfect media
for communicating the numbers. Create an internal Facebook group and start communication in a positive manner.
Explanation of the important KPI’s Motivational KPI’s
Average clinical transaction value
This is by far the most important KPI. The number shows how much you work with the patients and how good
you are at getting payed. Different systems calculate the KPI in different ways. The key is to get a number that is indicative on how much the vet brings in per consultation or visit. In my clinics the numerator includes honorary fee, medicine and utensils and the denominator equals the number of clinical invoices above 20 euros (in order to get rid of nail trims etc.). The vets should be able to track their own performance regularly, and I communicate
the number at least every other week. I track both team performance and individual performance.
Dentals per 100 living patients
This is a good example of that you make a good business out of being a good vet. Dental experts say that 90% of all cats and dogs needs dental procedures. I ask the vets how many of the 90% they can  nd, how many they can “sell to” and  nally what their dental
KPI (% of dentals compared to patients seen – except euth) - should be. Most vets suggest that they would
be satis ed with a number between 20-30. Then I show them the number for their practice. Most Danish and Norwegian clinics has a dental KPI of less than 10%
and very often between 4-8%. Together we set a target and follow up on a monthly basis. My experience is that most software systems has a hard time coming up with accurate  gures, thus I often choose to have the number calculated not as a percentage but as a  xed number. The number can then be followed up manually if the system is not accurate.
Clinical visits per active client
This KPI indicates how good you are at bonding with your active clients and how good you are at following up.
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