Client compliance is discussed in Chapter 11; however, the key point to remember is that client compliance is the driving force behind client retention, client recommendations, and client satisfaction. Educating the client is imperative, as previously stated. Team members must make recommendations to every client, regardless of their perception of the client’s financial situation. Establishing a written protocol of policies and procedures, along with following up on cases, will help increase client compliance. Recommendations and compliance should be tracked, allowing revisions to be made to help increase client compliance. Indirect marketing to current clients takes many shapes and values; every facet must be explored to maximize each practice’s potential (Figure 10-1).

FIGURE 10-1 Sample report tracking client compliance.

DIRECT MARKETING

For many years, the human medical professions have efficiently leveraged direct marketing tools, whereas the veterinary medical community has been slow to adopt these methods. However, as competition for a successful practice has risen, so has the use of direct marketing techniques. In previous years, many communities have only had one or two veterinary practices serving them, and direct marketing was not needed. In today’s world, the number of practices has risen, and working to ensure survival of the business is reality. Direct marketing is now needed more than ever to keep a practice viable.

PRACTICE POINT

Direct marketing techniques must be kept fair and ethical.

Direct marketing is the most popular form of marketing and has been around for years. The Yellow Pages are a classic example of direct marketing. The practice must make the general public aware of the services that are available as well as the doctors who are on staff. Newspaper advertising also notifies the public of any specials or notices the veterinary hospital wishes to publish. It is important to keep in mind the benefit that the practice may receive from the advertising must be weighed against the cost of the ad. Advantages and disadvantages of phone book advertising and newspaper ads are discussed in the external marketing section of this chapter. It is important to remember that direct marketing is targeted to potential and existing clients whom the practice wishes to serve.

INTERNAL MARKETING

Internal marketing has been discussed in previous chapters and includes reminders, recalls, appointments, and newsletters sent to current clients. The goal of internal

What Would You Do/Not Do?

The local association of veterinarians has been approached by the newspaper to provide a weekly veterinary topic that will be printed every Monday in the business section of the newspaper. One specific veterinarian has announced that he would be responsible for writing the topics each week. Other veterinarians are concerned that he may use this as an opportunity to promote his veterinary practice instead of the community of veterinarians as a whole.

What Should the Practice Do?

If more than one veterinarian or practice has concerns with one individual being responsible for the articles, then the concerns must be addressed openly. Most likely, if one practice has concerns, others do as well but are hesitant to voice their opinions for fear of a confrontation. Concerned practices may offer a solution: one individual may be responsible for writing the article, whereas others can rotate the responsibility of proofreading the article and adding any other information that may be needed. This allows several individuals to include their thoughts while educating the community about topics in veterinary medicine.

marketing is to retain current clients. This can be accomplished in several ways; reminders can be sent for different reasons, including yearly exams, vaccinations, heartworm preventive refills, or yearly bloodwork. The key to successful internal marketing is listening to the client. By listening, team members can determine their wants and needs. Practices can use tools to help implement internal marketing techniques, but team members must listen to and satisfy the needs of each client (Box 10-1).

Box 10-1 Examples of Internal Marketing

• Recalls

• Clean, updated, and pleasant-smelling office

• Open discussions with team members and clients

• Staff identification

• Staff enthusiasm

• Newsletter

• Timely replies to client requests

• Client education

• Telephone etiquette

• Client acknowledgment

• Professional appearance

Reminders

Reminders should appear professional and be free of errors. If reminders are handwritten, the writing should be clear and easy to read. Reminder cards must have the basic information included on each card: pet’s name, the date the reminder is due, and what the pet is due for. The clinic information must include the name, address, phone number, Web site, and logo of the veterinary clinic. It is also imperative to state that clients should call to make an appointment. Some clients assume that because they received the reminder, they can come any time. They are then upset at the wait time when they arrive as walk-ins. Reminders are discussed in further detail in Chapter 11 (Figure 10-2).

Reminders should be sent no more than 4 weeks in advance of the due date because clients may forget the appointment they have made or simply disregard the reminder because it was sent far in advance. Reminder systems are programmed to delete the reminder if the client has arrived for an appointment before the due date. However, if reminders have been printed too early, the reminder will be sent regardless and the client is left feeling confused because he or she just visited in the clinic. They may call the reception team and question the accuracy of the staff, because “they were just there.”

PRACTICE POINT

Reminders should be sent on a biweekly basis and not more than 4 weeks in advance of the service due date.

Some reminder systems are also set up to generate second and third reminders for noncompliant clients who have not returned (Figure 10-3). Again, if reminders are printed too early, another reminder will be printed indicating the noncompliance. Clients who do not respond to reminders should be called; this will allow the staff to check on the pet, answer any concerns the owner may have, and schedule an appointment. Often, clients are extremely busy and have not taken the time to schedule an appointment and will appreciate that the practice has called. By making these calls, the practice has added a personalized touch to customer service. Customer service is centered on relationship building, connecting, and engaging with the client (Figure 10-4).