Source: VETERINARY ECONOMICS
May 1, 2006
By:
Mark Opperman, CVPM
Customize this sample Word document to terminate a doctor-client relationship politely and professionally.
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Source: VETERINARY ECONOMICS
May 1, 2006
By:
Mark Opperman, CVPM
Difficult clients do your practice more harm than good by damaging team morale and causing conflict. Figure out who they are, and let them go.
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Source: VETERINARY ECONOMICS
May 1, 2006
By:
Mark Opperman, CVPM
When our owner's out of the building and the technicians perform dentals, does our part-time associate receive credit even if the owner scheduled it and already performed a physical exam?
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Source: VETERINARY ECONOMICS
April 1, 2006
By:
Mark Opperman, CVPM
Our associate has more than $80,000 in school debt. She receives a fair salary, but I would like to help her more. Any ideas?
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Source: VETERINARY ECONOMICS
April 1, 2006
By:
Mark Opperman, CVPM
Your clients didn't go to veterinary school. You did. So why ask your clients, who have no training or expertise, to make medical decisions about the care of their pets?
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Source: FIRSTLINE
April 1, 2006
By:
Mark Opperman, CVPM
How should we control our consumables, such as bandage and suture materials and other hospital supplies that we use but seldom charge for?
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Source: VETERINARY ECONOMICS
March 1, 2006
By:
Mark Opperman, CVPM
How should I pay part-time veterinarians and gauge their benefits?
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Source: VETERINARY ECONOMICS
March 1, 2006
By:
Mark Opperman, CVPM
Paying equally doesn't always make sense in a partnership, especially when doctors aren't contributing in the same ways. A tiered-compensation system can account for these variances.
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Source: VETERINARY ECONOMICS
February 1, 2006
By:
Mark Opperman, CVPM
I'm a bovine practitioner looking into ProSal compensation for my associates. I'm concerned with the percentage used to calculate the portion of the salary above the base. What percentage profit should a practice owner expect to make off of his associates?
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