Alison Lambert BVSc CMRS MRCVS Associate Professor in Veterinary Business. behaviour changing market intelligence
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1 Alison Lambert BVSc CMRS MRCVS Associate Professor in Veterinary Business behaviour changing market intelligence
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5 meet Kato My animal family
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10 UK.what's happening? Customers Business owners Practice teams Practice behaviours
11 Today was the future in
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14 Customers Customer pool static Pet ownership down across the UK Shift to small kg of dog Breed changes to fusion breeds Cats moving into the home Rabbit and small pet ownership growing Trends for young adults to stay at home
15 Customers all about more Want more Know more See more Access more Internet of things
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19 Employees Want less hours and more money Don t see vet business as a life commitment See as a job, clinical fulfilment by the hour Shift in vet degree open to many more people, more schools, more students Wage deflation across most markets
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21 Employee wants behaviour changing market intelligence
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23 Battle ground for team members
24 Engage and Involve the team behaviour changing market intelligence
25 Team Become Employer of Choice Develop a graduate engagement programme Develop Employment outreach for vets and nurses Think Attract and retain team Become an Employer Brand
26 Investment funds Investment funds keen to invest across Europe Large opportunity to bring structure and discipline to sector Customer spend strong Vet care delivery room to improve Drive to vertical integration: Lab, Cremation, Recruitment, Own label meds, food & Insurance
27 1. UK 5 years ago 2.UK last 2-3 years 4. UK in next 18 months 3.UK today 2. UK today
28 50% -60% of sites owned or controlled by large groups
29 Listed Stock Market behaviour changing market intelligence
30 What are practices doing to grow and develop in this market? (.and survive.)
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33 Appointment offer rates
34 SEVC 2016 data Shows 3x more appointment with Index sites Day of week issues
35 WSAVA 2016 link between Index score and NPS behaviour changing market intelligence
36 Appointment offer rate 2015 data BSAVA behaviour changing market intelligence
37 EBVM Congress 2014 behaviour changing market intelligence
38 UK Corporate data October Appointments Offered CVS Goddards Independent Vetcare Medivet Pets at Home Vet Group Vet Partners Village Vet White Cross Vets XL Vets National Average
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47 Your learnings from this session UK is heading to a mature/endstage of PE cycle Large groups manage over half of all sites in SA and a significant number of sites in Equine and Farm Customer delivery is sub optimal and only one national brand has UK wide campaign potential Operational factors have been focus of big groups now they need to fix Customer delivery Attracting Team members is biggest challenge Fixing Customer touchpoints is key Offer Appointments
48 Actions for next week 1. Review your Customer reality, what new stuff did you do last year? 2. Review your employer of choice plan...if you don't have a plan get one 3. Measure your First Call Resolution #Train #Measure #Manage #Inspire
49 Clients How to get them and keep them behaviour changing market intelligence
50 Alison Lambert BVSc CMRS MRCVS Associate Professor in Veterinary Business behaviour changing market intelligence
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53 So you need marketing. behaviour changing market intelligence
54 What owners want from a Veterinary practice?
55 The customer experience matters Your clinical competence is assumed
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57 Reception impact behaviour changing market intelligence
58 Your target customers Where are they? Who are they? What do they want?
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60 Drive time critical behaviour changing market intelligence
61 Drive time behaviour changing market intelligence
62 Segmentation behaviour changing market intelligence
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67 Care with age profiles behaviour changing market intelligence
68 Segments behaviour changing market intelligence
69 Mintel behaviour changing market intelligence
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74 Customer wants and needs behaviour changing market intelligence
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76 Omnichannel behaviour changing market intelligence
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78 behaviour changing market intelligence
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81 First Call Resolution
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83 Its how you say things that matters
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85 Actions for next week 1. Map your drive time catchment area where are all the people? 2. Review how would a new owner know you are there? 3. Implement a keep in touch plan- be more digital #Train #Measure #Manage #Inspire
86 Turn clients into Raving fans behaviour changing market intelligence
87 Alison Lambert BVSc CMRS MRCVS Associate Professor in Veterinary Business behaviour changing market intelligence
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90 meet Kato My animal family
91 Key words People- Team and Customers Customer Experience #CX Customer Journey and Touchpoints Values/Purpose/Mission/Vision #OneVetTeam
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95 #NoSh*tSherlock behaviour changing market intelligence
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109 mmmmmm. 24% Ave-poor
110 5* ratings. 6-8% Ave poor behaviour changing market intelligence
111 Customer measures NPS Essentially a business system developed by Fred Reichheld The ultimate question is : How likely are you to recommend this brand or service to your friends or family?
112 NPS is at the heart of what you need
113 KOL group behaviour changing market intelligence
114 Loyalty Or Recommendation?
115 Trust Foundation of trust is in the expectation that one party will behave in a predictable and reliable manner Three types of health care trust Companion Competence Commitment
116 Value for money: Price versus value for money??
117 Integrated care Ability to work with others: professionals can work with others when required; sometimes a client driven phenomena
118 Tangibles Stock- have you got what the customer wants/ can you order it in quickly? Location Accessibility
119 Communication Openness: clear open lines of communication maintained throughout the process Respectfulness: professional talks to the client on the same level Rapport: the practitioner is professionally personable and able to relate to different clients Professional interactivity: verbal and non-verbal client communication always maintains professionalism.
120 Relationship Marketing Relationship Marketing foster loyalty through long term engagement and active interaction Can also be Customer Relationship Marketing (CRM) Incorporates Co-Production
121 Communication Two-way communication essential Mutual acceptance Rapport and understanding Known to be an essential component of coproduction
122 Co-production What is co-production Delivering services in an equal and reciprocal relationship between professions and clients accessing the services Establishment of partnerships Identified in ALL areas of human health care (public and private)
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124 Coproduction behaviour changing market intelligence
125 Incorporating self care Collaboration How to negotiate involvement and coproduction Uniqueness of each situation Challenges to patient centric care in animal health Engendering mutual trust Managing client expectations Developing rapport Establishing two-way communication
126 Negotiating co-production Trust shapes communication quality Enhances the level of interaction between client and professional Creates value in-use
127 Benefits conferred Build trust Client compliance Enhanced outcome Loyalty & Business Competitiveness
128 Positive Word of Mouth and Negative Word of Mouth PWOM and NWOM Known and well researched in service sector Experiences of PWOM and NWOM- we all have them
129 Customers as raving fans We know how to get them and keep them Its all about the experience Think Local Think WOM Think CX #Train #Measure #Manage #Inspire
130 Actions for next week 1. Review your recruitment to make sure you define what people you want to employ 2. Measure your NPS 3. Create your own KOL plan #Train #Measure #Manage #Inspire
131 Client experience its all about the details
132 Alison Lambert BVSc CMRS MRCVS Associate Professor in Veterinary Business behaviour changing market intelligence
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135 The Customer Experience CX..Why bother?
136 The Customer Journey, CX and Touchpoints
137 Peak end rules
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139 Where do we start with Customer Experience Economy in Vet Care?
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143 Normal in other business sectors
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148 My Customer Experience
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153 Improve your CX with.. 1. Anticipate 2. Acknowledge 3. Attend
154 Fix the little stuff that annoys your customers #CX
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158 First Consult Resolution
159 7 Steps: 1. Prepare yourself 2. Create rapport 3. Ask open questions 4. An obvious patient exam 5. Make recommendations 6. Check and signpost 7. Au revoir!
160 Fat but beautiful behaviour changing market intelligence
161 The customer experience matters Your clinical competence is assumed
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163 Peak end behaviour changing market intelligence
164 That s why the #CX matters behaviour changing market intelligence
165 Actions for next week 1. Have a team meeting to discuss the importance of CX & Emotions 2. Measure your CX delivery at each key stage..post it notes 3. Pick your Peak End touchpoint and deliver it #Train #Measure #Manage #Inspire
166 Getting employed beyond your resume.
167 Alison Lambert BVSc CMRS MRCVS Associate Professor in Veterinary Business behaviour changing market intelligence
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169 You are not alone! behaviour changing market intelligence
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171 What do you recruit for? Skills? Knowledge? Attitude?
172 Attitude
173 What makes you stand out? Why you?
174 Do you have these? Skills? Knowledge? Attitude?
175 Managing people is business critical
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180 Define manager noun 1. a person who has control or direction of an institution, business, etc., or of a part, division, or phase of it. 2. a person who manages: the manager of our track team. 3. a person who controls and manipulates resources and expenditures, as of a household. 4. British. (formerly) a theatrical producer.
181 Leadership vs Management You as a Manager You as a Leader What are you setting out to do? How do you encourage people to deliver? How do you make it happen? What outcomes do you receive? Planning, Budgeting, allocating resources Establishing structure, delegating, providing policy and plans for guidance Controlling and problem solving Predictable, orderly, key expected results Developing a vision, establishing direction and strategies Communicating the vision, creating teams and coalitions that understand the vision Motivating and inspiring, challenging barriers to change Change, innovation, new approaches and products/services
182 Managing the individual Understand the team members as individuals - personality, motivating factors, strengths and weaknesses Identify and agree appropriate individual responsibilities and objectives in job descriptions Recognise good behaviour and reward with praise Where appropriate reward with extra responsibility, advancement and status Utilise and develop individual capabilities and strengths Develop autonomy
183 Employee needs Employer needs Culture Fit Good working conditions Salary Knowledge Experience Practice Vision Career opportunities Training & Development Customer focus Attitude Teamwork
184 Goals,common purpose and vision alignment What does the business need done? What jobs have to happen? What tasks need delivered? How do you want it done behaviour matters Skills are easier to find than the correct fit for your business
185 Make it clear What exactly the role entails and associated expectations 1:1 to outline description and gain agreement Training and development may be necessary Staff need the correct tools to do the job Daily personal/shift duties in addition Prevents certain issues arising
186 Wants and Offers You as manager create 2 flip chart lists 1. What I will offer you as a team 2. What I want from you as a team Ask the team to create 2 flip chart lists 1. What we want from you ( the manager ) 2. What we offer you ( the manager )
187 Wants and Offers : Employee and Employer You will now have a list of wishes from your team and what they are prepared to offer you / managers They will have a list of what you/managers want from them and what you will do in return These should match starts a discussion and keeps you all focussed
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193 Invest in the team behaviour changing market intelligence
194 So I am an old crusty MRCVS who employs people So why would I pick you? What makes you stand out? What do employers look for Why not all the others? So what makes you stand out!
195 Words to sum up what employers want Care Enthusiasm Compassion Connection Clinical knowledge Personable Empathy Willing Confidence Team skills Curiosity Conscientious Non clinical stuff matters
196 Skills? Attitude? What would you do?
197 What do you see? behaviour changing market intelligence
198 Actions for next week 1. Develop your manager skills..ask for feedback. Do Wants and Offers with your team 2. Get a coach or mentor 3. Go to some non Vet Manager CE #Train #Measure #Manage #Inspire
199 Building a values-based business from the core
200 Alison Lambert BVSc CMRS MRCVS Associate Professor in Veterinary Business behaviour changing market intelligence
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203 What owners want from a vet behaviour changing market intelligence
204 Values. Really matter
205 Team values getting started 1. Enable the team to develop an understanding of their ways of working 2. Values workshop and feedback
206 Values in action behaviour changing market intelligence
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228 Why? behaviour changing market intelligence
229 Why? behaviour changing market intelligence
230 Awesome.but why? behaviour changing market intelligence
231 Why? behaviour changing market intelligence
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233 Summary People- Team and Customers Customer Experience #CX Customer Journey and Touchpoints Values/Purpose/Mission/Vision #OneVetTeam
234 Actions for next week 1. Do a 3 word survey with the team 2. Have a Values workshop define your values 3. Live your values Do something you care about #Train #Measure #Manage #Inspire
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