Sep 1, 2006
By:
Mark Opperman, CVPM
I've been with the same clinic for seven years. There's a lot of turnover, and my boss hires new graduates. Depending on my day, I'm stuck playing teacher with up to three new veterinarians. My boss isn't around much and says I'm not pulling my weight given what I'm being paid. How can I explain the situation to him?
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Jul 1, 2006
By:
Mark Opperman, CVPM
You don't have to avoid accounts receivable altogether—just be smart about when to offer credit and who you offer it to.
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Jul 1, 2006
By:
Mark Opperman, CVPM
We currently subtract the cost of inventory from our doctors' production. Do you recommend this? Also, should we subtract payroll taxes?
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Jun 1, 2006
By:
Mark Opperman, CVPM
Make sure your benefits stack up well against the other options team members could find in your area—and give employees more reasons to stick around.
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Jun 1, 2006
By:
Mark Opperman, CVPM
Q. I'm the medical director of a newly formed emergency clinic, and the board is looking for a formula for my pay. What percentage of production would you recommend?
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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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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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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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Apr 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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