Business management applied to veterinary centers is very useful to improve the competitiveness of the business and its success in the sector’’

Why study at TECH?

TECH is the world's largest 100% online business school. It is an elite business school, with a model based on the highest academic standards. A world-class centre for intensive managerial skills training.   

TECH is a university at the forefront of technology, and puts all its resources at the student's disposal to help them achieve entrepreneurial success"     

At TECH Global University

Innovation

The university offers an online learning model that combines the latest educational technology with the most rigorous teaching methods. A unique method with the highest international recognition that will provide students with the keys to develop in a rapidly-evolving world, where innovation must be every entrepreneur’s focus. 

"Microsoft Europe Success Story", for integrating the innovative, interactive multi-video system.  

The Highest Standards

Admissions criteria at TECH are not economic. Students don't need to make a large investment to study at this university. However, in order to obtain a qualification from TECH, the student's intelligence and ability will be tested to their limits. The institution's academic standards are exceptionally high... 

95% of TECH students successfully complete their studies.

Networking

Professionals from countries all over the world attend TECH, allowing students to establish a large network of contacts that may prove useful to them in the future.

100,000+ executives trained each year, 200+ different nationalities.

Empowerment

Students will grow hand in hand with the best companies and highly regarded and influential professionals. TECH has developed strategic partnerships and a valuable network of contacts with major economic players in 7 continents.    

500+ collaborative agreements with leading companies.

Talent

This program is a unique initiative to allow students to showcase their talent in the business world. An opportunity that will allow them to voice their concerns and share their business vision. 

After completing this program, TECH helps students show the world their talent. 

Show the world your talent after completing this program. 

Multicultural Context

While studying at TECH, students will enjoy a unique experience. Study in a multicultural context. In a program with a global vision, through which students can learn about the operating methods in different parts of the world, and gather the latest information that best adapts to their business idea. 

TECH students represent more than 200 different nationalities. 

Learn with the best

In the classroom, TECH’s teaching staff discuss how they have achieved success in their companies, working in a real, lively, and dynamic context. Teachers who are fully committed to offering a quality specialization that will allow students to advance in their career and stand out in the business world. 

Teachers representing 20 different nationalities. 

TECH strives for excellence and, to this end, boasts a series of characteristics that make this university unique: 

Analysis

TECH explores the student’s critical side, their ability to question things, their problem-solving skills, as well as their interpersonal skills.    

Academic Excellence

TECH offers students the best online learning methodology. The university combines the Relearning method (a postgraduate learning methodology with the highest international rating) with the Case Study. A complex balance between tradition and state-of-the-art, within the context of the most demanding academic itinerary.  

Economy of Scale

TECH is the world’s largest online university. It currently boasts a portfolio of more than 10,000 university postgraduate programs. And in today's new economy, volume + technology = a ground-breaking price. This way, TECH ensures that studying is not as expensive for students as it would be at another university.   

At TECH, you will have access to the most rigorous and up-to-date case studies in the academic community”

This Advanced master’s degree MBA in Veterinary Center Management and Administration is a program designed to meet the needs of students, which is taught in a 100% online format so that they can choose the time and place that best suits their availability, schedules and interests. A program that takes place over 2 years and is intended to be a unique and stimulating experience that lays the foundations for success as a manager and entrepreneur. 

Develops the skills and competencies needed to excel in a highly competitive industry’’

Syllabus

This Advanced master’s degree MBA in Veterinary Center Management and Administration at TECH Global University is an intensive program that prepares students to face business challenges and decisions globally. Its content is designed to promote the development of managerial skills that enable more rigorous decision-making in uncertain environments. 

Throughout 3,000 hours of study, the student will analyze a multitude of practical cases through individual work, achieving a contextual learning that can later be applied to their daily work. It is, therefore, an authentic immersion in real business situations. 

This Advanced master’s degree MBA in Veterinary Centers Management and Administration deals in depth with different areas of the company, and is designed for managers to understand veterinary management from a strategic, international and innovative perspective. 

A plan designed for students, focused on their professional improvement and that prepares them to achieve excellence in the field of management and administration of veterinary centers. A program that understands your needs and those of your company through innovative content based on the latest trends, and supported by the best educational methodology and an exceptional faculty, which will provide you with the competencies to solve critical situations in a creative and efficient way. }

This program is developed over 2 years and is divided into 17 modules:

Module 1. Leadership, Ethics, and CSR
Module 2. Strategic direction and executive management
Module 3. People and Talent Management
Module 4. Economic and Financial Management
Module 5. Operations and Logistics Management
Module 6. Information Systems Management
Module 7. Commercial Management, Marketing, and Corporate Communications
Module 8. Innovation and Project Management
Module 9. The Economic Sector of Veterinary Health Centers 
Module 10. The Business Plan Applied to Veterinarian Centers
Module 11. Finance Applied to Veterinary Centers
Module 12. Business Strategy and Innovation in Veterinary Centers
Module 13. The client/user of veterinary centers
Module 14. Marketing applied in veterinary centers
Module 15. Human resources management in veterinary centers
Module 16. Leadership and management skills applied in veterinary centers
Module 17. Production processes in veterinary centers 

Where, When and How is it Taught?

TECH offers its students the possibility of taking this program completely online. During the 2 years of the program, they will be able to access all the contents of this program at any time, which will allow them to self-manage their study time.

Module 1. Leadership, Ethics, and CSR

1.1. Globalization and Governance 

1.1.1. Globalization and Trends: Internationalization of Markets
1.1.2. Economic Environment and Corporate Governance
1.1.3. Accountability

1.2. Leadership

1.2.1. Intercultural Environment
1.2.2. Leadership and Business Management
1.2.3. Management Roles and Responsibilities

1.3. Business ethics 

1.3.1. Ethics and Integrity
1.3.2. Ethical Behavior in Companies
1.3.3. Deontology, Codes of Ethics and Codes of Conduct
1.3.4. Fraud and Corruption Prevention

1.4. Sustainability 

1.4.1. Business and Sustainable Development
1.4.2. Social, Environmental, and Economic Impact
1.4.3. The 2030 Agenda and the SDGs

1.5. Corporate Social Responsibility 

1.5.1. Corporate Social Responsibility
1.5.2. Roles and Responsibilities
1.5.3. Implementing Corporate Social Responsibility

Module 2. Strategic Direction and Executive Management

2.1. Organizational Analysis and Design

2.1.1. Organizational Culture
2.1.2. Organizational Analysis
2.1.3. Organizational Structure Design

2.2. Corporate Strategy 

2.2.1. Corporate-Level Strategy
2.2.2. Types of Corporate-Level Strategies
2.2.3. Corporate Strategy Determination
2.2.4. Corporate Strategy and Reputational Image

2.3. Strategic Planning and Strategy Formulation

2.3.1. Strategic Thinking
2.3.2. Strategic Planning and Formulation
2.3.3. Sustainability and Corporate Strategy

2.4. Strategy Models and Patterns

2.4.1. Wealth, Value, and Return on Investments 
2.4.2. Corporate Strategy: Methodologies
2.4.3. Corporate Strategy Growth and Consolidation

2.5. Strategic Management

2.5.1. Strategic Mission, Vision, and Values
2.5.2. The Balanced Scorecard
2.5.3. Corporate Strategy Analysis, Monitoring and Evaluation
2.5.4. Strategic Management and Reporting

2.6. Strategic Implementation and Execution

2.6.1. Strategic Implementation: Objectives, Actions and Impacts
2.6.2. Supervision and Strategic Alignment
2.6.3. Continuous Improvement Approach

2.7. Executive Management

2.7.1. Functional Strategies Integration into Global Business Strategies
2.7.2. Management Policy and Processes
2.7.3. Knowledge Management

2.8. Case/Problem Analysis and Solving 

2.8.1. Problem Solving Methodology
2.8.2. Case Method
2.8.3. Positioning and Decision-Making

Module 3. People and Talent Management

3.1. Organizational Behavior

3.1.1. Organizational Theory
3.1.2. Key Factors for Change in Organizations
3.1.3. Corporate Strategies, Types, and Knowledge Management

3.2. Strategic People Management

3.2.1. Job Design, Recruitment, and Selection
3.2.2. Human Resources Strategic Plan: Design and Implementation
3.2.3. Job Analysis: Design and Selection of People
3.2.4. Training and Professional Development

3.3. Management and Leadership Development

3.3.1. Management Skills: 21st Century Competencies and Skills
3.3.2. Non-Managerial Skills
3.3.3. Map of Skills and Abilities
3.3.4. Leadership and People Management

3.4. Change Management

3.4.1. Performance Analysis
3.4.2. Strategic Approach
3.4.3. Change Management: Key Factors, Process Design and Management
3.4.4. Continuous Improvement Approach

3.5. Negotiation and Conflict Management 

3.5.1. Negotiation Objectives: Differentiating Elements
3.5.2. Effective Negotiation Techniques
3.5.3. Conflicts: Factors and Types
3.5.4. Efficient Conflict Management: Negotiation and Communication

3.6. Executive Communication

3.6.1. Performance Analysis
3.6.2. Leading Change. Resistance to Change
3.6.3. Managing Change Processes
3.6.4. Managing Multicultural Teams

3.7. Team Management and People Performance

3.7.1. Multicultural and Multidisciplinary Environment
3.7.2. Team and People Management
3.7.3. Coaching and People Performance
3.7.4. Executive Meetings: Planning and Time Management

3.8. Knowledge and Talent Management

3.8.1. Identifying Knowledge and Talent in Organizations   
3.8.2. Corporate Knowledge and Talent Management Models  
3.8.3. Creativity and Innovation

Module 4. Economic and Financial Management

4.1. Economic Environment

4.1.1. Organizational Theory  
4.1.2. Key Factors for Change in Organizations  
4.1.3. Corporate Strategies, Types, and Knowledge Management

4.2. Executive Accounting

4.2.1. International Accounting Framework
4.2.2. Introduction to the Accounting Cycle
4.2.3. Company Financial Statements
4.2.4. Analysis of Financial Statements: Decision-Making

4.3. Budget and Management Control

4.3.1. Budgetary Planning  
4.3.2. Management Control: Design and Objectives  
4.3.3. Supervision and Reporting 

4.4. Corporate Tax Liability

4.4.1. Corporate Tax Liability
4.4.2. Tax Procedure: A Case-Country Approach

4.5. Corporate Control Systems

4.5.1. Types of Control  
4.5.2. Regulatory Compliance   
4.5.3. Internal Auditing  
4.5.4. External Auditing

4.6. Financial Management 

4.6.1. Introduction to Financial Management  
4.6.2. Financial Management and Corporate Strategy    
4.6.3. Chief Financial Officer (CFO): Managerial Skills

4.7. Financial Planning

4.7.1. Business Models and Financing Needs
4.7.2. Financial Analysis Tools
4.7.3. Short-Term Financial Planning
4.7.4. Long-Term Financial Planning

4.8. Corporate Financial Strategy

4.8.1. Corporate Financial Investments
4.8.2. Strategic Growth: Types

4.9. Macroeconomic Context

4.9.1. Macroeconomic Analysis  
4.9.2. Economic Indicators  
4.9.3. Economic Cycle 

4.10. Strategic Financing

4.10.1. The Banking Business: Current Environment  
4.10.2. Risk Analysis and Management

4.11. Money and Capital Markets 

4.11.1. Fixed Income Market  
4.11.2. Equity Market  
4.11.3. Valuation of Companies 

4.12. Case/Problem Analysis and Resolution

4.12.1. Problem Solving Methodology
4.12.2. Case Method

Module 5. Operations and Logistics Management 

5.1. Operations Management

5.1.1. Define the Operations Strategy   
5.1.2. Supply Chain Planning and Control   
5.1.3. Indicator Systems  

5.2. Purchasing Management

5.2.1. Stock Management   
5.2.2. Warehouse Management   
5.2.3. Purchasing and Procurement Management 

5.3. Supply Chain Management (1)

5.3.1. Costs and Efficiency of the Operations Chain
5.3.2. Change in Demand Patterns
5.3.3. Change in Operations Strategy

5.4. Supply Chain Management (2). Implementation

5.4.1. Lean Manufacturing/Lean Thinking 
5.4.2. Logistics Management   
5.4.3. Purchasing

5.5. Logistical Processes

5.5.1. Organization and Management by Processes  
5.5.2. Procurement, Production, Distribution   
5.5.3. Quality, Quality Costs, and Tools   
5.5.4. After-Sales Service

5.6. Logistics and Customers 

5.6.1. Demand Analysis and Forecasting   
5.6.2. Sales Forecasting and Planning
5.6.3. Collaborative Planning, Forecasting, and Replacement

5.7. International Logistics

5.7.1. Customs, Export and Import processes
5.7.2. Methods and Means of International Payment
5.7.3. International Logistics Platforms

5.8. Competing through Operations 

5.8.1. Innovation in Operations as a Competitive Advantage in the Company
5.8.2. Emerging Technologies and Sciences
5.8.3. Information Systems in Operations

Module 6. Information Systems Management

6.1. Information Systems Management

6.1.1. Business Information Systems
6.1.2. Strategic Decisions
6.1.3. The Role of the CIO

6.2. Information Technology and Business Strategy 

6.2.1. Company and Industry Sector Analysis
6.2.2. Online Business Models
6.2.3. The Value of IT in a Company

6.3. IS Strategic Planning  

6.3.1. The Process of Strategic Planning
6.3.2. Formulating the IS Strategy
6.3.3. Strategy Implementation Plan

6.4. Information Systems and Business Intelligence

6.4.1. CRM and Business Intelligence
6.4.2. Business Intelligence Project Management
6.4.3. Business Intelligence Architecture

6.5. New ICT-Based Business Models

6.5.1. Technology-Based Business Models
6.5.2. Innovation Abilities
6.5.3. Redesigning the Value Chain Processes

6.6. E-Commerce

6.6.1. E-Commerce Strategic Plan
6.6.2. Logistics Management and Customer Service in e-Commerce
6.6.3. E-Commerce as an Opportunity for Internationalization

6.7. E-Business Strategies

6.7.1. Social Media Strategies
6.7.2. Optimization of Service Channels and Customer Support
6.7.3. Digital Regulation

6.8. Digital Business

6.8.1. Mobile e-Commerce
6.8.2. Design and Usability
6.8.3. E-Commerce Operations

Module 7. Commercial Management, Marketing, and Corporate Communications

7.1. Commercial Management 

7.1.1. Sales Management
7.1.2. Commercial Strategy
7.1.3. Sales and Negotiation Techniques
7.1.4. Management of Sales Teams

7.2. Marketing

7.2.1. Marketing and the Impact on the Company  
7.2.2. Basic Marketing Variables  
7.2.3. Marketing Plan 

7.3. Strategic Marketing Management

7.3.1. Sources of Innovation
7.3.2. Current Trends in Marketing  
7.3.3. Marketing Tools  
7.3.4. Marketing Strategy and Communication with Customers 

7.4. Digital Marketing Strategy 

7.4.1. Approach to Digital Marketing   
7.4.2. Digital Marketing Tools    
7.4.3. Inbound Marketing and the Evolution of Digital Marketing

7.5. Sales and Communication Strategy

7.5.1. Positioning and Promotion  
7.5.2. Public Relations   
7.5.3. Sales and Communication Strategy

7.6. Corporate Communication

7.6.1. Internal and External Communication  
7.6.2. Communication Departments  
7.6.3. Communication Managers: Managerial Skills and Responsibilities

7.7. Corporate Communication Strategy

7.7.1. Corporate Communication Strategy    
7.7.2. Communication Plan  
7.7.3. Press Release/Clipping/Publicity Writing

Module 8. Innovation and Project Management

8.1. Innovation

8.1.1. Macro Concept of Innovation  
8.1.2. Types of Innovation  
8.1.3. Continuous and Discontinuous Innovation  
8.1.4. Training and Innovation 

8.2. Innovation Strategy

8.2.1. Innovation and Corporate Strategy  
8.2.2. Global Innovation Project: Design and Management   
8.2.3. Innovation Workshops 

8.3. Business Model Design and Validation

8.3.1. The Lean Start-up Methodology  
8.3.2. Innovative Business Initiative: Stages  
8.3.3. Financing Modalities  
8.3.4. Model Tools: Empathy Map, Canvas Model, and Metrics  
8.3.5. Growth and Loyalty 

8.4. Project Management

8.4.1. Innovation Opportunities   
8.4.2. Feasibility Study and Proposal Specification  
8.4.3. Project Definition and Design  
8.4.4. Project Execution  
8.4.5. Project Closure

Module 9. The Economic Sector of Veterinary Health Centers

9.1. The Role of the Companion Animal in Today's Society

9.1.1. Companion Animals and Their Benefits to People's Physical and Emotional Health
9.1.2. Pets and the Healthy Development of Minors
9.1.3. Pets and Healthy Aging
9.1.4. Pets and their Benefits for Community Coexistence
9.1.5. Animal Abuse and its Connection with Violence in the Family Environment
9.1.6. Animals in the Therapeutic and Assistance Context

9.2. The Role of the Company in the Current Social Context

9.2.1. Corporate Social Responsibility
9.2.2. Climate Change and the Green New Deal
9.2.3. The Sustainable Development Goals (SDGs) and Agenda 2030
9.2.4. Challenges for the Veterinary Services Company

9.3. The Pet Market

9.3.1. Industry, Retail and Distribution
9.3.2. Services

9.3.2.1. Clinical Veterinary Services
9.3.2.2. Dog Training Services
9.3.2.3. Hairdressing Services
9.3.2.4. Feral Animal Population Control

9.3.3. Sale of Veterinary Medicines
9.3.4. Breeding and Sale of Pets
9.3.5. NGO

9.4. Typology of Veterinary Health Centers and Services

9.4.1. Veterinary Health Centers
9.4.2. Veterinary Health Services
9.4.3. Public-private Collaboration

9.5. Macroeconomic Situation of the Clinical Veterinary Sector

9.5.1. Sectoral Socioeconomic Situation
9.5.2. Sectoral Labor Situation

9.6. Digital Health in the Veterinary Sector

9.6.1. Digitization of the Veterinary Sector
9.6.2. Factors and Digital Tools that will Favor Change
9.6.3. Factors Slowing Down Digital Development
9.6.4. Digital Differentiators
9.6.5. Current Situation and Digital Challenges in the Veterinary Sector

9.7. The "One Health" Concept Applied to Veterinary Health Centers

9.7.1. The General Concept of One Health - One Well-Being
9.7.2. The Role of the Clinical Veterinarian in "One Health’’

9.8. Training of Occupational Categories in Veterinary Health Care Centers

9.8.1. Current Context of Training in the Sector and the Real Needs of Veterinary Health Care Centers
9.8.2. Ongoing Training
9.8.3. Dual Training

9.9. Sectoral Business Strategy

9.9.1. Business Associationism: What it is, How it is Implemented and What it is for
9.9.2. Proactive Intervention in the Creation of Regulations Affecting the Industry

9.10. Time of Uncertainty, Time of Change and Market Trends

9.10.1. Worker with New Concepts and Sensitivities
9.10.2. Customer with New Requests and Needs
9.10.3. New Challenges in Public Health
9.10.4. New Forms of Communication

Module 10. The Business Plan Applied to Veterinarian Centers

10.1. The Business Plan for Veterinary Centers

10.1.1. Planning and Control: Two Sides of the Same Coin
10.1.2. Why and Why Have a Plan?
10.1.3. Who Must Carry It Out?
10.1.4. When Should It Be Done?
10.1.5. How to Perform It?
10.1.6. Does it Have to Be in Writing?
10.1.7. Questions to Answer
10.1.8. Sections of the Business Plan

10.2. External Analysis I: The Veterinary Center Environment

10.2.1. What Should it Contain?
10.2.2. Political Environment
10.2.3. Economic Environment
10.2.4. Social Environment
10.2.5. Technological Environment
10.2.6. Ecological Environment
10.2.7. Legal Environment

10.3. External Analysis II: Competitive Environment Applied to the Veterinary Center Sector

10.3.1. Customers
10.3.2. Competition
10.3.3. Suppliers
10.3.4. Others

10.4. Internal Analysis of a Veterinary Center

10.4.1. Facilities and Equipment
10.4.2. Personal
10.4.3. Income/Expenses
10.4.4. Customers
10.4.5. Prices
10.4.6. Services
10.4.7. Communication With Customers
10.4.8. Training
10.4.9. Suppliers
10.4.10. Competition

10.5. SWOT Analysis and CAME Applied to Veterinary Centers

10.5.1. Weaknesses
10.5.2. Strengths
10.5.3. Threats
10.5.4. Opportunities
10.5.5. Correction
10.5.6. Facing
10.5.7. Maintain
10.5.8. Exploit

10.6. Objectives of Veterinary Centers as Enterprises

10.6.1. What Are They?
10.6.2. Features: SMART
10.6.3. Types

10.7. Business Strategies in Veterinary Centers

10.7.1. The 7 P's of Service Marketing
10.7.2. Product- Service
10.7.3. Price
10.7.4. Distribution
10.7.5. Communication
10.7.6. Person
10.7.7. Procedures
10.7.8. Test

10.8. Action Plan for the Strategy of a Veterinary Center

10.8.1. What Does It Consist Of?
10.8.2. How to Develop a Strategy?
10.8.3. What to Consider for Each Action?
10.8.4. Prioritization of Actions Based on Their Importance to the Business
10.8.5. Calendar

10.9. Control Plan and Follow-up of the Business Plan of a Veterinary Center

10.9.1. Planning and Control
10.9.2. What it Consists of and Why It Is Necessary
10.9.3. Who and How to Control
10.9.4. Indicator-Based Control
10.9.5. Decision-Making

10.10. Contingency Plan Applied to the Business Plan of a Veterinary Center

10.10.1. What is It and What is It For?
10.10.2. How to Do It?
10.10.3. How to Use It?

Module 11. Finance Applied to Veterinary Centers

11.1. Expenses and Income at a Veterinary Center

11.1.1. Fixed Costs
11.1.2. Variable Costs
11.1.3. Direct Costs
11.1.4. Indirect Costs
11.1.5. Income from Services
11.1.6. Revenues from Product Sales
11.1.7. Gross Margins
11.1.8. Net Profit Margin
11.1.9. Purchase Margin
11.1.10. Margin on Sales

11.2. The Income Statement of a Veterinary Center

11.2.1. EBITDA
11.2.2. EBIT or BAII
11.2.3. Profitability
11.2.4. Productivity
11.2.5. Net Income

11.3. Warehouse Stock Management in a Veterinary Center

11.3.1. Cost of Sales
11.3.2. Characteristics of a Stock Management System
11.3.3. Procurement and Stock Control
11.3.4. Stock Alert Point
11.3.5. Safety Stock
11.3.6. Ordering Point
11.3.7. Inventory Turnover

11.4. Sales Ratios in a Veterinary Center. The Break-Even Point

11.4.1. Main Practical Key Figures in a Veterinary Center

11.4.1.1. Transaction Frequency
11.4.1.2. Average Transaction Amount
11.4.1.3. Average Spending per Customer
11.4.1.4. Number of Daily Transactions
11.4.1.5. Number of Transactions per Year

11.4.2. Break-Even Point Concept
11.4.3. Prospective Break-Even Calculation
11.4.4. Retrospective Break-Even Calculation

11.5. Analysis of the Cost of Services in a Veterinary Center. Technological Investments

11.5.1. Fundamentals of Cost Analysis in Veterinary Centers

11.5.1.1. Veterinary Practice Cost Analysis
11.5.1.2. Cost Analysis of Other Professional Services

11.5.2. Calculating the Profitability of a Technology Investment

11.6. Treasury Control and Budget Management in Veterinary Centers

11.6.1. Basics of Treasury Control
11.6.2. Treasury Control Tools
11.6.3. Fundamentals of Budget Management
11.6.4. Budget Management Tools

11.7. Economic Valuation of a Veterinary Center

11.7.1. Fundamentals for the Economic Valuation of a Veterinary Center
11.7.2. Methodology for the Valuation of a Veterinary Center
11.7.3. The Goodwill

11.8. Key Management Indicators in Veterinary Centers

11.8.1. Concepts
11.8.2. Basic Information
11.8.3. Most Frequent Indicators in Veterinary Centers
11.8.4. Basic Human Resources Indicators
11.8.5. Basic Indicators of Customer Service Quality
11.8.6. Selection of Key Management Indicators

11.9. The Financial Scorecard Applied to Veterinary Centers

11.9.1. Financial Scorecard Fundamentals
11.9.2. Trend Analysis and Comparisons between Periods
11.9.3. Control Panel Operation
11.9.4. Interpretation of Scorecard Results

11.10. The Balance Sheet of a Veterinary Center

11.10.1. Concept
11.10.2. Structure of a Balance Sheet
11.10.3. Structure of the Balance Sheet
11.10.4. Asset Valuation
11.10.5. Balance Sheet and Income Statement Diagnosis
11.10.6. Balance Sheet Analysis
11.10.7. Study of the Most Interesting Ratios of a Balance Sheet
11.10.8. Dynamic Equity Analysis
11.10.9. Income Statement Analysis
11.10.10. Income Statement Indicators

Module 12. Business Strategy and Innovation in Veterinary Centers

12.1. The Role of the Manager of a Veterinary Center

12.1.1. General Management
12.1.2. Human Resources Management
12.1.3. Financial Management
12.1.4. Occupational Health Management
12.1.5. Information Technology Management
12.1.6. Marketing and Sales Management
12.1.7. Customer Service and Public Relations Management
12.1.8. Change Management

12.2. Strategic Planning in Veterinary Centers

12.2.1. Definitions
12.2.2. Sense of Business Strategy
12.2.3. Strategic Plan for a Veterinary Center

12.3. The Philosophical Stage of Strategic Planning for a Veterinary Center

12.3.1. Definition
12.3.2. Components

12.3.2.1. Mission
12.3.2.2. Vision
12.3.2.3. Values
12.3.2.4. Tools
12.3.2.5. Strategic Goals

12.3.3. Practical Examples

12.4. Business Models in Traditional Veterinary Centers

12.4.1. Introduction
12.4.2. Structure of Veterinary Centers
12.4.3. Services
12.4.4. Staff of a Veterinary Center

12.5. Research for Innovation in Veterinary Centers

12.5.1. Concept of Innovation in the Veterinary Sector
12.5.2. The Blue Ocean Strategy Applied to Veterinary Centers

12.5.2.1. Concept
12.5.2.2. Analytical Tools

12.5.3. Canvas Methodology for Innovation in Veterinary Centers

12.5.3.1. Description
12.5.3.2. Operations

12.5.4. Strategy Formulation for Innovation in Veterinary Centers

12.5.4.1. Generation of New Ideas and Synthesis
12.5.4.2. Innovation Epicenters

12.6. Design of the Value Proposition for Veterinary Center Clients

12.6.1. The Profile of the Customer/User of Veterinary Centers
12.6.2. The Value Map
12.6.3. Fit Between the Value Proposition and the Customer Profile Applied to Veterinary Centers

12.7. Innovation Prototyping Applied to Veterinary Centers

12.7.1. The Minimum Viable Innovation System
12.7.2. Global Innovation Scorecard
12.7.3. Operational Innovation Plan

12.8. Patterns of Business Models in the Veterinary Health Care Industry

12.8.1. Disaggregation of Business Models
12.8.2. Long Tail
12.8.3. Multilateral Platforms
12.8.4. The Free Business Model (Freemium)
12.8.5. Open Business Models

12.9. Design Thinking and Application in Veterinary Centers

12.9.1. Concept
12.9.2. Guidelines and Keys
12.9.3. Tools

12.10. Research for Continuous Improvement in the Business Strategy of Veterinary Centers

12.10.1. Monitoring the Strategic Plan of a Veterinary Center
12.10.2. Implementation of Improvements in the Strategy of a Veterinary Center

Module 13. The Customer/User of Veterinary Centers

13.1. Customer Service in Veterinary Centers

13.1.1. Excellence in Customer Service
13.1.2. Customer Service Management
13.1.3. Compliance in Veterinary Centers as a Loyalty Tool

13.2. Face-to-Face Communication in Veterinary Centers

13.2.1. Practical Advantages of Communication with Customers
13.2.2. Current Paradigm
13.2.3. Customer Needs
13.2.4. Customer Service Quality Management

13.2.4.1. Communication Channels with Customers
13.2.4.2. Computer Systems/Databases (CRM)
13.2.4.3. Quality Assessment Surveys

13.3. Essential Communication Skills for Veterinary Facility Professionals

13.3.1. The Question in Professional Communication
13.3.2. Listening in Professional Communication
13.3.3. Non-Verbal Communication
13.3.4. Verbal Communication
13.3.5. Proxemia in Veterinary Centers

13.4. Empathy as a Fundamental Skill in the 21st Century in the Relationship with Customers in Veterinary Centers

13.4.1. Definition and Description
13.4.2. Expressions of Empathy
13.4.3. Tools for Working on Empathy with Customers of Veterinary Centers

13.5. Methodology for Successfully Dealing with Difficult Situations with Customers in a Veterinary Center

13.5.1. The Four Essential Habits of Highly Effective Clinicians
13.5.2. Characteristics of Conflict between Professionals and their Customers
13.5.3. Methodology for Dealing with Difficult Situations with Customers of Veterinary Centers

13.5.3.1. Identify the Problem
13.5.3.2. Discovering the Meaning
13.5.3.3. Seizing Opportunities
13.5.3.4. Establish the Limits of the Relationship
13.5.3.5. Extend Help to Solve the Problem

13.5.4. Tool for the Improvement of Professional Communication Skills

13.6. Communication within the Veterinary Practice

13.6.1. Introduction
13.6.2. The Calgary-Cambridge Model Applied to the Veterinary Practice

13.6.2.1. Preparation Phase
13.6.2.2. Start of Consultation
13.6.2.3. Collection of Information
13.6.2.4. Results and Planning
13.6.2.5. Providing Adequate Information
13.6.2.6. Mutual Understanding
13.6.2.7. Completion of the Consultation

13.6.3. Communicating Bad News to Customers of Veterinary Centers

13.7. Strategies for Customer Relations in a Veterinary Practice

13.7.1. Relationship Marketing
13.7.2. Key Expectations of Customers and Users of Veterinary Centers
13.7.3. Long-Term Customer Relationship Management

13.7.3.1. MSMC Model (Best Service for the Best Customers)
13.7.3.2. The New CRM Paradigm

13.8. Customer Segmentation and Portfolio Segmentation in a Veterinary Practice

13.8.1. Customer Segments and Portfolios

13.8.1.1. Business Portfolio Design Process in Veterinary Centers

13.8.2. Strategic Advantages of Business Portfolio Design
13.8.3. Most Valuable Customers (MVC)

13.9. Customer Experience (CX) and User Experience (UX) in Veterinary Centers

13.9.1. The Moment of Truth
13.9.2. Elements that Make up Customer Experience
13.9.3. User Experience

13.10. Practical Application of Customer and User Experience in Veterinary Centers

13.10.1. Phases

13.10.1.1. Study and Analysis of User Experiences
13.10.1.2. Definition of the Experiential Platform
13.10.1.3. Design and Planning of Experiences
13.10.1.4. Structuring the Contact or Meeting with Customers
13.10.1.5. Practical Methodology

Module 14. Marketing Applied in Veterinary Centers

14.1. Marketing in Veterinary Centers

14.1.1. Definitions
14.1.2. Needs-Motives for Purchase
14.1.3. Supply and Demand
14.1.4. Evolution of Marketing
14.1.5. Today's Companies
14.1.6. Today's Customer
14.1.7. Loyalty: 21st Century Marketing

14.2. What is Sold in Veterinary Centers?

14.2.1. Products
14.2.2. Services
14.2.3. Differences between Products and Services
14.2.4. The 4Ps of Products
14.2.5. The 7 Ps of Services

14.3. Services-Products in Veterinary Centers

14.3.1. Portfolio of Services
14.3.2. Product Portfolio
14.3.3. How to Sell Products?
14.3.4. How to Sell Services?
14.3.5. Differentiation-Added Value
14.3.6. CABE Technique
14.3.7. Neuromarketing and Its Application to Sales

14.4. The Price of Services and Products in Veterinary Centers

14.4.1. The Importance of Price in a Company
14.4.2. The Relativity of Price in Services
14.4.3. How to Price a Service?
14.4.4. How to Price a Product?
14.4.5. Price List
14.4.6. How to Price a Service to Customers?
14.4.7. How to Refute High Price Comments?
14.4.8. Demand-Price Elasticity Curve
14.4.9. Pricing Business Models in Veterinary Centers
14.4.10. How to Collect Everything? And What to Do Otherwise?

14.5. Communication with the Customer in Veterinary Centers

14.5.1. Communication with the Internal Customer: Employees
14.5.2. Need: Message Coordination
14.5.3. Multichannel and Omni-Channel
14.5.4. In the Waiting Room
14.5.5. Telephone Service
14.5.6. In the Office
14.5.7. Reminders
14.5.8. Preventive Health Campaigns
14.5.9. Dr. Google Vet. and Its Management by the Veterinarian
14.5.10. Reasons for a Client to Change Veterinarian
14.5.11. Satisfaction Surveys
14.5.12. Complaints in a Veterinary Center

14.6. Advertising in Veterinary Centers

14.6.1. What Kind of Customers do I Want to Reach?
14.6.2. Waiting Room
14.6.3. Promotional Items
14.6.4. Written Media
14.6.5. Digital Media
14.6.6. Others

14.7. Cross-Selling in Veterinary Centers

14.7.1. What is It and What Is It For?
14.7.2. Types of Cross-Selling
14.7.3. How to Carry it Out?
14.7.4. Service + Service
14.7.5. Service + Product
14.7.6. Product + Product
14.7.7. Teamwork

14.8. Merchandising

14.8.1. Definitions
14.8.2. The Pillars
14.8.3. Objectives
14.8.4. The Purchase Decision Process and Types of Purchases
14.8.5. Outside

14.8.5.1. Facade
14.8.5.2. Identity
14.8.5.3. Door
14.8.5.4. Showcase

14.8.6. Inside

14.8.6.1. Assortment
14.8.6.2. Space Layout

14.8.7. Inventory Management
14.8.8. Animation at the Point of Sale

14.8.8.1. External
14.8.8.2. Internal
14.8.8.3. POS Advertising
14.8.8.4. Promotions

14.9. Digital Marketing in Veterinary Centers

14.9.1. General aspects
14.9.2. ROPO Effect
14.9.3. Blending Marketing: Offline and Online
14.9.4. Web Pages for a Veterinary Center
14.9.5. Social Networks Applied to Veterinary Centers

14.9.5.1. Facebook
14.9.5.2. Twitter
14.9.5.3. Instagram
14.9.5.4. YouTube Channel

14.9.6. e-Mail Marketing
14.9.7. Instant Messaging Tools

14.10. Loyalty Tools for Veterinary Center Customers

14.10.1. Not All Customers Have the Same Value
14.10.2. Health Plan
14.10.3. Preventive Health Campaigns
14.10.4. Veterinary Insurance
14.10.5. Point Accumulation Systems
14.10.6. Discount Coupons
14.10.7. Others

Module 15. Human Resources Management in Veterinary Centers

15.1. Strategic Planning of the Staff of a Veterinary Center I

15.1.1. Equipment Size
15.1.2. Competencies and Talent
15.1.3. Roles, Responsibilities and Tasks

15.2. Strategic Planning of the Staff of a Veterinary Center II

15.2.1. Job Analysis and Description
15.2.2. Job Objectives
15.2.3. Organization Chart

15.3. Selection Process in a Veterinary Center I

15.3.1. Profiles
15.3.2. Job Offer Design
15.3.3. Receipt and Selection of Résumés

15.4. Selection Process in a Veterinary Center II

15.4.1. Résumé Reading: Detection of Competencies, References, etc
15.4.2. Sample Job Interview, Key Questions
15.4.3. Communication with Candidates

15.5. Recruiting and Hiring Employees in a Veterinary Center

15.5.1. Recruitment, Professional Categories
15.5.2. Payroll
15.5.3. Welcoming Process

15.6. Training of a Veterinary Center Team

15.6.1. Training Objectives
15.6.2. Internal and External Training
15.6.3. Evaluation and Economic Aspects of Training
15.6.4. Career Plans

15.7. Internal Communication in a Veterinary Center

15.7.1. Effective Communication
15.7.2. Internal Communication Tools
15.7.3. Effective Meetings

15.8. Performance Evaluation of the Employees of a Veterinary Center

15.8.1. Important Concepts
15.8.2. Establishment of Indicators
15.8.3. Evaluation Models
15.8.4. Implementation
15.8.5. Relationship with Incentives

15.9. Retention of Valuable Employees in Veterinary Centers

15.9.1. Job Satisfaction
15.9.2. Motivation
15.9.3. Recognition and Rewards
15.9.4. Promotion and Advancement

15.10. Remuneration of Employees in Veterinary Centers

15.10.1. Salaries by Category
15.10.2. Fixed and Variable
15.10.3. Criteria for the Establishment of Incentives
15.10.4. Types of Incentives: Economic and Non-Economic
15.10.5. Emotional Salary

Module 16. Leadership and Management Skills Applied in Veterinary Centers

16.1. Essential Management Skills ina Veterinary Center Manager and/or Owner

16.1.1. Management
16.1.2. Decision-Making
16.1.3. Resolving Capacity
16.1.4. Flexibility
16.1.5. Self-Knowledge
16.1.6. Assertiveness
16.1.7. Communication
16.1.8. Emotional Intelligence

16.2. Leadership Applied to Veterinary Centers

16.2.1. Characteristics of the Leader
16.2.2. Benefits of Leadership
16.2.3. Leader Exercises
16.2.4. Delegation

16.2.4.1. Delegation Strategy
16.2.4.2. Task Selection
16.2.4.3. Qualification Process

16.2.5. Motivational Interviews with Employees

16.2.5.1. GROW/MAPA Method

16.3. Negotiation for the Veterinary Center Manager

16.3.1. Negotiator Skills
16.3.2. Types and Styles of Negotiation
16.3.3. Negotiation Stages

16.3.3.1. Preparation
16.3.3.2. Discussion and Argumentation
16.3.3.3. Proposal
16.3.3.4. Exchange
16.3.3.5. Closure
16.3.3.6. Monitoring

16.3.4. Negotiation Tactics and Techniques
16.3.5. Strategies

16.4. The Time Management of a Veterinary Center Manager

16.4.1. Slow Down, Reflect, Analyze and Decide
16.4.2. Inner Knowledge
16.4.3. How to Prioritize
16.4.4. Act
16.4.5. Planning and Organizing
16.4.6. Time thieves

16.5. How to Build Trust in the Staff of a Veterinary Center?

16.5.1. Self-Confidence
16.5.2. Trusting Others
16.5.3. Constructive Self-Criticism
16.5.4. Respect and Responsibility
16.5.5. Honesty
16.5.6. Trial and Error

16.6. Productivity Management for Veterinary Center Managers

16.6.1. Productivity Thieves
16.6.2. The Getting Things Done® Method (GTD)

16.6.2.1. Fundamentals
16.6.2.2. Collect or Capture
16.6.2.3. Process or Clarify
16.6.2.4. Organize
16.6.2.5. Check
16.6.2.6. Do

16.7. High-Performance Professional Teams in Veterinary Centers

16.7.1. Working Groups
16.7.2. Characteristics of Professional Equipment
16.7.3. Benefits of High-Performance Professional Teams
16.7.4. Practical Examples

16.8. Identification and Resolution of Internal Conflicts in Veterinary Centers

16.8.1. The Method of the Five Dysfunctions of Professional Teams

16.8.1.1. Lack of Trust
16.8.1.2. Fear of Conflict
16.8.1.3. Lack of Commitment
16.8.1.4. Avoidance of Liability
16.8.1.5. Disinterest in Results

16.8.2. Causes of Failure in Professional Teams

16.9. Prevention of Internal Toxicity in Veterinary Centers

16.9.1. Organizational Health
16.9.2. Preventive Measures

16.9.2.1. Creating a Cohesive Leadership Team
16.9.2.2. Creating Clarity within the Organization
16.9.2.3. Overcommunicating Clarity
16.9.2.4. Reinforcing Clarity

16.10. Change Management in the Management of Veterinary Centers

16.10.1. Belief Audit
16.10.2. Character Development
16.10.3. Actions for Change

Module 17. Production Processes in Veterinary Centers

17.1. Introduction to Production Processes in Veterinary Centers

17.1.1. Concept of Business Process
17.1.2. Introduction to Business Processes
17.1.3. Graphical Representation of Processes
17.1.4. Standardization of Processes
17.1.5. Practical Examples of Processes in Veterinary Centers

17.2. Analysis of the Production Processes of Veterinary Centers

17.2.1. Process Management System
17.2.2. Measurement, Analysis and Improvement of Business Processes
17.2.3. Characteristics of a Well-Directed and Managed Process

17.3. Business Productivity in the Veterinary Health Care Industry

17.3.1. Focus on Key Objectives
17.3.2. Added Value Generated for the Customer
17.3.3. Analysis of the Value Provided by the Processes
17.3.4. Competitiveness
17.3.5. Productivity. Loss and Improvement Analysis

17.4. Business Management Models Applied to the Veterinary Health Care Center Sector

17.4.1. Traditional Mass Management
17.4.2. Management Based on the Lean Model
17.4.3. Management Based on an Improved Traditional Model

17.5. Introduction to the Lean Management Model Applied to Veterinary Centers

17.5.1. Basic Principles and Characteristics
17.5.2. Flow of Activities
17.5.3. Pulling System
17.5.4. Flow- Pull
17.5.5. Continuous Improvement

17.6. Waste in a Production Model Applied to Veterinary Centers

17.6.1. Waste or Change
17.6.2. Types of Waste
17.6.3. Causes of Waste
17.6.4. Waste Disposal

17.7. Implementation of the Lean Management Model in Veterinary Centers I

17.7.1. Process Conditioning
17.7.2. Balanced and Flexible Pull Flow
17.7.3. Transition from a Traditional Model to Lean Implementation
17.7.4. First Stage: Establishment of Regular and Uninterrupted Flow

17.8. Implementation of the Lean Management Model in Veterinary Centers II

17.8.1. Second Stage: Consolidating the Flow, Eliminating Waste, Ensuring Quality and Standardizing Operations
17.8.2. Third Stage: Establishment of the Pull Flow
17.8.3. Fourth Stage: Production Rate Flexibility

17.9. Implementation of the Lean Management Model in Veterinary Centers III

17.9.1. Fifth Stage: Flexibility in the Type of Product
17.9.2. Sixth Stage: Complete Implementation of Balanced, Level and Multi-Product Pull Flow
17.9.3. Stage Seven: Simple Management and Control

17.10. Lean Implementation Tools for Veterinary Centers

17.10.1. The Value Stream Map
17.10.2. A3: Analysis of New Approaches or Problems to be Solved

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