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"

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”

The MBA in Veterinary Center Management of TECH Global University is a tailor-made program that is taught in a 100% online format so that students can choose the time and place that best suits their availability, schedules and interests.

A syllabus created to convert theoretical learning into real work skills" 

Syllabus

This training has been created to enable students to acquire the necessary knowledge in this area in an intensive and efficient manner. An opportunity to improve your skills, with the convenience of the most effective online method in the teaching market. TECH provides students with the opportunity to incorporate knowledge in this area into their academic curriculum. In addition, with this program, you will have access to a way of working that is designed to be fully compatible with your professional or personal life.    

Throughout this program, a multitude of practical cases will be analyzed through individual work, a unique way to achieve a deep learning that the student will be able to transfer, later, to their daily work. It is, therefore, an authentic immersion in real life situations.  

A plan designed for students, focused on their professional improvement and preparing them to achieve excellence. A program that understands your needs and those of your business through innovative content based on the latest trends, and supported by the best educational methodology and an exceptional faculty, which will give you the skills to solve critical situations in a creative and efficient way.  

This program takes place over 12 months and is distributed into 13 modules: 

Module 1. The Economic Sector of Veterinary Health Centers
Module 2. The Business Plan Applied to Veterinary Centers
Module 3. Finance Applied to Veterinary Centers
Module 4. Business Strategy and Innovation in Veterinary Centers
Module 5. The Customer/User of Veterinary Centers
Module 6. Marketing Applied to Veterinary Centers
Module 7. Human Resources Management in Veterinary Centers
Module 8. Leadership and Management Skills Applied in Veterinary Centers
Module 9. Production Processes in Veterinary Centers
Module 10. Legal Aspects and Administration in Veterinary Centers
Module 11. Leadership, ethics and social responsibility in companies  
Module 12. People and talent management 
Module 13. Executive management

Where, When and How is it Taught?

TECH offers the possibility of taking this program completely online. Over the course of the 12 months, the student will be able to access all the contents of this program at any time, allowing them to self-manage their study time. 

Module 1. The Economic Sector of Veterinary Health Centers

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

1.1.1. Companion Animals and Their Benefits to People's Physical and Emotional Health
1.1.2. Pets and the Healthy Development of Minors
1.1.3. Pets and Healthy Aging
1.1.4. Pets and their Benefits for Community Coexistence
1.1.5. Animal Abuse and its Connection with Violence in the Family Environment
1.1.6. Animals in the Therapeutic and Assistance Context

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

1.2.1. Corporate Social Responsibility
1.2.2. Climate Change and the Green New Deal
1.2.3. The Sustainable Development Goals (SDGs) and Agenda 2030
1.2.4. Challenges for the Veterinary Services Company

1.3. The Pet Market

1.3.1. Industry, Retail and Distribution
1.3.2. Services

1.3.2.1. Clinical Veterinary Services
1.3.2.2. Dog Training Services
1.3.2.3. Hairdressing Services
1.3.2.4. Feral Animal Population Control

1.3.3. Sale of Veterinary Medicines
1.3.4. Breeding and Sale of Pets
1.3.5. NGO

1.4. Typology of Veterinary Health Centers and Services

1.4.1. Veterinary Health Centers
1.4.2. Veterinary Health Services
1.4.3. Public-private Collaboration

1.5. Macroeconomic Situation of the Clinical Veterinary Sector

1.5.1. Sectoral Socioeconomic Situation
1.5.2. Sectoral Labor Situation

1.6. Digital Health in the Veterinary Sector

1.6.1. Digitization of the Veterinary Sector
1.6.2. Factors and Digital Tools that will Favor Change
1.6.3. Factors Slowing Down Digital Development
1.6.4. Digital Differentiators
1.6.5. Current Situation and Digital Challenges in the Veterinary Sector

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

1.7.1. The General Concept of One Health - One Well-Being
1.7.2. The Role of the Clinical Veterinarian in "One Health"

1.8. Training of Occupational Categories in Veterinary Health Care Centers

1.8.1. Current Context of Training in the Sector and the Real Needs of Veterinary Health Care Centers
1.8.2. Ongoing Training
1.8.3. Dual Training

1.9. Sectoral Business Strategy

1.9.1. Business Associationism: What it is, How it is Exercised and What it is for
1.9.2. Proactive Intervention in the Creation of Regulations Affecting the Industry

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

1.10.1. Worker with New Concepts and Sensitivities
1.10.2. Customer with New Requests and Needs
1.10.3. New Challenges in Public Health
1.10.4. New Forms of Communication

Module 2. The Business Plan Applied to Veterinarian Centers

2.1. The Business Plan for Veterinary Centers

2.1.1. Planning and Control: Two Sides of the Same Coin
2.1.2. Why and Why Have a Plan?
2.1.3. Who Must Carry It Out?
2.1.4. When Should it be Done?
2.1.5. How to Perform It?
2.1.6. Does it Have to Be in Writing?
2.1.7. Questions to Answer
2.1.8. Sections of the Business Plan

2.2. External Analysis I: The Veterinary Center Environment

2.2.1. What Should it Contain?
2.2.2. Political Environment
2.2.3. Economic Environment
2.2.4. Social Environment
2.2.5. Technological Environment
2.2.6. Ecological Environment
2.2.7. Legal Environment

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

2.3.1. Customers:
2.3.2. Competition
2.3.3. Suppliers
2.3.4. Others

2.4. Internal Analysis of a Veterinary Center

2.4.1. Facilities and Equipment
2.4.2. Personal
2.4.3. Income/Expenses
2.4.4. Customers:
2.4.5. Prices
2.4.6. Services
2.4.7. Communication With Client
2.4.8. Training
2.4.9. Suppliers
2.4.10 Competition

2.5. SWOT Analysis and CAME Applied to Veterinary Centers

2.5.1. Weaknesses
2.5.2. Strengths
2.5.3. Threats
2.5.4. Opportunities
2.5.5. Correction
2.5.6. Facing
2.5.7. Maintain
2.5.8. Exploit

2.6. Objectives of Veterinary Centers as Enterprises

2.6.1. What Are They?
2.6.2. Features: SMART
2.6.3. Types

2.7. Business Strategies in Veterinary Centers

2.7.1. The 7 Ps of Service Marketing
2.7.2. Product - Service
2.7.3. Price
2.7.4. Distribution
2.7.5. Communication
2.7.6. Person
2.7.7. Procedures
2.7.8. Test

2.8. Action Plan for the Strategy of a Veterinary Center

2.8.1. What Does it Consist of?
2.8.2. How to Develop a Strategy?
2.8.3. What to Consider for Each Action?
2.8.4. Prioritization of Actions Based on Business Importance
2.8.5. Calendar

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

2.9.1. Planning and Control
2.9.2. What it Consists of and Why It Is Necessary?
2.9.3. Who and How to Control?
2.9.4. Indicator-Based Control
2.9.5. Decision Making

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

2.10.1. What is It and What Is It For?
2.10.2. How To Do it
2.10.3. How To Use It

Module 3. Finance Applied to Veterinary Centers

3.1. Expenses and Income at a Veterinary Center

3.1.1. Fixed Costs
3.1.2. Variable Costs
3.1.3. Direct Costs
3.1.4. Indirect Costs
3.1.5. Income from Services
3.1.6. Revenues from Product Sales
3.1.7. Gross Margins
3.1.8. Net Profit Margin
3.1.9. Purchase Margin
3.1.10 Margin on Sales

3.2. The Income Statement of a Veterinary Center

3.2.1. EBITDA
3.2.2. EBIT or BAII
3.2.3. Profitability
3.2.4. Productivity
3.2.5. Net Income

3.3. Warehouse Stock Management in a Veterinary Center

3.3.1. Cost of Sales
3.3.2. Characteristics of a Stock Management System
3.3.3. Procurement and Stock Control
3.3.4. Stock Alert Point
3.3.5. Safety Stock
3.3.6. Ordering Point
3.3.7. Inventory Turnover

3.4. Sales Ratios in a Veterinary Center. The Break-even Point

3.4.1. Main Practical Key Figures in a Veterinary Center

3.4.1.1. Transaction Frequency
3.4.1.2. Average Transaction Amount
3.4.1.3. Average Spending per Customer
3.4.1.4. Number of Daily Transactions
3.4.1.5. Number of Transactions per Year

3.4.2. Break-even Point Concept
3.4.3. Prospective Break-even Calculation
3.4.4. Retrospective Break-even Calculation

3.5. Analysis of the Cost of Services in a veterinary center. Technological Investments

3.5.1. Fundamentals of Cost Analysis in Veterinary Centers

3.5.1.1. Veterinary Practice Cost Analysis
3.5.1.2. Cost Analysis of other Professional Services

3.5.2. Calculating the Profitability of a Technology Investment

3.6. Treasury Control and Budget Management in Veterinary Centers

3.6.1. Basics of Treasury Control
3.6.2. Treasury Control Tools
3.6.3. Fundamentals of Budget Management
3.6.4. Budget Management Tools

3.7. Economic Valuation of a Veterinary Center

3.7.1. Fundamentals for the Economic Valuation of a Veterinary Center
3.7.2. Methodology for the Valuation of a Veterinary Center
3.7.3. The Goodwill

3.8. Key Management Indicators in Veterinary Centers

3.8.1. Concepts
3.8.2. Basic Information
3.8.3. Most Frequent Indicators in Veterinary Centers
3.8.4. Basic Human Resources Indicators
3.8.5. Basic Indicators of Customer Service Quality
3.8.6. Selection of Key Management Indicators

3.9. The Financial Scorecard applied to Veterinary Centers

3.9.1. Financial Scorecard Fundamentals
3.9.2. Trend Analysis and Comparisons between Periods
3.9.3. Control Panel Operation
3.9.4. Interpretation of Scorecard Results

3.10. The Balance Sheet of a Veterinary Center

3.10.1. Concept
3.10.2. Structure of a Balance Sheet
3.10.3. Structure of the Balance Sheet
3.10.4. Asset Valuation
3.10.5. Balance Sheet and Income Statement Diagnosis
3.10.6. Balance Sheet Analysis
3.10.7. Study of the Most Interesting Ratios of a Balance Sheet
3.10.8. Dynamic Equity Analysis
3.10.9. Income Statement Analysis
3.10.10 Income Statement Indicators

Module 4. Business Strategy and Innovation in Veterinary Centers

4.1. The Role of the Manager of a Veterinary Center

4.1.1. General Management
4.1.2. Human Resources Management
4.1.3. Financial Management
4.1.4. Occupational Health Management
4.1.5. Information Technology Management
4.1.6. Marketing and Sales Management
4.1.7. Customer Service and Public Relations Management
4.1.8. Change Management

4.2. Strategic Planning in Veterinary Centers

4.2.1. Definitions
4.2.2. Sense of Business Strategy
4.2.3. Strategic Plan for a Veterinary Center

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

4.3.1. Definition
4.3.2. Components

4.3.2.1. Mission
4.3.2.2. Vision
4.3.2.3. Values
4.3.2.4. Tools
4.3.2.5. Strategic Goals

4.3.3. Practical Examples

4.4. Business Models in Traditional Veterinary Centers

4.4.1. Introduction
4.4.2. Structure of Veterinary Centers
4.4.3. Services
4.4.4. Staff of a Veterinary Center

4.5. Research for Innovation in Veterinary Centers

4.5.1. Concept of Innovation in the Veterinary Sector
4.5.2. The Blue Ocean Strategy Applied to Veterinary Centers

4.5.2.1. Concept
4.5.2.2. Analytical Tools

4.5.3. Canvas Methodology for Innovation in Veterinary Centers

4.5.3.1. Description
4.5.3.2. Operations

4.5.4. Strategy Formulation for Innovation in Veterinary Centers

4.5.4.1. Generation of New Ideas and Synthesis
4.5.4.2. Innovation Epicenters

4.6. Design of the Value Proposition for Veterinary Center Clients

4.6.1. The Profile of the Client/User of Veterinary Centers
4.6.2. The Value Map
4.6.3. Fit between the Value Proposition and the Customer Profile Applied to Veterinary Centers

4.7. Innovation Prototyping Applied to Veterinary Centers

4.7.1. The Minimum Viable Innovation System
4.7.2. Global Innovation Scorecard
4.7.3. Operational Innovation Plan

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

4.8.1. Disaggregation of Business Models
4.8.2. Long Tail
4.8.3. Multilateral Platforms
4.8.4. The FREE Business Model (Freemium)
4.8.5. Open Business Models

4.9. Design Thinking and Application in Veterinary Centers

4.9.1. Concept
4.9.2. Guidelines and Keys
4.9.3. Tools

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

4.10.1. Monitoring the Dtrategic Plan of a Veterinary Center
4.10.2. Implementation of Improvements in the Strategy of a Veterinary Center

Module 5. The Client/User of Veterinary Centers

5.1. Customer Service in Veterinary Centers

5.1.1. Excellence in Customer Service
5.1.2. Customer Service Management
5.1.3. Compliance in Veterinary Centers as a Loyalty Tool

5.2. Face-to-Face Communication in Veterinary Centers

5.2.1. Practical Advantages of Communication with Customers
5.2.2. Current Paradigm
5.2.3. Customer Needs
5.2.4. Customer Service Quality Management

5.2.4.1. Communication Channels with Customers
5.2.4.2. Computer Systems/Databases (CRM)
5.2.4.3. Quality Assessment Surveys

5.3. Essential Communication Skills for Veterinary Facility Professionals

5.3.1. The Question in Professional Communication
5.3.2. Listening in Professional Communication
5.3.3. Non-Verbal Communication
5.3.4. Verbal Communication
5.3.5. Proxemia in Veterinary Centers

5.4. Empathy as a Fundamental Skill in the 21st Century in the Relationship with Clients in Veterinary Centers

5.4.1. Definition and Description
5.4.2. Expressions of Empathy
5.4.3. Tools for Working on Empathy with Clients of Veterinary Centers

5.5. Methodology for Successfully Dealing with Difficult Situations with Clients in a Veterinary Center.

5.5.1. The Four Essential Habits of Highly Effective Clinicians
5.5.2. Characteristics of Conflict between Professionals and their Clients
5.5.3. Methodology for Dealing with Difficult Situations with Clients of Veterinary Centers.

5.5.3.1. Identify the Problem
5.5.3.2. Discovering the Meaning
5.5.3.3. Seizing Opportunities
5.5.3.4. Establish the Limits of the Relationship
5.5.3.5. Extend Help to Solve the Problem

5.5.4. Tool for the Improvement of Professional Communication Skills

5.6. Communication within the Veterinary Practice

5.6.1. Introduction
5.6.2. The Calgary-Cambridge Model Applied to the Veterinary Practice

5.6.2.1. Preparation Phase
5.6.2.2. Start of Consultation
5.6.2.3. Collection of Information
5.6.2.4. Results and Planning
5.6.2.5. Providing Adequate Information
5.6.2.6. Mutual Understanding
5.6.2.7. Completion of the Consultation

5.6.3. The Giving of Bad News to Customers of the Veterinary Center

5.7. Strategies for Client Relations in a Veterinary Practice

5.7.1. Relationship Marketing
5.7.2. Key Expectations of Clients and Users of Veterinary Centers
5.7.3. Long-term Customer Relationship Management

5.7.3.1. MSMC Model (Best Service for the Best Customers)
5.7.3.2. The New CRM Paradigm

5.8. Customer Segmentation and Portfolio Segmentation in a Veterinary Practice

5.8.1. Customer Segments and Portfolios

5.8.1.1. Carterization process in veterinary centers

5.8.2. Strategic Advantages of Carterization
5.8.3. Most Valuable Customers (MVC)

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

5.9.1. The Moment of Truth
5.9.2. Elements that Make up Customer Experience
5.9.3. User Experience

5.10. Practical application of customer and user experience in veterinary centers.

5.10.1. Phases

5.10.1.1. Study and Analysis of User Experiences
5.10.1.2. Definition of the Experiential Platform
5.10.1.3. Design and Planning of Experiences
5.10.1.4. Structuring the Contact or Meeting with Customers
5.10.1.5. Practical Methodology

Module 6. Marketing Applied in Veterinary Centers

6.1. Marketing in Veterinary Centers

6.1.1. Definitions
6.1.2. Needs-Motives for Purchase
6.1.3. Supply and Demand
6.1.4. Evolution of Marketing
6.1.5. Today's Companies
6.1.6. Today's Customer
6.1.7. Loyalty: 21st Century Marketing

6.2. What is Sold in Veterinary Centers? 

6.2.1. Products
6.2.2. Services
6.2.3. Differences between Products and Services
6.2.4. The 4Ps of Products
6.2.5. The 7 Ps of Services

6.3. Services - Products in Veterinary Centers

6.3.1. Portfolio of Services
6.3.2. Product Portfolio
6.3.3. How to Sell Products?
6.3.4. How to Sell Services?
6.3.5. Differentiation - Added value
6.3.6. CABE Technique
6.3.7. Neuromarketing and Its Application to Sales

6.4. The Price of Services and Products in Veterinary Centers

6.4.1. The Importance of Price in a Company
6.4.2. The Relativity of Price in Services
6.4.3. How to Price a Service?
6.4.4. How to Price a Product?
6.4.5. Price List
6.4.6. How to Price a Service to Customers?
6.4.7. How to Refute High Price Comments?
6.4.8. Demand-Price Elasticity Curve
6.4.9. Pricing Business Models in Veterinary Centers
6.4.10. How to Collect Everything and What To Do Otherwise?

6.5. Client Communication in Veterinary Centers

6.5.1. Communication with the Internal Customer: Employees
6.5.2. Need: Message Coordination
6.5.3. Multichannel and Omni-Channel
6.5.4. In the Waiting Room
6.5.5. Telephone Service
6.5.6. In the Office
6.5.7. Reminders
6.5.8. Preventive Health Campaigns
6.5.9. Dr. Google Vet. and Its Management by the Veterinarian
6.5.10 Reasons for a Client to Change Veterinarian
6.5.11 Satisfaction Surveys
6.5.12 Complaints in a Veterinary Center

6.6. Advertising in Veterinary Centers

6.6.1. What Kind of Customers do I Want to Reach?
6.6.2. Waiting Room
6.6.3. Promotional Items
6.6.4. Written Media
6.6.5. Digital Media
6.6.6. Others

6.7. Cross-Selling in Veterinary Centers

6.7.1. What is It and What Is It For?
6.7.2. Types of Cross-Selling
6.7.3. How to Carry it Out?
6.7.4.  Service + Service
6.7.5. Service + Product
6.7.6. Product + Product
6.7.7. Teamwork

6.8. Merchandising

6.8.1. Definitions
6.8.2. The Pillars
6.8.3. Objectives
6.8.4. The Purchase Decision Process and Types of Purchases
6.8.5. Outside

6.8.5.1. Facade
6.8.5.2. Identity
6.8.5.3. Door
6.8.5.4. Showcase

6.8.6. Inside

6.8.6.1. Assortment
6.8.6.2. Space Layout

6.8.7. Inventory Management
6.8.8. Animation at the Point of Sale

6.8.8.1. External
6.8.8.2. Internal
6.8.8.3. PLV
6.8.8.4. Promotions

6.9. Digital Marketing in Veterinary Centers

6.9.1. General Aspects
6.9.2. ROPO Effect
6.9.3. Blending Marketing: Offline y Online
6.9.4. Web Pages for a Veterinary Center
6.9.5. Social Networks Applied to Veterinary Centers

6.9.5.1. Facebook
6.9.5.2. Twitter
6.9.5.3. Instagram
6.9.5.4. YouTube Channel

6.9.6. Email Marketing
6.9.7. Instant Messaging Tools

6.10. Loyalty Tools for Veterinary Center Customers

6.10.1. Not All Customers Have the Same Value
6.10.2. Health Plan
6.10.3. Preventive Health Campaigns
6.10.4. Veterinary Insurance
6.10.5. Point Accumulation Systems
6.10.6. Discount Coupons
6.10.7. Others

Module 7. Human Resources Management in Veterinary Centers

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

7.1.1. Equipment Size
7.1.2. Competencies and Talent
7.1.3. Roles, Responsibilities and Tasks

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

7.2.1. Job Analysis and Description
7.2.2. Job Objectives
7.2.3. Organization Chart

7.3. Selection Process in a Veterinary Center I

7.3.1. Profiles
7.3.2. Job Offer Design
7.3.3. Receipt and Selection of Resumes

7.4. Selection Process in a Veterinary Center II

7.4.1. Résumé Reading: Detection of Competencies, References, etc.
7.4.2. Sample Job Interview, Key Questions
7.4.3. Communication with Candidates

7.5. Recruiting and Hiring Employees in a Veterinary Center

7.5.1. Recruitment, Professional Categories
7.5.2. Payroll
7.5.3. Welcoming Process

7.6. Training of a Veterinary Center Team

7.6.1. Training Objectives
7.6.2. Internal and External Training
7.6.3. Evaluation and Economic Aspects of Training
7.6.4.  Career Plans

7.7. Internal Communication in a Veterinary Center

7.7.1. Effective Communication
7.7.2. Internal Communication Tools
7.7.3. Effective Meetings

7.8. Performance Evaluation of the Employees of a Veterinary Center

7.8.1. Important Concepts
7.8.2. Establishment of Indicators
7.8.3. Evaluation Models
7.8.4. Implementation
7.8.5. Relationship with Incentives

7.9. Retention of Valuable Employees in Veterinary Centers

7.9.1. Job Satisfaction
7.9.2. Motivation
7.9.3. Recognition and Rewards
7.9.4. Promotion and Advancement

7.10. Remuneration of Employees in Veterinary Centers

7.10.1. Salaries by Category
7.10.2. Fixed and Variable
7.10.3. Criteria for the Establishment of Incentives
7.10.4. Types of Incentives: Economic and Non-Economic
7.10.5. Emotional Salary

Module 8. Leadership and Management Skills Applied in Veterinary Centers

8.1. Essential Management Skills in a Veterinary Center Manager and/or Owner

8.1.1. The Address
8.1.2. Decision Making
8.1.3. Resolving Capacity
8.1.4. Flexibility
8.1.5. Self-Knowledge
8.1.6. Assertiveness
8.1.7. Communication
8.1.8. Emotional Intelligence

8.2. Leadership Applied to Veterinary Centers

8.2.1. Characteristics of the Leader
8.2.2. Benefits of Leadership
8.2.3. Leader Exercises
8.2.4. Delegation

8.2.4.1. Delegation Strategy
8.2.4.2. Task Selection
8.2.4.3. Qualification Process

8.2.5. Motivational Interviews with Employees

8.2.5.1. GROW/MAPA Method

8.3. Negotiation for the Veterinary Center Manager

8.3.1. Negotiator Skills
8.3.2. Types and Styles of Negotiation
8.3.3. Negotiation Stages

8.3.3.1. Preparation
8.3.3.2. Discussion and Argumentation
8.3.3.3. Proposal
8.3.3.4. Exchange
8.3.3.5. Closure
8.3.3.6. Monitoring

8.3.4. Negotiation Tactics and Techniques
8.3.5. Strategies

8.4. The Time Management of a Veterinary Center Manager

8.4.1. Slow Down, Reflect, Analyze and Decide
8.4.2. Inner Knowledge
8.4.3. How to Prioritize 
8.4.4. Act
8.4.5. Planning and Organizing
8.4.6. Time Thieves

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

8.5.1. Self-confidence
8.5.2. Trusting Others
8.5.3. Constructive Self-Criticism
8.5.4. Respect and Responsibility
8.5.5. Honesty
8.5.6. Trial and Error

8.6. Productivity Management for Veterinary Center Managers

8.6.1. Productivity Thieves
8.6.2. The Getting Things Done® method (GTD)

8.6.2.1. Fundamentals
8.6.2.2. Collect or Capture
8.6.2.3. Process or Clarify
8.6.2.4. Organize
8.6.2.5. Check
8.6.2.6. Do

8.7. High-performance Professional Teams in Veterinary Centers

8.7.1. Working Groups
8.7.2. Characteristics of Professional Equipment
8.7.3. Benefits of High Performance Professional Teams
8.7.4. Practical Examples

8.8. Identification and Resolution of Internal Conflicts in Veterinary Centers

8.8.1. The Method of the Five Dysfunctions of Professional Teams

8.8.1.1. Lack of Trust
8.8.1.2. Fear of Conflict
8.8.1.3. Lack of Commitment
8.8.1.4. Avoidance of Liability
8.8.1.5. Disinterest in Results

8.8.2. Causes of Failure in Professional Teams

8.9. Prevention of Internal Toxicity in Veterinary Centers

8.9.1. Organizational Health
8.9.2. Preventive Measures

8.9.2.1. Creating a Cohesive Leadership Team
8.9.2.2. Creating Clarity Within the Organization
8.9.2.3. Overcommunicating Clarity
8.9.2.4. Reinforcing Clarity

8.10. Change Management in the Management of Veterinary Centers

8.10.1. Belief Audit
8.10.2. Character Development
8.10.3. Actions for Change

Module 9. Production Processes in Veterinary Centers

9.1. Introduction to Production Processes in Veterinary Centers

9.1.1. Concept of Business Process
9.1.2. Introduction to Business Processes
9.1.3. Graphical Representation of Processes
9.1.4. Standardization of Processes
9.1.5. Practical Examples of Processes in Veterinary Centers

9.2. Analysis of the Production Processes of Veterinary Centers.

9.2.1. Process Management System
9.2.2. Measurement, Analysis and Improvement of Business Processes
9.2.3. Characteristics of a Well-Directed and Managed Process

9.3. Business Productivity in the Veterinary Health Care Industry

9.3.1. Focus on Key Objectives
9.3.2. Added Value Generated for the Customer
9.3.3. Analysis of the Value Provided by the Processes
9.3.4. Competitiveness
9.3.5. Productivity. Loss and Improvement Analysis

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

9.4.1. Traditional Mass Management
9.4.2. Management Based on the Lean Model
9.4.3. Management Based on an Improved Traditional Model

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

9.5.1. Basic Principles and Characteristics
9.5.2. Flow of Activities
9.5.3. Pull System
9.5.4. Flow– Pull
9.5.5. Continuous Improvement

9.6. Waste in a Production Model Applied to Veterinary Centers

9.6.1. Waste or Change
9.6.2. Types of Waste
9.6.3. Causes of Waste
9.6.4. Waste Disposal

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

9.7.1. Process Conditioning
9.7.2. Balanced and Flexible Pull Flow
9.7.3. Transition from a Traditional Model to Lean Implementation
9.7.4. First Stage: Establishment of Regular and Uninterrupted Flow

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

9.8.1. Second Stage: Consolidating the Flow, Eliminating Waste, Ensuring Quality and Standardizing Operations
9.8.2. Third Stage: Establishment of the Pull Flow
9.8.3. Fourth Stage: Production Rate Flexibility

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

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

9.10. Lean Implementation Tools for Veterinary Centers

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

Module 10. Legal Aspects and Administration in Veterinary Centers

10.1. Legal Forms of Companies in the Veterinary Health Center Sector

10.1.1. According to the Type of Liability
10.1.2. According to the Number of Members
10.1.3. According to Capital Stock

10.2. Data Protection in a Veterinary Center

10.2.1. Action Protocols
10.2.2. Data Processing Protocols
10.2.3. Registration of Activities
10.2.4. Regulatory Reports
10.2.5. The Data Controller

10.3. Occupational Health in Veterinary Centers

10.3.1. Psychosocial Risks
10.3.2. Ergonomic Risks
10.3.3. Biological Hazards
10.3.4. Chemical Hazards
10.3.5. Physical Risks
10.3.6. Health and Safety

10.4. Veterinary Professional Ethics and Deontology

10.4.1. Code of Ethical Values
10.4.2. Fundamental Principles in Ethics
10.4.3. Professional Responsibilities
10.4.4. Animal Welfare and Abuse

10.5. Civil Liability in the Exercise of the Activity in Veterinary Health Centers

10.5.1. Concept
10.5.2. Civil Liability Assumptions of the Veterinarian
10.5.3. Liability for Fault or Negligence
10.5.4. The Civil Procedure

10.6. Management of Debts and Unpaid Debts in Veterinary Centers

10.6.1. Debt Acknowledgment Documents
10.6.2. Deferrals and Financing of Collections
10.6.3. Communication with Debtors
10.6.4. Payment Order Lawsuits

10.7. Purchasing Management in Veterinary Centers

10.7.1. Budgets
10.7.2. Payment Management
10.7.3. Financing and Payment Deferrals

10.8. Telephone Communication with Customers of Veterinary Centers

10.8.1. Telephone Communication Protocols
10.8.2. Communication With Client
10.8.3. Internal Communication and Call Logs

Module 11. Leadership, Ethics and Social Responsibility in Companies

11.1. Globalization and Governance

11.1.1. Governance and Corporate Governance
11.1.2. The Fundamentals of Corporate Governance in Companies
11.1.3. The Role of the Board of Directors in  the Corporate Governance Framework

11.2. Cross Cultural Management

11.2.1. Cross Cultural Management Concept
11.2.2. Contributions to Knowledge of National Cultures
11.2.3. Diversity Management

11.3. Sustainability

11.3.1. Sustainability and Sustainable Development
11.3.2. The 2030 Agenda
11.3.3. Sustainable Companies

11.4. Corporate Social Responsibility

11.4.1. International Dimensions of Corporate Social Responsibility
11.4.2. Implementing Corporate Social Responsibility
11.4.3. The Impact and Measurement of Corporate Social Responsibility

11.5. Responsible Management Systems and Tools

11.5.1. CSR: Corporate Social Responsibility
11.5.2. Essential Aspects for Implementing a Responsible Management Strategy
11.5.3. Steps for the Implementation of a Corporate Social Responsibility Management System
11.5.4. CSR Tools and Standards

11.6. Multinationals and Human Rights

11.6.1. Globalization, Multinational Companies and Human Rights
11.6.2. Multinational Corporations and International Law
11.6.3. Legal Instruments for Multinationals in the Area of Human Rights

11.7. Legal Environment and Corporate Governance

11.7.1. International Rules on Importation and Exportation
11.7.2. Intellectual and Industrial Property
11.7.3. International Labor Law

Module 12. People and Talent Management

12.1. Strategic People Management

12.1.1. Strategic Human Resources Management
12.1.2. Strategic People Management

12.2. Human Resources Management by Competencies

12.2.1. Analysis of the Potential
12.2.2. Remuneration Policy
12.2.3. Career/Succession Planning

12.3. Innovation in Talent and People Management

12.3.1. Strategic Talent Management Models
12.3.2. Talent Identification, Training and Development
12.3.3. Loyalty and Retention
12.3.4. Proactivity and Innovation

12.4. Motivation

12.4.1. The Nature of Motivation
12.4.2. Expectations Theory
12.4.3. Needs Theory
12.4.4. Motivation and Financial Compensation

12.5. Executive Communication

12.5.1. Internal and External Communication in the Corporate Environment
12.5.2. Communication Departments
12.5.3. The Person in Charge of Communication of the Company The Profile of the Dircom

12.6. Productivity, Attraction, Retention and Activation of Talent

12.6.1. Productivity
12.6.2. Talent Attraction and Retention Levers

Module 13. Executive Management 

13.1. General Management

13.1.1. The Concept of General Management
13.1.2. The Role of the CEO
13.1.3. The CEO and their Responsibilities
13.1.4. Transforming the Work of Management

13.2. Manager Functions: Organizational Culture and Approaches

13.2.1. Manager Functions: Organizational Culture and Approaches

13.3. Operations Management

13.3.1. The Importance of Management
13.3.2. Value Chain
13.3.3. Quality Management

13.4. Public Speaking and Spokesperson Education

13.4.1. Interpersonal Communication
13.4.2. Communication Skills and Influence
13.4.3. Communication Barriers

13.5. Personal and Organizational Communications Tools

13.5.1. Interpersonal Communication
13.5.2. Interpersonal Communication Tools
13.5.3. Communication in the Organization
13.5.4. Tools in the Organization

13.6. Communication in Crisis Situations

13.6.1. Crisis
13.6.2. Phases of the Crisis
13.6.3. Messages: Contents and Moments

13.7. Preparation of a Crisis Plan

13.7.1. Analysis of Possible Problems
13.7.2. Planning
13.7.3. Adequacy of Personnel

13.8. Emotional Intelligence

13.8.1. Emotional Intelligence and Communication
13.8.2. Assertiveness, Empathy, and Active Listening
13.8.3. Self-Esteem and Emotional Communication

13.9. Personal Branding

13.9.1. Strategies for Personal Brand Development
13.9.2. Personal Branding Laws
13.9.3. Tools for Creating Personal Brands

Make the most of this opportunity to surround yourself with expert professionals and learn from their work methodology"