We offer you the most comprehensive training on the market to bring the business management side of your veterinary center to the same level as the clinical and sanitary practice, offering your clients the highest quality in both services"

The veterinary health centers industry has undergone significant structural and paradigmatic changes since the end of the 20th century. These changes have been occurring at breakneck speed over the last decade, catalyzed by the changing context brought about by the last two major crises, the financial crisis of 2008 and the more recent health crisis.

The reality is that the companies in this sector do not have a professional structure outside the veterinary clinical practice, which greatly hinders their growth despite their enormous potential, since keeping pets as companion animals, closely linked to the family nucleus, is an ever-increasing trend in today's society. While it is true that the level of medical and surgical practice performed in these centers is increasingly higher and better, reaching excellence in many cases, in the case of business management it has not been developed professionally to the same extent.

The lack of university specialization in business management in the Veterinary Degree has a great influence on the lack of awareness of the future entrepreneur when it comes to professionally managing a veterinary center, prioritizing, in reality, the medical and surgical practice instead.

The Professional master’s degree in Veterinary Center Management and Administration develops the implementation of business management practices in these facilities in order to improve business profitability. Business management is a discipline with great transversality, encompassing specialties such as finance and marketing, which, although they may seem different, have multiple connections with each other, which become evident when studying these aspects in depth. Throughout the course of the Postgraduate Master's Degree, numerous practical cases are extrapolated from real situations occurring in companies in the sector, so that the veterinary professional can approach them by following the work methodology proposed throughout the course.

At present, one of the main problems affecting continuing postgraduate specialization is its compatibility with work and personal life. Current professional demands make it difficult to provide quality, specialized training in person, so the online format will allow students to combine this specialized training with their daily professional practice. 

Immerse yourself in this high quality educational training, which will enable you to face the future challenges of Veterinary Center Management and Administration ”

This Professional master’s degree in Veterinary Center Management and Administration  contains the most complete and up-to-date scientific program on the market. The most outstanding characteristics of this program are:

• The development of case studies presented by experts in the management and administration of veterinary centers
• The graphic, schematic, and practical contents with which they are created, provide scientific and practical information on the disciplines that are essential for professional development
• Latest innovations on the management and administration of veterinary centers
• Practical exercises where the self-assessment process can be carried out to improve learning
• Special emphasis on innovative methodologies for the management and administration of veterinary centers
• Theoretical lessons, questions to the expert, debate forums on controversial topics, and individual reflection work
• Content that is accessible from any fixed or portable device with an Internet connection

This Professional master’s degree is the best investment you can make when selecting a refresher program to update your knowledge in Veterinary Center Management and Administration "

Its teaching staff includes professionals belonging to the field of Veterinary Center Management and Administration , who bring to this training the experience of their work, as well as renowned specialists from reference societies and prestigious universities.

The multimedia content, developed with the latest educational technology, will provide the professional with situated and contextual learning, i.e., a simulated environment that will provide immersive learning programmed to train in real situations.

This program is designed around Problem-Based Learning, whereby the specialist must try to solve the different professional practice situations that arise throughout the program. For this purpose, the professional will be assisted by an innovative interactive video system created by renowned and experienced experts in Veterinary Center Management and Administration .

This program comes with the best educational material, providing you with a contextual approach that will facilitate your learning"

This 100% online Professional master’s degree will allow you to combine your studies with your professional work while increasing your knowledge in this field"

The structure of the contents has been designed by the best professionals in the Veterinary Center Management and Administration sector, with extensive experience and recognized prestige in the profession, backed by the volume of cases reviewed and studied, and with a broad command of new technologies.

We have the most complete and up-to-date scientific program on the market. We strive for excellence and for you to achieve it too"

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 Associationalism: 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 P's 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. Stock Rotation

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 Strategic 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 Charge for Everything and What to Do Otherwise

6.5. Communication with the Customer 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. 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 and 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. E-mail 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. Team 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 Positions Analysis and Description
7.2.2. Job Position 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. Reading Resumes: Detecting Skills, References
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

7.6.3.1. 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. Direction
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. Pulling 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, Waste the 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 Clients of Veterinary Centers

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

This training will allow you to advance in your career comfortably"