Veterinary Center Management, in an intensive and efficient Postgraduate Diploma of high professional standards"

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

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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... 

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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.    

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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 Postgraduate diploma in Veterinary Center Management will allow the student to acquire the knowledge and skills that are specific to this area of action, and the practical application of these, in a stimulating and effective work environment 

Turn knowledge into real skills and start acting as an expert in Veterinary Center Management"

Syllabus

This is one of the most complete programs on the market in Veterinary Center Management, as it invites business professionals to take an exhaustive review of the most relevant aspects of the sector at an economic and financial level, while also improving their management skills.

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

Its content is designed to promote the development of skills that enable more rigorous decision making in uncertain environments. Throughout these months of studying, the student will analyze a multitude of practical cases through individual work. It is, therefore, a real immersion in real situations .  

If the student wants to improve their skills, achieve a positive change at a professional level, interact with the best through an interesting online universe and belong to the new generation of professionals, able to develop their work anywhere in the world, this is the path for them.

This program takes place over 6 months and is delivered entirely online:

Module 1. The Economic Sector of Veterinary Health Centers
Module 2. Finance Applied to Veterinary Centers
Module 3. The Business Plan Applied to Veterinary Centers
Module 4. Leadership and Management Skills Applied in Veterinary Centers 

Where, When and How is it Taught?

TECH offers the possibility of developing this Postgraduate diploma in Veterinary Center Management completely online. Over the course of 6 months, you will be able to access all the contents of this program at any time, allowing you to self-manage your 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. Companion Animals and the Healthy Development of Children
1.1.3. Companion Animals and Healthy Aging
1.1.4. Companion Animals and the Benefits for Community Coexistence
1.1.5. Animal Abuse and Its Connection to Domestic Violence
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. Sustainable Development Goals (SDG) and 2030 Agenda
1.2.4. Challenges for the Veterinary Services Company

1.3. The Companion Animal Market

1.3.1. Industry, Retail and Distribution
1.3.2. Services

1.3.2.1. Veterinary Clinical 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 Healthcare Services
1.4.3. Public-Private Collaboration

1.5. Macro-Economics Situation the Clinical Veterinary Sector

1.5.1. Sectoral Socio-Economic Situation
1.5.2. Sectoral Work Situation

1.6. The Digital Health Veterinary Sector

1.6.1. Digitalization of the Veterinary Sector
1.6.2. Factors and Digital Tools That Will Facilitate Change
1.6.3. Factors that Slow 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 Veterinary Clinic 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 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's 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 Sensibilities
1.10.2. Customer with New Petitions and Needs
1.10.3. New Challenges in Public Health
1.10.4. New Forms of Communication

Module 2. Finance Applied to Veterinary Centers

2.1. Expenses and Income at a Veterinary Center

2.1.1. Fixed Costs
2.1.2. Variable Costs
2.1.3. Direct Costs
2.1.4. Indirect Costs
2.1.5. Income from Services
2.1.6. Income from Product Sales
2.1.7. Gross Margin
2.1.8. Net Margin
2.1.9. Margin on Purchase
2.1.10. Margin on Sales

2.2. The Income Statement of a Veterinary Center

2.2.1. EBITDA
2.2.2. EBIT or BAII
2.2.3. Rentability
2.2.4. Productivity
2.2.5. Net Result

2.3. Warehouse Stock Management in a Veterinary Center

2.3.1. Sales Costs
2.3.2. Characteristics of Stock Management System
2.3.3. Procurement and Stock Control
2.3.4. Stock Alert Point
2.3.5. Safety Stock
2.3.6. Ordering Point
2.3.7. Stock Rotation

2.4. Sales Ratios in a Veterinary Center The Point of Breakeven

2.4.1. Main Practical Key Figures in a Veterinary Center

2.4.1.1. Frequency of Transaction
2.4.1.2. Average Transaction Amount
2.4.1.3. Average Spending per Customer
2.4.1.4. Number of Daily Transactions
2.4.1.5. Number of Transactions per Year

2.4.2. Breakeven Point Concept
2.4.3. Prospective Breakeven Calculation
2.4.4. Retrospective Breakeven Calculation

2.5. Analysis of the Cost of Services in a Veterinary Center Technological Inversions

2.5.1. Fundamentals of Cost Analysis in Veterinary Centers

2.5.1.1. Veterinary Practice Cost Analysis
2.5.1.2. Cost Analysis of Other Professional Services

2.5.2. Calculating the Profitability of a Technology Investment

2.6. Treasury Control and Budget Management in Veterinary Centers

2.6.1. Fundamentals of Treasury Control
2.6.2. Tools for Treasury Control
2.6.3. Fundamentals of Budget Management
2.6.4. Tools for Budget Management

2.7. Economic Valuation of a Veterinary Center

2.7.1. Fundamentals for the Economic Valuation of a Veterinary Center
2.7.2. Methodology for the Valuation of a Veterinary Center
2.7.3. Goodwill

2.8. Key Management Indicators in Veterinary Centers

2.8.1. Concepts
2.8.2. Basic Information
2.8.3. Most Frequent Indicators in Veterinary Centers
2.8.4. Basic Indicators of Human Resources
2.8.5. Basic Indicators of Customer Service Quality
2.8.6. Selection of Key Management Indicators

2.9. The Financial Scorecard Applied to Veterinary Centers

2.9.1. Fundamentals of the Financial Scorecard
2.9.2. Trend Analysis and Comparisons between Periods
2.9.3. Control Panel Operation
2.9.4. Interpretation of Scorecard Results

2.10. The Balance Sheet of a Veterinary Center

2.10.1. Concept
2.10.2. Structure of a Balance Sheet
2.10.3. Structure of the Balance Sheet
2.10.4. Asset Valuation
2.10.5. Balance Sheet and Income Statement Diagnosis
2.10.6. Balance Sheet Analysis
2.10.7. Study of the Most Interesting Ratios of a Balance Sheet
2.10.8. Dynamic Equity Analysis
2.10.9. Income Statement Analysis
2.10.10. Indicators of Income Statement

Module 3. The Business Plan Applied to Veterinary Centers

3.1. The Business Plan in Veterinary Centers

3.1.1. Planning and Control: Two Sides of the Same Coin
3.1.2. Why Have a Plan?
3.1.3. Who Should Do It?
3.1.4. When to Do It
3.1.5. How to Do It
3.1.6. Does It Have to Be in Writing?
3.1.7. Questions That Need to Be Answered
3.1.8. Sections of the Business Plan

3.2. External Analysis I: The Veterinary Center Environment

3.2.1. What Should It Contain?
3.2.2. Political Environment
3.2.3. Economic Environment
3.2.4. Social Environment
3.2.5. Technological Environment
3.2.6. Ecological Environment
3.2.7. Legal environment

3.3. External Analysis II: Competitive Environment Applied to the Veterinary Industry

3.3.1. Customers:
3.3.2. Competition
3.3.3. Suppliers
3.3.4. Others.

3.4. Internal Analysis of a Veterinary Center

3.4.1. Facilities and Equipment
3.4.2. Personal
3.4.3. Income/Expenses
3.4.4. Customers:
3.4.5. Prices
3.4.6. Services
3.4.7. Communication with Customers
3.4.8. Training
3.4.9. Suppliers
3.4.10. Competition

3.5. DAFO and CAME Analysis Applied to Veterinary Centers

3.5.1. Weaknesses
3.5.2. Strengths
3.5.3. Threats
3.5.4. Opportunities
3.5.5. Correct
3.5.6. Tackle
3.5.7. Maintain
3.5.8. Exploit

3.6. Objectives of Veterinary Centers as Companies

3.6.1. What Are They?
3.6.2. Features: SMART
3.6.3. Types

3.7. Business Strategies in Veterinary Centers

3.7.1. The 7 Ps of Service Marketing
3.7.2. Product-Service
3.7.3. Price
3.7.4. Distribution
3.7.5. Communication
3.7.6. Person
3.7.7. Current Procedures
3.7.8. Test

3.8. Action Plan for the Strategy of a Veterinary Center

3.8.1. What Does it Consist of?
3.8.2. How to Develop a Strategy
3.8.3. What Should Be Taken into Consideration for Each Action
3.8.4. Prioritization of Actions Based on Business Importance
3.8.5. Calendar

3.9. Control and Follow-Up Plan for the Business Plan of a Veterinary Center

3.9.1. Planning and Control
3.9.2. What Does It Consist Of and Why It Is Important?
3.9.3. Who and How to Control
3.9.4. Indicator Based Control
3.9.5. Decision-Making

3.10. Contingency Plan Applied to a Veterinary Center's Business Plan

3.10.1. What Is It and What Is It For?
3.10.2. How to Do It?
3.10.3. How to Use It?

Module 4. Leadership and Management Skills Applied in Veterinary Centers

4.1. Essential Managerial Skills for a Veterinary Center Manager and/or Owner

4.1.1. Management
4.1.2. Decision Making
4.1.3. Resolution Capacity
4.1.4. Flexibility.
4.1.5. Self-Knowledge
4.1.6. Assertiveness
4.1.7. Communication
4.1.8. Emotional Intelligence

4.2. Leadership Applied to Veterinary Centers

4.2.1. Leader Characteristics
4.2.2. Benefits of Leadership
4.2.3. Leader Exercises
4.2.4. Delegation

4.2.4.1. Delegation Strategy
4.2.4.2. Chore Choosing
4.2.4.3. Enabling Process

4.2.5. Motivational Interviews with Employees

4.2.5.1. GROW/MAP Method

4.3. Negotiation for the Veterinary Center Manager

4.3.1. Skills of the Negotiator
4.3.2. Types and Styles of Negotiation
4.3.3. Stages of Negotiation

4.3.3.1. Preparation
4.3.3.2. Discussion and Argumentation
4.3.3.3. Proposal
4.3.3.4. Exchange
4.3.3.5. Closure
4.3.3.6. Monitoring

4.3.4. Negotiation Tactics and Techniques
4.3.5. Strategies

4.4. The Time Management of a Veterinary Center Manager

4.4.1. Slow Down, Reflect, Analyze, and Decide
4.4.2. Inside Knowledge
4.4.3. How to Prioritize
4.4.4. Act
4.4.5. Planning and Organizing
4.4.6. Time Thieves

4.5. How to Build Trust in the Employees of a Veterinary Center

4.5.1. Self-Confidence
4.5.2. Trust in Others
4.5.3. Constructive Self-Criticism
4.5.4. Respect and Responsibility
4.5.5. Honesty
4.5.6. Trial/Error

4.6. Productivity Management for Veterinary Center Managers

4.6.1. Productivity Thieves
4.6.2. Getting Things Done® (GTD) Method

4.6.2.1. Fundamentals
4.6.2.2. Collect or Capture
4.6.2.3. Process or Clear
4.6.2.4. Organize
4.6.2.5. Revise
4.6.2.6. Do

4.7. High-Performance Professional Teams in Veterinary Centers

4.7.1. Work Groups
4.7.2. Characteristics of Professional Teams
4.7.3. Benefits of High-Performance Professional Teams
4.7.4. Practical Examples

4.8. Identification and Resolution of Internal Conflicts in Veterinary Centers

4.8.1. The Method of the Five Dysfunctions of Professional Teams

4.8.1.1. Lack of Trust
4.8.1.2. Fear of Conflict
4.8.1.3. Lack of Commitment
4.8.1.4. Avoidance of Liability
4.8.1.5. Disinterest of the Results

4.8.2. Causes of Failure in Professional Teams

4.9. Prevention of Internal Toxicity in Veterinary Centers

4.9.1. Organizational Health
4.9.2. Preventive Measures

4.9.2.1. Creating a Cohesive Leadership Team
4.9.2.2. Creating Clarity within the Organization
4.9.2.3. Overcommunicating Clarity
4.9.2.4. Reinforce Clarity

4.10. Change Management in Veterinary Center Management

4.10.1. Belief Audit
4.10.2. Character Development
4.10.3. Actions of Change

A unique, key, and decisive educational experience to boost your professional development and make the definitive leap"