Client retention For years it has been known that customer retention was a cheaper option than acquisition. Early research suggested it cost
10 times more to acquire a new customer (than to retain a current customer). Most practices, and thus owners, are looking for new clients. This is especially evident when a client appears with paperwork
in hand from a nearby colleague and the client is unhappy with your colleague's approach for whatever reason. All of a sudden the veterinarian becomes super-vet and is willing to bend over backwards and explain each little nuance of
the patient's condition — all in an attempt to welcome these nomads into the practice and justify their new choice in veterinary
care. But this is not a particularly good business model.A better approach is retention of current customers. Our clients can be very loyal but more often than not the majority are
looking for convenience and fast and efficient service. How else can you explain the kind of morning our fictitious Dr. Brooks experienced (and that each of us has experienced from
time to time)? Our customers are just like us. When we leave our practices, we are looking for the shortest line at the fast-food store and
someone who will quickly and efficiently answer our questions when we are in a hurry (which is most of the time). We are they.
Is the client always right? Of course not, but they are still the client. They still pay the bills. The best approach is to try to create client satisfaction and retain your sanity. Client satisfaction can only come by meeting their needs. In today's world you meet client needs by being available and providing
as many services as you can ethically provide. This means being open, having product and services when the client needs them. High-quality, 24-hour veterinary care is beyond the ability of almost every soloist. Therein lies the rub. In other words,
your good clients want you to take as much time off from your practice as you need. Just don't do it when their pet is sick. Takeaway lesson for the 21st Century In the long run, to have a long run you must hire an associate and create systems. Then you will be able to create more convenience for your clients. Otherwise
you will just watch it all die a slow death. Dr. Lane is a graduate of the University of Illinois. He owns and manages two practices in southern Illinois. Dr. Lane completed
a master's degree in agricultural economics in 1996. He is a speaker and author of numerous practice-management articles.
He also offers a broad range of consulting services. Dr. Lane can be reached at david.lane@mchsi.com
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