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InFocus

Relationships with technology vendors

JAMES BARNES discusses the importance of trust – and how to achieve it

REGARDLESS of industry type,
most business owners share a
common perspective: investment in
business management technology is
a critical decision with long-lasting
implications.

The initial and ongoing financial
cost and time investment is
significant. The right
technology can help
the business flourish
and grow over the
years; the wrong
choice can impede
business success, harm
client relationships –
and drive your staff
crazy!

Consequently, the
selection of both the
right system and the
right relationship with
your business
technology vendor is critical, and at the
centre of any positive relationship is
one indispensible factor: trust.

To underscore this fact, a 2010
survey of reasons why financial
institutions leave their current system
could apply across many industries,
including veterinary practices.

The top three drivers cited were:

  1. lack of confidence in the system;
  2. poor, unresponsive vendor support; and
  3. mistrust in the vendor (source:
    bankingonline.com).

Fortunately, there are a number of
practical tips veterinary owners and
practice managers can employ to ensure
your practice selects the right system
with a vendor you can trust and truly
partner with over time.

Before contacting any vendor:

  • Understand your success destination
    and what it takes to get there. This may
    seem self-evident, but it’s a critical first
    step that is not always properly taken.
    Consider the trends and challenges you
    see taking place in the veterinary
    profession and which elements of your
    business are most critical to your long-
    term success. Do you want to focus
    more on building current client
    relationships or attracting new clients?
    Are there specialty areas you want to
    expand, such as dental or behavioural services?
  • Determine your budget and, if needed, consult with veterinary financial
    service professionals about investment
    options.
  • Consider contacting a respected
    veterinary consultant to advise you on which vendors to
    consider and why.
  • Pre-screen vendor
    history and software
    approach. Beware of
    “new” vendors with
    little experience in
    veterinary business
    system development –
    experience and
    longevity count. Also
    avoid “bundled”
    software, where a
    number of capabilities
    are presented as part
    of one package. Why? Because the bundle may contain capabilities you don’t need
    or want. Instead, seek out vendors
    whose systems are truly modular. These
    vendors can create a custom approach
    to your system that ensures your budget
    is put to best use only on the features
    and functions you need. Through your
    ongoing relationship with the vendor,
    you can add other modules as your
    practice needs change over time.

Vendor discussion and negotiation

Once you’ve narrowed the field to
those top vendors you’d like to vet
further, consider the following.

  • Be willing to be open. There is a
    natural inclination when making any
    major purchase to hold back on sharing
    information, for fear a potential vendor
    may try to take control of the
    negotiating process. In other words,
    vendor mistrust can creep into the
    process from the beginning. However,
    there is a high price to be paid for
    withholding information from potential
    vendors. A business management
    system should be the foundation of
    your daily workflow over a minimum of
    six to 10 years. In order for any
    potential technology business partner to
    scope the right system solution for your
    needs, they must understand in detail
    your current and anticipated challenges,
    goals and strategy. Engage them closely.
    The more they understand, the clearer
    any potential vendor can be regarding
    the right system configuration to fit
    your specific practice needs and budget.
  • Expect ongoing collaboration and
    support. Question vendors about the
    variety of ways they intend to help you
    succeed after the initial sale. How do
    they help during system
    implementation? Is their support team
    available 24/7 or only at certain hours? Are they willing to come to your site to trouble-shoot system problems? What
    continuing education do they offer so
    your entire staff can get the most out
    of your system?
  • Future capabilities. Does your vendor
    listen? Ask each vendor how many
    software releases they provide each
    year, and how they determine new
    capabilities. Any established vendor
    should show evidence that their
    software has been improved over time
    in direct response to veterinary industry
    trends and their clients’ feedback.
  • Expect proof of concept based on
    value, not simply price. Before you
    negotiate, determine success metrics.
    For example, is your goal to reduce
    missed charges by 10% or decrease
    time spent in processing client and
    patient records by 20%? Use this value
    analysis to drive the discussion with
    your vendor: ask what they can deliver
    and how their system can help meet
    goals.
  • Ask about user interaction and “free”
    services. A sign of a solid technology
    partner is one who cares enough about
    clients to spend time and resource on
    enabling valuable user interaction and
    other “free” services. Does the vendor
    provide user group meetings, seminars
    and on-line discussion boards? Do they
    provide links on their website to an
    array of information that will help you
    run your practice better? Do they offer
    free e-learning courses? All of these are
    signs of a vendor to whom client
    service and client success are high
    priorities.
  • Make a realistic analysis of finalists.
    Once you have the field of vendors and
    systems narrowed, understand that
    comparing available systems is not a
    one-to-one approach. Most systems
    vary greatly. Consider which systems
    provide “standard” features as part of
    the base system. Examine whether the
    system and the vendor offer practical
    ways to make it easier for you to run
    your practice successfully. Don’t be
    swayed by technology bells and whistles
    that you don’t need. At the same time,
    avoid unrealistic cost-saving projections.
    This is a long-term investment and your
    decisions should be influenced in part
    by that fact

After the selection, build trust
and partnership

  • Involve your selected vendor in
    building your business case. It’s natural
    for some staff to be resistant to change.
    Enlist your vendor’s help in talking with
    those staff members to determine and
    overcome their concerns.
  • Partnership is real and beneficial.
    Contract negotiations are important
    and you have no doubt insisted on
    terms that support your business

    objectives. However, remember that no
    contract will adequately cover your
    long-term goals and expectations.
    Consider your technology vendor a
    partner in your long-term success and
    build a relationship accordingly.

  • Focus on mutual success. Just as
    you’ve questioned your vendor on how
    they will help you continue to succeed
    beyond the initial transaction, you
    should practice the same in return. If
    they have a user group, become
    involved. In turn, support your vendor
    in their marketing efforts. Remember,
    your system may be in place for years
    and you’ll depend on your vendor for
    enhancements, support and education
    that will help your practice thrive. Your
    long-term success is tied to theirs.
  • Collaborate and educate. Provide
    suggestions and ideas to your vendor
    for enhancements that will improve
    their software and hardware in a real-
    world setting. In turn, take advantage of
    software updates and your vendor’s
    knowledge to put your system to
    optimal use. Remember that education
    is ongoing – consider training and
    learning a continuing process.

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