Business

Animal shelters in army towns say they're feeling the pinch as U.S. soldiers ship out to the wars in Iraq and Afghanistan.

When a prospective client calls to ask how much I charge for a standard visit, my receptionist explains that my fees vary depending on the nature of the visit. I suspect this answer is driving away clients who are comparing fees as they search for a new veterinarian. Should my receptionist be more specific?

Identity crises are for other people. I am what I am. I'm a veterinarian and proud to wear that title.

I will be receiving a retirement plan distribution when I change jobs. I intend to roll it over to my new employer's plan and have been told that such a rollover will avoid a 20 percent withholding tax.

Apply these five strategies to make the most of your relationship with horse owners who think they know it all.

Show off your new building or renovation by hosting an open house.

There's more to a good site than the right location. Here's a look at the other factors you need to consider.

Learn from these examples and avoid traffic snarls in your new practice.

Use these resources to prepare for your building project.

Learn how to build a winning hospital from start to finish with this advice from Veterinary Economics Editorial Advisory Board members and Hospital Design Competition winners.

Your banker wants to know whether you're a good risk-and you want to know you're getting a reasonable deal. Use these tips to balance the equation.

Consider these important steps to improve communication at staff meetings, or help resolve conflicts.

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Domineering management styles can force the best employees out the door

Efficient workflow requires immediate attention, organization

If an indoor cat has a low-protein, high-carbohydrate diet and nothing to do, the inevitable will ensue.

Since 1997, approximately 27 million adults in the United States have become victims of identity theft according to the Federal Trade Commission. To minimize your risk—and the risk to your team members and clients—follow these cautionary steps at your practice:

I read in a past issue about an equine practitioner who requires payment when services are rendered. I'd love to do that, but my clients expect me to bill them. How can I change my system this late in the game?

Using a laparoscopic technique to perform ovariohysterectomy, cryptorchidectomy, and exploratory laparotomy with abdominal biopsy, and using thoracoscopy to perform thoracic exploratory means less pain and quicker recovery time for patients. And for Dr. Rex Bailey, owner of Michigan City Animal Hospital in Michigan City, Ind., laparoscopic services mean better pet care, happier clients, more rewarding work for himself, and good news for his business.

Even veterinarians sometimes overlook the power of the love and support pets provide. But now and then you may get an important reminder that a pet can lend hope and support healing—just as this veterinary student did.

A new client makes inappropriate comments to one of my employees. She asked him to stop, but he hasn't. Should I dismiss the client?

By 2010, almost 40 million Americans will be 65 years old or older. Are you prepared to meet the needs of these clients?

This doctor spent nearly 15 years planning his addition and renovation. Along the way, he learned to expect pitfalls, use long-lasting materials, and dream big.

When you remove barriers, you're free to realize your true potential.

Acres Animal Hospital in Dartmouth, Nova Scotia, has found a way to help both the practice and its clients see green.

I'd wanted to be a veterinarian since I was 7 years old, but after 12 years in practice, I didn't know if I could stand another day. I was frustrated, tired, and worn out by the constant stresses of practice, including staffing headaches, client turnover, and financial strains. And those stresses were having a profoundly negative influence on my personal life, too.

The day you become an owner is the day you should start planning to sell. Here's why-and a look at what to consider.

E-mails you send to clients to inform them of new offerings or to update them on practice happenings could be considered spam under the Controlling the Assault of Non-Solicited Pornography and Marketing Act (CAN-SPAM). To stay on the right side of the law, follow these guidelines, set forth in the CAN-SPAM Act, for commercial e-mails to existing and potential clients:

I own a feline-exclusive practice. Our prices are comparable to others in the area, except for our physical exam, which is $6 to $14 lower than most of my colleagues'. I've been thinking of raising it by $6 or $8, but several members of my team think our lower-priced office visit gets clients in the door. Once they're here, they rarely decline any additional recommended services. My team feels that without the enticing exam price, potential clients might be tempted to go elsewhere. What should I do?

Is it possible for a start-up to be profitable from the beginning? If so, how?