Learn how IDEXX is enhancing the lives of animals, people, and the planet.

IDEXX: Contributing to something bigger

Pet care costs have been exponentially rising, making it challenging for pet owners to access the full spectrum of veterinary care. As a result, veterinary practices should enact protocols that help tailor solutions for clients who may face economic barriers. To shed light on this topic, Rick Marrinson, DVM, spoke at the Fetch dvm360® Conference about steps that practices should take to find a compromise between client needs and affordability.

During the 2008 recession, Marrinson’spractice created a list of wellness services focused on the priority of care. This method allowed the practice to provide the most crucial care first, succeeded by other services until the client’s budget was reached. The first service provided was a comprehensive physical exam, followed by parasite detection/treatment/prevention, wellness laboratory testing, dentistry, and finally vaccines.

This manner of pinpointing a client’s best options works as the basis for creating a pet care plan now, according to Marrinson. In 2022, consumers in the United States spent $124 billion on pet care.

 Now more than ever, veterinary clinics should seek individualized plans for pet owners. These plans should include assessing local risks, relaying these risks to clients while stressing their importance, and then forming a working protocol that highlights cost. As an example, Marrinson narrows in on parasite planning to demonstrate these 3 primary steps. However, these steps may be applied to any treatment plan.

The first step, assessing local risk, plays a major role in finding the proper parasite prevention care. Since parasites vary by region, the geographical location of the client should be considered when identifying risk. The Companion Animal Parasite Council (CAPC) regularly receives parasite diagnostic data and then uses this data to map out annual parasite forecast maps.

The second step in this process is to communicate the risks from to the client with full transparency. Risks should be presented in a consumer-friendly manner and be backed up by both current and historical data.

The third and final step is to make a plan that includes recommendations that account for the client’s budget. Veterinary practices can consult the CAPC guidelines and reference materials. In case a client requires a more affordable alternative to the “perfect world” protocol, practices should partner with companies that supply effective, lower-cost parasite prevention products, Marrinson said.

By stressing accessibility for all pet owners, veterinary clinics can create comprehensive care plans that fit various budgets to find solutions for “every client, every pet, every time.”

Marrinson R. Solutions: Every Client, Every Pet, Every Time. Presented at Fetch dvm360® Xonference; Charlotte, North Carolina. March 24-26, 2023.

Ciochia A. Pet spending statistics (2023): how much do americans spend on pets? FinMasters. January 9, 2023. Accessed March 28, 2023. https://finmasters.com/pet-spending-statistics/#gref

Videos

By developing protocols, veterinary practices can support clients who may face financial obstacles in getting their pets proper care

Spectrum of care: protocols to support pet owners’ budgets

We are closing out the end of Women’s History Month with another discussion from the women's veterinary panel from our Fetch dvm360

 conference in Charlotte, North Carolina. They discussed how to find a balance in supporting women in the profession while still running a successful business and/or veterinary practice.

 It feels sometimes scary to me because I stood on the shoulders of all the women [who came before me in this profession] and my generation of women was with the generation that spoke truth to power. I was born with my fists up and I fought loudly. I don't care if I'm in a board meeting, I fight back. Now we are power. And that's what feels uncomfortable. Because how do I support the women underneath me who I mentor who I grow as doctors and as human beings and still have power and run a business?

So how do I, let's say, honor, a young veterinarian’s desire to take 6 months off with her baby, (which I honor and I support and I fought for), how do I make revenue? How do I support all the women who are making $20/hour who work for me? And I don't hear anybody talking about that. I just hear “rah, rah, let's go, let's support women,” well, no one does that more than me. But how do I do that and support all the women? How do I support women and make really hard choices as a girl boss, because that's different than being somebody's friend.

 Thankfully, with innovation, we're seeing so many different types of practice models, which I think helps with a lot of that. We've evolved as a profession, though we still have a long way to go in a lot of [other] ways. Being able to support someone that's out for 6 months, we have different ways of setting up, not only schedules, but practice types and practice approaches, which helps with that.

 I think it's an interesting dichotomy, because I don't always think about it. But even in my short time as a shareholder in our company, the younger doctors that come in, they don't want to work the same way that I worked, or had to work, or maybe just did work. I'm not sure if I was brainwashed into believing I had to work the way that I did. But they don't want that as much. There's like this work-life balance that we all discuss and talk about. And for me, it's a different definition than maybe someone 10 years younger than I am. So, I think it is a challenging [topic].

What I had to learn to do was to come to these meetings with my doctors, and to mentor them in a way that has no judgment of them, and no judgment of myself. Because I work hard, that is who I am. And I actually really love it and enjoy it and I'm not apologetic. And I also still love my family, and that's okay…. I'm mentoring women and trying to find a way to guide with empathy and without judgment.

 I think that's where our young doctors are struggling now is the boundaries of what's okay and what's not okay. And what their “okay and isn't okay” might be a little different from ours. I know where I'm willing to compromise and where I'm not…So then I also have generosity for you and where your [boundaries] are. I think that that's something that we can't overemphasize enough for people that are coming into the profession, [to state] what are your boundaries. Because otherwise you leave, right? That's what we're seeing.

 Yeah, I love that. And I also think that that goes hand in hand with setting expectations. I had silent expectations of others on my team that I didn't communicate. And then I had different expectations for myself. And then when those who needed to know [what the expectations were] it caused frustration and negativity in the air. So one of the greatest things that I think I've learned from other mentors was to be very clear with my expectations in a compassionate, generous way. But then also ask the team, what are your expectations of me? Let's put them all out on the table respectfully, and figure out where we can align.

Articles

Fetch faculty and veterinary students sat down together to discuss supporting women in the veterinary profession while still maintaining a successful business

How to support women while still running a successful business

The Vets, a mobile veterinary service offering at-home pet care, has made its way into the Raleigh market.

The company utilizes an innovative approach to deliver high-quality, stress-free veterinary services at home. It is more convenient for pet owners, and also fosters better relationships between veterinarians and the pets and their owners in a comfortable, anxiety-free atmopshere. The Vets offers a full variety of at-home treatments including wellness exams, sick care, diagnostics, and more.

“Our mission is to provide exceptional, compassionate veterinary care, and make it easier and more convenient for pet owners to access the highest level of care for their pets. Our at-home model allows us to deliver on that promise, creating a personalized, comfortable environment that prioritizes the health and happiness of pets,” stated Zach Mills, DVM, MBA, MPH, GCPH, VP of medical performance at The Vets, in a company release.

In honor of its expansion to Raleigh, The Vets is providing clients in the new service areas an exclusive discount of $50 off their first home visit. Local pet owners can use the code RALEIGH50 when scheduling an appointment on The Vets website. This limited time offer is available until June 30th, 2023.

“We are excited to bring our unique brand of pet care to the wonderful community of Raleigh,” added Lella Rafferty, CMO at The Vets. “Together with our dedicated veterinary team, we look forward to building meaningful relationships with local pet parents and providing their pets with the care and attention they deserve.”

The Vets, the at-home veterinary service, expands into Raleigh, NC. The Vets. March 27, 2023. Accessed March 31, 2023.

Second location in North Carolina and 16th market in total 

The Vets expands to Raleigh, NC

Conference in Charlotte, North Carolina, there were many celebratory moments. Among them was when 2 adorable furry friends—Ranger and Bonnie—were adopted. This couldn’t have been done without Charlotte-Mecklenburg Animal Care & Control, based in Charlotte, North Carolina, and Veterinary Innovative Partners (VIP), based in Fairfax Station, Virginia, teaming up to sponsor a Puppy Cuddle Corner featuring dogs in need of forever homes.

, Julia Conner, humane education officer at Charlotte-Mecklenburg Animal Care & Control, who represented her team at the Fetch Charlotte exhibit hall, said, “It’s always wonderful and exciting to not only watch a connection happen between dog and adopter, but to hear them say, ‘Yes we’ll adopt!’ To watch them take their new furry family member and walk off into the distance is not only gratifying, but heartwarming.”

Stephanie Duvall, senior event manager at VIP, who attended Fetch Charlotte to represent her company added, in an email to 

, "How pawsome it feels to be a part of such a happy ending."

The Puppy Cuddle Corner consisted of a 10 ft x 10 ft space; however, the organization was able to spread out on each side of the fenced area to spotlight more pups. Conner explained, “[This] allowed me to bring more dogs than I originally thought would fit that area. Two dogs the first day, 4 dogs the second day, and 3 dogs the third day.”

Ranger and Bonnie lounging in the enclosed area at the Fetch Charlotte Conference (Photo courtesy of Charlotte-Mecklenburg Animal Care & Control). 

Bonnie is a 4-month-old pit mix puppy while Ranger is a 2-year-old hound mix. Conner described Bonnie as a playful, “normal puppy doing all the puppy things,” and Ranger as a laidback, tolerant, friendly dog who reveled in the attention. Bonnie was adopted day 1 and Ranger was adopted day 2.

Conner expressed her favorite part of attending Fetch Charlotte for Charlotte-Mecklenburg Animal Care & Control was witnessing the adoptions first-hand, but also, “the exposure we get, the knowledge we get to put out there, educating about our shelter and programs, and really making good connections is a huge added bonus.” She is looking forward to returning next year.

"We are SO happy to say both Ranger AND Bonnie were adopted and are adjusting well in their new furever homes!!" Duvall concluded. 

Heartwarming adoption stories that occurred at the show 

Two pups find their forever homes while at Fetch Charlotte

interview at the Fetch Conference in Charlotte, North Carolina,  faculty member Andi Davison, BS, BA, LVT, CAPP, positive change agent with Flourish Veterinary Consulting, highlights her "3 Ps" to developing a growth mindset: perspective, praise, and path. 

The following is a partial transcript of the video.

are very, very capable of shaping and developing a mindset that will promote positivity and promote optimism and promote growth. And psychologists refer to that as a growth mindset.

In a dvm360® interview, Fetch Charlotte faculty member Andi Davison, BA, BS, LVT, CAPP, explains how to achieve this mindset 

Tools for building a growth mindset

It’s a process that every veterinary clinic owner is familiar with: signing your diagnostics contract. The company representative has explained the terms and the benefits, and pen in hand, you are ready to sign.

If you take one thing away from this, let it be this: contracts can be complicated, and contract lawyers are experts in their field. Asking a legal expert to review any contract before you sign is a smart decision. If the person asking you to sign the contract has any hesitation or pressures you to sign now, put down the pen.

Learn more about the ins and outs of diagnostic contracts from a diagnostics sales representative.

As someone who sold these contracts, I know they can be dry and boring. This is at odds with veterinarians who are generally the type of people who enjoy diverse challenges and dynamic tasks. As a result, most veterinarians are what we sales reps affectionately call “signers” rather than “readers” — once the representative explains the high notes of the contract, the veterinarian will sign without reading it. Before you scoff, consider for a moment: Did you read every page when you purchased or leased your last vehicle? Did you meticulously analyze the terms and conditions of your new phone or internet service? If you did, good for you! You should genuinely be proud of taking the time to understand the terms you are committing to. For the rest of us, let’s dig a little deeper into the 5 Ws of diagnostics contracts and the most important points to understand.

First up, let’s start with the “who” in diagnostics contract. The general assumption around many contracts is that the 

 is obligated to fulfill the terms of the contract, and the pen wielder is signing as an authorized agent of the business. If the practice sells, closes, or for any reason cannot fulfill the contract, the 

Before you make this assumption, look for something called 

 in the contract. If present, this states that the person signing the contract is responsible for fulfilling the contract and is liable for damages. Many of these contracts are transferable, so someone else can assume the contract and liabilities in case of a practice sale. However, in cases where the practice closes or experiences a marked decrease in business, the signer may find their personal assets such as savings, home, or investments at risk for any default amounts outlined in the contract.

This brings us to our second W — the “whats” of a contract. This is the deepest part of any contract, so there’s a lot here: what is the benefit of signing the contract, what is being committed to the diagnostic company, and whatis the liability?

All diagnostic contracts come with a few basic benefits for signing. Most commonly those benefits include lower negotiated prices on testing, free equipment for the practice, “points” or rebates on testing services to be applied towards diagnostic expenses with the company, or even cash up front for the business or business owner to use any way they choose. It’s worth noting that some of these incentives are clearly illegal in the human diagnostics industry for both predatory and anti-competitive reasons.

Along with the benefits of “what,”comes the commitment of what. What is the commitment required in exchange for these promised benefits? Generally, 

 is required, which means the business must send a certain dollar amount of diagnostics testing to the contracted company. For example, if a business receives heavily discounted pricing on ten tests, a 30% discount on all other tests, and a new radiology system, then in exchange, the business must spend $36,000 annually, or an average of $3,000 a month with that same diagnostics company.

Seems straightforward, right? Sometimes, but alas, frequently not. This particular what can come with layers of complications. For example, if there is 

 in the contract, that commitment suddenly becomes $36,000 a year 

 a certain percentage of the business’s total diagnostic spend, whichever is greater. If the business is spending $10,000 per month on diagnostics testing, that exclusivity clause can make the commitment 90% of $10,000, or $108,000 instead of $36,000.

; if the contract commitment is $36,000 annually for five years, it might seem logical to assume that if the business grows and spends more, the financial commitment will be satisfied once the business has spent $180,000 total ($36,000 annual x5 years). Again, this is not usually the case. The commitment is actually for $36,000 annually 

 early options once the financial commitment has been met.

 as in what happens if the clinic cannot meet all the terms of the contract? This is usually a complicated what that varies dramatically. The clinic may still be obligated to pay the remainder of the promised amount for the term of the contract. In addition, the clinic may also be required to pay back any discounts, rebates, free equipment, and cash incentives. It’s not uncommon for default amounts to reach into the tens of thousands or even hundreds of thousands of dollars. This liability is frequently the most legalese portion of the contract, and although unwinding what would be required in case of default can cause the most savvy veterinarian’s eyes to glaze over, veterinarians should keep in mind that others in their field have been sued over these defaults.

We already touched a bit on the “when,” or that contracts run for a specified length of time and are not to be terminated early even when financial obligations have been fulfilled. The not-exciting surprise tucked away in many diagnostic contracts comes in the form of 

— many contracts automatically renew as though the signer has put the pen to paper all over again even when this has most certainly not happened. When it comes to these evergreen clauses, there is no ghosting the diagnostics company. The client needs to make the breakup official and tell the diagnostics company it’s over within the specific time frame 

 communication channel laid out in the contract.

The next W: “where,” is typically a straightforward piece of the contract. Usually, the contract applies to the location named in the contract. There may be some nuances to watch out for, such as what happens if the business opens a second location? Is that included in the existing contract? However, generally the where is designed to ensure that the diagnostics company knows where to go to provide a service or ship replacement equipment.

Finally, we come to the “why” of contracts: Why would a business sign a contract? We touched on this a little bit in the what dive (lower pricing, pricing protection, equipment or cash incentives), but after veterinarians read the fine print of many contracts, the question still stands: with all of the risks, 

why would anyone put their business on the line and sign a contract?



Most veterinarians know their businesses well enough to recognize if a diagnostics contract represents a risk to their practices. Most contracts complete and many auto-renew with no issues or risk of default. Larger practices with multiple doctors have the most insulation against contract default, while smaller practices carry the most risk. With many practices being smaller, the question still stands: Why sign a contract?

Animal diagnostics contracts going forward

For many years, contracts have been the “industry standard.” It’s been difficult to not sign a contract as most diagnostic companies all but require them to do business. The pricing model for most diagnostics has been to price the tests very high and then negotiate pricing down with a contract.

However, here is where my rebellious heart finds joy. We are starting to see diagnostics contracts practices change in the veterinary space. More diagnostics companies are coming to the table with non-contracted options and pricing that does not require negotiation. Why? Because there is now competition in the market that is pushing change. Where it was once unheard of to have lower negotiated pricing without a contract, there are more veterinarians who have successfully lowered their pricing without signing any paperwork. Companies are starting to offer unique acquisition programs that bring the benefits of contracts without the risks. While the movement is slow and has been largely geographically isolated, contract-free diagnostics is starting to take hold and spread.

How do we know this new type of agreement will become more popular? Consumer demand. We have seen this in many industries before. Think of a time circa the early 2000s when cell phone companies used to only offer high prices, limited use plans, and 2-year contracts. A few companies came along that offered lower prices with no contracts and unlimited use plans, and as consumers started to gravitate towards that, large companies began offering competing programs. Consumer demand changed the cell phone industry quickly, and I suspect that in the next 5 years we will see a similar shift with veterinary diagnostics.

In your next diagnostics negotiation, I recommend being the change you want to see and giving contract-free agreements a try. Diagnostic companies want your business, and they will compete for it. Be clear and direct about what it will take to earn your business. If that means the diagnostic company must drop contract terms to earn your business, there is a high likelihood that they will meet you where you are at.

Breaking down the who, what, when, where, and why of veterinary diagnostics contracts

SAP Partners