Selling services without being a used car salesperson

If this image comes to mind when you think “salesperson,” the good news is selling veterinary services can be much different – and pleasant for you. Getty/Dynamic Graphics I have a brand-new mentee in her first-ever job as a veterinarian. She’s young, smart, and excited to practice. What’s more, the amount of energy she exudes puts me to shame and makes me feel really and truly old. (Which is as it should be…I guess.) She’s learning fast and earning her keep already, but I keep running into the same stumbling block repeatedly whenever I review her cases: She stops short of offering the Cadillac plan. If there is one thing I’ve learned from mentoring (many) young veterinarians, it’s that they are initially embarrassed to speak their minds about the cost of veterinary care. I get that, which is why my associates are kept as far away from discussing financial issues as possible. At our practice—as in most others these days—only the support staff offers estimates. If asked directly about the cost of an item, docs are instructed to have a team member jump in and bail them out—preferably while they are not in the room. It’s like the separation of church and state. We do not want the church to inform the state how it should do its job. Sticky situations Easier said than done, right? Of course, it is! Veterinarians risk seeming out of touch or lacking compassion if we do not appear to have any idea what our clients might be up against, especially when we recommend increasingly pricey services. However, if we do know the ins and outs of pricing, we risk letting our innate empathy take over. Next thing you know, we are finding ways to curb our recommendations, cut corners, and/or give away our services. It’s a sticky situation, to say the least, one every veterinarian learns to wrap their heads around at some point in their career—some sooner, others later. We all manage to find a way to reconcile the cost of services with our recommendations. In my view, however, some of us manage this better than others, and coming to peace with this issue early makes us better veterinarians. ‘It’s like selling used cars!’ Used car salespeople get a bad rap. We all know they are just trying to make a living, but that does not keep almost every young veterinarian from invoking this simile when faced with the prospect of proposing expensive pet care. They find it hard to shake the feeling price may determine whether a patient lives or dies—we all do. However, it is even more challenging when your client balks at every turn, and we find ourselves almost begging to be allowed to do the work. Talking clients into services with fees that are unpalatable to them feels innately icky. None of us is immune to this feeling. There is, in fact, a difference between upselling clients on services they do not need and simply offering a plan that is truly best for their pets. The role of incentive pay Some veterinarians have an especially hard time coming to terms with their role as “salespersons” due to the more widespread adoption of incentive pay structures. I’ve heard veterinarians argue it is harder to recommend expensive care if they stand to benefit financially from their client’s pain. The more direct the line between the fees and their paycheck the more uncomfortable they are—the more they feel “like salespeople.” As a practice owner and someone who has always worked on a straight production basis, I find this view interesting. Regardless of how you are paid, you benefit financially from your client’s debits. Money from their wallet is effectively entering your wallet. Is this not a for-profit business you are working for? Think about it: If you were paid a straight salary, your boss would fire you eventually if you could not bring the practice enough income to cover a salary you think is fair. How could you feel less “sales-y” in front of your clients after arguing for a raise? The cognitive dissonance required to forget you are making money either way astounds me. One more thing to ponder: Would you recommend anything different for your patients if you benefited more directly? If so, then I urge you to find another profession. You are either willing to take advantage of your clients for your financial gain or willing to compromise on patient care for the sake of feeling better about “selling things.” It’s all about the empathy Yes, empathy. If you are saddled with it, you might as well use it to your benefit. This is what I tell my mentees to say when offering care in incredibly sticky situations: Show your clients your point of view: “It is my job to advocate for your pet. I’m your veterinarian but I would not be a very good one if I did not want what’s best for your pet. I have to offer you the best option first, then we can talk about alternatives. After all, I would be remiss if I didn’t let you know you have choices.” Prepare your clients for big estimates: “My team will let you know what it will cost. Please know I understand some of these services might be above your price range. Feel free to be honest about what you can and cannot afford, and we will be sure to work it out to get to what is best for your pet.” Go easy when selling products to those with financial constraints: “I know this is all really expensive. Why don’t you consider saving money on the medications and products using an online pharmacy or pet store?” When you know your clients will save big on outside pet stores and pharmacies, it is hard to argue they should always pick up products at your front desk. If you want them to respect the fact that you are just offering them choices for your services, then they have a right to know they also have options when it comes to products. The goodwill it buys you is typically well worth the minor hit you take, and the way I see it, as veterinarians, we should be making our money on services, anyway. The ultimate question In the ultimate test of empathy, I’ll ask my new associates to consider this: What would you want if this were your pet? Nine out of 10 times, my new associates will offer more services than they currently listed on their plan. It is an eye-opening exercise for them—one I hope they will always keep in mind whenever a client’s reluctance or—God forbid—a confrontation occurs. After all, it is way easier to defend an estimate when you know you are being true to yourself. Patty Khuly, VMD, MBA, owns a small animal practice in Miami and is available at drpattykhuly.com. Columnists’ opinions do not necessarily reflect those of VPN Plus+.

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Selling services without being a used car salesperson

The author gives tips for selling services minus any ‘ick’ factor

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