International Journal of Pharmaceutical and Healthcare Marketing
Marketing strategies in small animal clinical practice
José Antonio Soares, André Luiz Baptista Galvão, Lucas Vinicius Shigaki de Matos, Julia Cestari
Pierucci, Katia Denise Saraiva Bresciani, Nadia Kassouf Pizzinatto,
Article information:
To cite this document:
José Antonio Soares, André Luiz Baptista Galvão, Lucas Vinicius Shigaki de Matos, Julia Cestari
Pierucci, Katia Denise Saraiva Bresciani, Nadia Kassouf Pizzinatto, (2017) "Marketing strategies in
small animal clinical practice", International Journal of Pharmaceutical and Healthcare Marketing, Vol.
11 Issue: 3, pp.235-247, https://doi.org/10.1108/IJPHM-12-2015-0057
Permanent link to this document:
https://doi.org/10.1108/IJPHM-12-2015-0057
Downloaded on: 31 May 2019, At: 10:13 (PT)
References: this document contains references to 39 other documents.
To copy this document: permissions@emeraldinsight.com
The fulltext of this document has been downloaded 413 times since 2017*
Users who downloaded this article also downloaded:
(2017),"Does improved medication adherence reduce inpatient hospital expenditures?", International
Journal of Pharmaceutical and Healthcare Marketing, Vol. 11 Iss 3 pp. 248-270 https://doi.org/10.1108/IJPHM-07-2016-0034
(2017),"The adverse effect of doctors’ skepticism toward prescription drugs", International Journal of
Pharmaceutical and Healthcare Marketing, Vol. 11 Iss 3 pp. 222-234 https://doi.org/10.1108/IJPHM-08-2016-0041
Access to this document was granted through an Emerald subscription provided by emerald-
srm:478530 []
For Authors
If you would like to write for this, or any other Emerald publication, then please use our Emerald
for Authors service information about how to choose which publication to write for and submission
guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information.
About Emerald www.emeraldinsight.com
Emerald is a global publisher linking research and practice to the benefit of society. The company
manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as
well as providing an extensive range of online products and additional customer resources and
services.
Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the
Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for
digital archive preservation.
*Related content and download information correct at time of download.
D
ow
nl
oa
de
d
by
U
N
E
SP
A
t 1
0:
13
3
1
M
ay
2
01
9
(P
T
)
https://doi.org/10.1108/IJPHM-12-2015-0057
https://doi.org/10.1108/IJPHM-12-2015-0057
Marketing strategies in small
animal clinical practice
José Antonio Soares
Faculdades Integradas de Itapetininga, Itapetininga, Brazil
André Luiz Baptista Galvão, Lucas Vinicius Shigaki de Matos, and
Julia Cestari Pierucci
Faculty of Agrarian and Veterinary Sciences, Universidade Estadual Paulista,
Jaboticabal, Brazil
Katia Denise Saraiva Bresciani
Department of Support, Production and Health, Faculty of Veterinary Medicine,
Universidade Estadual Paulista, Araçatuba, Brazil, and
Nadia Kassouf Pizzinatto
Universidade Metodista de Piracicaba, Piracicaba, Brazil
Abstract
Purpose – Marketing strategies can be used to leverage business in the service sector, specifically in
veterinary medicine; among other benefits, it can make a difference in satisfaction and consequent customer
loyalty. Marketing should be used with ethics and professionalism due is one administration area that
contributes to effective management in the continuous pursuit of quality in the provision of services and
demonstrate that veterinary clinics have much to gain if managed with support of marketing strategies. This
paper aims to analyze the applicability of marketing strategies in the management of small animal clinics,
such as guidelines to the entrepreneurs of this services sector.
Design/methodology/approach – Marketing literature is plentiful in proposing alternative strategies,
whether focused on the achievement and loyalty of customers, whether to raise the competitiveness of an
organization or simply to its survival in the market. In this study, some marketing strategies were selected, on
secondary data research, in theoretical framework, to investigate their application in the practice of veterinary
medicine. This study emphasizes promotional strategy toward communication with the market and
construction of organizational image, using public relations as marketing strategy.
Findings – The use of marketing strategies is recommended in the management of small animal clinical
practice, especially with respect to the high customer satisfaction by streamlining the procedures and
optimizing veterinary services provision.
Originality/value – This study is different because it proposes an integrated system of management
techniques in veterinary organizations, which will lead to better efficiency of attendance, adding value to the
service provided and generating greater profitability for the organization, which positively reflects on the
economic point of view and for the image of the company and its professionals, providing a better quality of
life for both clients and their pets.
Keywords Entrepreneurship, Marketing in veterinary medicine, Pet market, Veterinary clinic,
Veterinary market
Paper type Literature review
1. Introduction
It is clear that the main mission of a veterinary medicine project is focused on animal health
and welfare, so they are the ones that receive the services and products (baths and food, for
Marketing
strategies
235
Received 4 December 2015
Revised 10 September 2016
Accepted 17 May 2017
International Journal of
Pharmaceutical and Healthcare
Marketing
Vol. 11 No. 3, 2017
pp. 235-247
© EmeraldPublishingLimited
1750-6123
DOI 10.1108/IJPHM-12-2015-0057
The current issue and full text archive of this journal is available on Emerald Insight at:
www.emeraldinsight.com/1750-6123.htm
D
ow
nl
oa
de
d
by
U
N
E
SP
A
t 1
0:
13
3
1
M
ay
2
01
9
(P
T
)
http://dx.doi.org/10.1108/IJPHM-12-2015-0057
example). Therefore, they can be considered consumers of the clinic, although they have no
power to choose a clinic. It is the owners who have the power of decision and really elect the
medicinal veterinary clinic, and they are considered the customers of the organization. That
is why, from the enterprise aspect, the company needs to be profitable, to survive and grow,
so new services can be offered to add value, satisfying both consumers and customers.
Gordon and Apud Pizzinatto (1998/2005) classify customers into categories, the “Prospects”,
people identified within the general population and whose profile matches the target
audience of the organization but who are not yet buyers of their services, and the
“Defenders”, who are very committed and loyal to the organization and spontaneously
diffuse the brand. It is the marketing manager’s role to adopt marketing strategies so the
target segment passes from one category to another.
According to the Brazilian Association of Pets Products Industry (Abinpet), the national
market of pets in 2012 handled R$14.2bn, corresponding to 0.32 per cent of gross domestic
product (GDP). While there was an increase of 16.4 per cent in the national pet market, when
compared to 2011, in the same period, the country’s economy advanced only 0.9 per cent.
Brazil is the second largest market in the world in this field, preceded only by the USA.
Thus, it is considered very attractive, despite being extremely competitive (Sebrae, 2013).
Given this highly competitive scenario, being just a competent veterinarian professional
is not enough; it is necessary to manage the veterinary medicine as an enterprise, housed in
a marketing system in which disputes space with other veterinarians, with differentiated
consumer expectations to be attended to.
In this sense, the knowledge and the correct application of the concepts and strategies of
marketing are currently key prerequisites for the success of an enterprise in veterinary
medicine. A competent professional does not violate the ethics of Veterinary Medicine by
usingmarketing to serve the needs of their patients (Pereira, 2010a, 2012c).
This article is a result of an exploratory study accomplished by literature research,
gathering and confronting two areas of expertise: marketing, with regard to management
strategies, and veterinary small animal practice. As a result of conceptual analysis, it
reaches the analysis of the applicability of some marketing strategies in veterinary small
animal practice attempting to improve themanagement of the enterprises.
In Item 2, we present the theoretical support of marketing strategies focused upon by this
work: promotional strategies, point of sale strategies, personal sales strategies, expanded
service strategies, public relations as a marketing strategy, customer loyalty strategies and
internal marketing as a marketing strategy. In Item 3, a direct confrontation between the
theoretical and veterinary small animal clinical practice is carried out, per type of
investigation strategy, as a contribution to managers of this healthcare services sector.
2. Main marketing strategies
The marketing literature is plentiful in proposing alternative strategies, whether focused on
the achievement of customers and their loyalty, whether to raise the competitiveness of an
organization or merely to its survival in the market. In this study, some marketing strategies
were selected, on secondary data research and in theoretical framework, to investigate their
application in veterinary medicine practice.
Marketing management strategies are important for enterprises of the veterinary
segment. Among them, those related to the so-called transactional marketing, based on
transactions and supported by the marketing mix – price, product, distribution (point of
sale) and promotion – allow us to highlight goods and services supplies in the establishment
and thus promote sale (McCarthy, 1996). Regarding veterinary medicine, the product,
tangible, is being replaced by its equivalent such as intangible good, which is the service
IJPHM
11,3
236
D
ow
nl
oa
de
d
by
U
N
E
SP
A
t 1
0:
13
3
1
M
ay
2
01
9
(P
T
)
offered by the professional. The point of sale element, in the words of Hoffman et al. (2010),
plays a “strategic role as a physical evidence” of the enterprise, and requires attention to
items such as the following:
� environmental conditions (lighting, air quality, noise, music);
� space/function (layout, equipment, furniture, accessories); and
� signals, symbols and objects that direct the flow of the service process or customize
the facilities.
The element promotion ranges from the sales promotion to advertisement and includes
every activity designed to rapidly increase the sales.
This study emphasizes promotional strategy toward communication with the market
and the construction of organizational image, using public relations as marketing strategy.
One of the main goals of relationship marketing strategies, which is the latest center of
attention in this field, is to build long-term relationships with customers by identifying and
meeting the expectations of the client that “has conditions to specify the desirable
characteristics of a product or service and that knows how to work with the information and
develop comparisons with other competitors”, explains Pizzinatto et al. (2005). For this
purpose, loyalty strategies can be adapted, grounded in extended product, which is adding
to the standard offer services that hold value to the customer. Dias (2003) explains that it is a
concept that “indicates a tangible product and the services added to it, such as technical
assistance and training”. Service sector involves adding an extra service to professional
service as a strategy to differentiate it from that provided by the competition. Therefore, in
this paper, Section 3 will be identified as a strategy for amplified service. Similarly, public
relations strategies can be adopted, which contributes to customer loyalty by focusing on
credibility, ethics and social responsibility and in short is summarized as “the organization’s
image as a whole” (Pitombo and Pizzinatto, 2005). Public relations correspond to the
strategy held by Hoffman et al. (2010), which is to “build a solid organizational image”. The
foundation of all strategies to retain customers, warn Lovelock and Wirtz (2007), “relies on
customer satisfaction”; according to them, the relationship between satisfaction and loyalty
ranges from a state of “affection”, where satisfaction levels are high and so is fidelity,
undergoes a state of “indifference”, placed at intermediate levels of satisfaction, and finally
can reach state of “desertion”, with low levels of satisfaction, predisposing to switching of
the service-provider. Hence, it is important to invest in customer satisfaction.
It is important to ensure a good experience between customer, clinic, attendants and the
responsible professional. The good experiences depend, to a great extent, on good service;
thus, the importance of the internal marketing strategies, guided by the qualification,
motivation and commitment of employees, as justified by Gavião et al. (2005). In fact,
endomarketing is used as a motivation system for attendants and associates of a veterinary
clinic, therefore, within the so-called marketing mix, as already mentioned, being part of a
personal selling element strategy. Thus, strategic marketing constitutes a system of
interacting activities intended to plan, set sale cost, propagate and distribute services that
can recognize and meet the requirements, needs and wants of these clients and patients
(Pereira, 2012c).
3. Marketing strategies in small animal clinical practice
Next is the analysis of implementation of some marketing strategies into small animal
clinical practice.
Marketing
strategies
237
D
ow
nl
oa
de
d
by
U
N
E
SP
A
t 1
0:
13
3
1
M
ay
2
01
9
(P
T
)
3.1 Promotional strategies in veterinary medicine marketing
The practice of veterinary medicine consists of preventing and treating animal diseases,
among other duties. Already in a marketing vision, this practice consists of providing
solutions to pets’ problems. Animal health and welfare will always be the aim of marketing
approaches, which involves ensuring that dog owner realizes what is being done, and the
communication between the veterinarian and client is of great importance so that the client
values the provided service (Pereira, 2012c).
To discuss effective promotional strategies, we need to identify, among the reasons, what
brings new customers to a veterinary clinic. Those that stand out include the following:
� purchase of the first pet;
� the provision of differentiated and specialized services in different areas of
veterinary medicine;
� owners unhappy with the service provided in another establishment;
� ease of establishment location and access; and
� recommendations from friends and colleagues. Considering this last reason, which
attracts new possible customers to veterinary clinics, Felsted and Brakke (2013)
remind that potential customers study and inform themselves about the company
with friends, colleagues, veterinary clinics websites, check online comments and
social networks pages and, in these cases, the “word-of-mouth (WOM) advertising
works very well.
When searching for a veterinary service, the customer looks for quality, safety and
appropriate accessibility to their pets’ needs, and when a clinic or a veterinary hospital is
chosen, it is because they believe that they will obtain the expected service. Thus, the
veterinarian has to exceed those expectations and offer a better service than the one
estimated, differentiating themselves from other competitors and interacting with their
customers (Pereira, 2009a, 2010a). Delighting the customer can lead to loyalty.
Many owners hold an intense emotional involvement with their dogs. These customers
should be heard and treated with patience and comprehension by all staff in the veterinary
clinic, in a standardized, caring and respectful way (Pereira, 2009a, 2010a, 2012b; Gioso et al.,
2011).
Professionals who listen to their clients will have a great opportunity to differentiate
from the competition; thus, it is recommended that their company is filled with the
“customer’s voice” (Whiteley, 1992). Felsted and Brakke (2013) explain that through these
relationship practices, bonds between the professional and customers can be established and
these can be likely to return and be committed with the recommendations. The authors also
recommend that veterinary professionals utilize available resources such as internet and/or
social networks as a means to attract customers, by creating a website, a blog or social
network page of their establishment, with the clinic label, adding photos of the physical
space and team, thus helping in publicizing their service. Initially, the professional could
disclose the website to their assiduous and loyal clients, requesting authorization to release
pictures of their pets and stories, where customers could leave comments and statements
about them. Through social networking, it would be possible to publicize services, orientate
customers and make them aware about pet nutrition and obesity or even about the
importance of different diets applied in different pathologies. It is interesting to offer
customers or visitors a link with information about pets’ needs and preventive care.
The website can provide an online pharmacy, with information on drugs, such as human
drugs which are toxic to dogs and especially cats, or even disseminate veterinary
IJPHM
11,3
238
D
ow
nl
oa
de
d
by
U
N
E
SP
A
t 1
0:
13
3
1
M
ay
2
01
9
(P
T
)
pharmaceutical products available at the own establishment. Another smart option is
making available educational videos on various topics such as animal welfare or the
importance of dental hygiene (Materni and Tumblin, 2013). By creating this webpage,
partnerships can be established with companies of the pharmaceutical industry, such as
laboratories, pharmacies and veterinary products stores, for seeking sponsorship and real
disclosure of their brands and products, leading to decreased investment in this kind of
promotion and enhanced dissemination of the company as well as strengthening
networking contact, which increases customers’ trust in the company.
Another way to differentiate establishments is by demonstrating involvement with
social support actions to the public. Veterinary hospitals in the USA are prepared in
gathering supplies for local charities, encouraging their clients in donating and providing
services discount to customers whomake donations (Tudor, 2013).
What matters is not the quantity but the quality of communication (Pereira, 2010b). It is
essential to use appropriate marketing techniques to make customers realize the quality of
service through education and information about the important role of the veterinarian in
their pets’ life (Soares et al., 2013a).
3.2 Point-of-sale strategies in veterinary medicine marketing
The front desk should offer proper accommodation, facilities and safe environment to
owners and patients, as well as water, tea, coffee, candy, cookies and a presentable toilet so
that both owners and patients feel comfortable. It is necessary to provide disposable
containers for water and/or food supply for the patient, in case it needs. During harsh sun or
rains, making a sunshade or umbrella available to the customers might be interesting, and
in these situations a team member can be on standby to help customers when leaving and
entering the establishment (Stewart, 2008; Barforoush, 2012).
It is recommended that the appointment is booked in a clever way and, whenever
possible, patients of the same species should be scheduled together, to avoid conflicts, say,
between dogs and cats. Cats which do not share their home with dogs can be anxious and
stressed when taken to the veterinary clinic and therefore should be placed in a separate and
private environment, preferably in its carrying case, and must remain in an isolated room.
Independent of the employee at the reception, guests must be greeted warmly and so must
be the patients (Stewart, 2008).
Estimates indicate that gaining a new customer can cost five times more than keeping
the current (Las Casas, 2008). So small practices make difference and should not be
neglected, such as hygiene of the establishment, ease of approach, opening hours, time of
appointment and approaching both customer and patient by their names. Important details
include full explanation of procedures and the full details of the payment request, which
shall be conducted with clarity and respect (Pereira, 2012b).
3.3 Personal sales strategies: attendance in veterinary medicine marketing
Over the years, dog owners have become more demanding as they learn to spend money on
what matters most. Thus, in clinical practice, those clients study and examine their chances
of spending regarding diagnosis and treatment procedures, and question, argue and refuse
services if the explanations are not convincing or if the client do not feel sufficiently secure
with the veterinary doctor (Tracey, 2011). The customer must have an overview of the
service to be provided and especially recognize the quality of this service.
The more education and respect the team of the veterinary clinic demonstrates to both
owner and patient, the better is the clinic’s reputation (Tracey, 2011). The way the customer
is treated becomes a differentiator against the competition. It is worth mentioning the
Marketing
strategies
239
D
ow
nl
oa
de
d
by
U
N
E
SP
A
t 1
0:
13
3
1
M
ay
2
01
9
(P
T
)
satisfactorily attendance of the patients’ needs and also the customer can be psychologically
upset, so a gesture, a well-placed word canmake a difference.
It is extremely important that the veterinarian performs a careful clinical examination
and discusses with the owner the real situation regarding the patients. During this dialogue,
the veterinarian must demonstrate safety and explain with clearness and honesty the risks
involved with the disease in question, options for diagnosis and treatment procedures,
accurately, giving priority to less aggressive interventions and offering the owner free will
to decide which conduits shall be taken. The pet owners, at this moment, reaffirm their
confidence in the professional regarding the investment of their time and money (Tracey,
2011).
By the end of the additional requested tests, the veterinarian must reveal the test results
to the owner as well as monitor the progress of the therapy elected to the patient, by
scheduling returns andmaking contact by email and/or telephone (Tracey, 2011).
Throughout the attendance, the owners must be aware of what their pet is feeling. This
will help them to decide what should be done immediately, is a priority and might be
expected, so the owners can establish how and how much they can and should invest
(Becker, 2013).
3.4 Expanded service strategies in veterinary medicine marketing
Specialized veterinary clinics make much difference. Thus, a clinic can, for instance, have a
specific ambulatory for immunization and one for ectoparasites control (where the product is
sold and administered), an operating room, an intensive care unit (ICU), a clinical laboratory,
hospitalization room and even an office with electrocardiogram (Pereira, 2011). Thus, it is
not necessary to have a large structure to succeed in the market; all that is needed is
organization, service excellence and dedication to have the customers’ recognition (Lobato,
2010).
Medical specialties and programs were created to meet the needs of each client and
patient in particular. The following are two examples of programs that can make difference
in the “pet world” competitive market.
The first one is the pediatric program. Customers should be guided at the puppy’s first
visit, with the establishment of an infectious and parasitic prophylactic schedule and
elucidation of the importance of a balanced nutrition for its growth and development. Also,
if the customer joins the program, he/she will begin a relationship that will last for years if
well managed, leading to loyalty between owner and veterinarian (Pereira, 2005).
The second program is the geriatrics. When the dog reaches the age of seven years, it
starts to become an old animal, requiring special care to stay healthy and have its life
expectation expanded. The vet then conducts a survey of the registered animals that are
over seven years old and contacts the owners to explain about senility, demonstrating
concern about the patient’s health. From this alert, the owners realize that their pets are
getting older, which is crucial for their adhesion to the program. The higher the patient’s
survival rate and better quality of life, the longer it will be assisted by the clinic and its
owner will be a satisfied customer. In today’s competitive market, differentiated programs
contribute greatly to customer loyalty and business growth (Pereira, 2012a).
Geriatrics, dentistry, nutrition counseling and caring for clients are the most timely
customer activation campaigns; however, there are many other services and medical
specialties. As no one fully knows everything, the recommendation is to forge partnerships
with other colleagues, outsource the various medical specialties, keeping your customers
happy and present in your clinic or hospital. An annual calendar of marketing can be made,
with differentiated offerings regarding the month of geriatrics (Pereira, 2007).
IJPHM
11,3
240
D
ow
nl
oa
de
d
by
U
N
E
SP
A
t 1
0:
13
3
1
M
ay
2
01
9
(P
T
)
Nowadays, some services are popular among pet owners and can improve and increase
the business profitability, as suggested by the Sebrae (Brazilian Service to Support Micro
and Small Enterprises):
� Happy Day: the owners leave their dogs for a whole day so it can play with other
dogs. The dog enjoys ten hours of fun (from 8 to 18 h).
� Dog day care or gym: daycare carries out animal activities to improve dog’s
behavior, or cause them to spend energy, ensuring the balance of the animal and
reducing problems such as hyperactivity, aggression and anxiety. The daycare
center operates from Monday to Friday from 7 a.m. to 7 p.m. and offers three daily
meals, collective games, walking, relaxation, dry bath and good manners lessons,
involving basic training.
� Therapeutic treatment: in the form of dog massages, helping column treatment,
muscles strengthen, balance of immune system and promoting tranquility. Various
massage techniques can be utilized such as “shiatsu”, “yoga” and even lymphatic
drainage. Half an hour massage costs around R$45.00. The most important is that
the cost of this service may be zero if the entrepreneur establish partnerships or use
the own veterinarian office space for this activity.
� Home care: services such as bathing and grooming can be done in the client’s
domicile and accessories, toys and treats can be brought for selling.
� Modern health treatments: veterinary medicine is becoming increasingly closer to
human medicine, having a variety of equipment, drugs and modern treatments for
the pet’s health care. Among the equipment, there is one that maps the animal’s
blood circulation and another that evaluates spinal injuries and is capable to detect
brain tumors.
3.5 Public relations and marketing strategy in veterinary medicine
One way to achieve organizational results is when public interests and organizations are
brought together, establishing a strong relationship between marketing and public relations
(Pitombo and Pizzinatto, 2005).
Public relations are based on the principle that the more you know, the more you create a
favorable image for an organization. This justifies the investment of veterinary clinics in
building a socially responsible image, supporting social initiatives such as promoting dog
walks through the city and collecting, as a registration fee, food for people in need. It could
be denominated as “take a walk with your pet”.
In veterinary medicine, it seems that the care of dogs from shelters or animal protection
associations might be a strategy that can be adopted to heighten awareness of the local
community about a certain clinic and its social responsibility, which can attract customers
(Wasche, 2008).
Therefore, honesty and clearness is essential from the beginning, in the form of an open
and frank dialogue, with full explanation of service conditions, discounts and payment
procedures (Biele, 2012).
3.6 Marketing strategies of customers loyalty in veterinary medicine
For greater satisfaction of the dog owner, all receptionist, nurses and veterinarians must
work on the same page (so that they are always accessible to the client, answering their
questions and phone calls). The customer should be treated with education, compassion,
good humor and patience. Stewart (2008) recommends that the team must demonstrate
Marketing
strategies
241
D
ow
nl
oa
de
d
by
U
N
E
SP
A
t 1
0:
13
3
1
M
ay
2
01
9
(P
T
)
attention and concern with the pet and with their stories and listen to the owner’s needs and
concerns. The author also suggests that in difficult situations of customer satisfaction, the
professionals must ask themselves the following questions:
� Why is the customer unhappy?
� What should I do to help the customer feel happy in the situation?
� Is this something we could have done for the customer? Why or why not?
� If not, how could have we communicated better or helped the customer find what
he/she needed elsewhere?
The author also warned that if customers are leaving a particular clinic, the professional
needs to know why. In this case, a letter can be sent to the customer asking the reason for
disconnecting or even provide a special offer on services offered in your establishment, to
try to bring the client back.
According to Karsaklian (2000), the motivation is the “start” of an act of purchase, and
will lead to a need, which arises a desire, which, in turn, brings up the preferences for certain
specific ways that meet the initial motivation, and these preferences are directly related to
self-concept, that is, the clients tend to choose a product or service that matches the concept
they have or would like to have of themselves. However, the author advises that in the
opposite direction to the motivation come the brakes, which is the risk awareness explicitly
related to the product or service. So it is not advisable to offer anything to the customer other
than offering most attention to the patient and show the customer the benefits that a product
or a service will bring to the pet as that’s the moment of truth. Pereira (2010a, 2012c)
contends that the aim is, invariably, customer loyalty; therefore, it is important to earn their
trust by providing them good experiences and especially strengthening the clinic’s
commitment to the pet.
3.7 The internal marketing as marketing strategy in veterinary clinical medicine
Internal marketing is directed to the employees considered internal customers, seeking their
commitment to the goal of building long-term relationships with external clients as well as
with other employees. Zeithaml et al. (2014), highlight the essential role of employees in
providing services, emphasizing that they “are both the service and the organization to the
customer’s eyes, are also the brand and are marketers” of the organization. Gummesson
(2010), determines that there are links between all functions and an employee should be
seem as a supplier of something to his colleague, of who is a partner. In his words, in the
traditional marketing services, the functional relationships are indispensable. The practice
of internal marketing requires research on task flow and the person responsible for each step
to identify the cross-functionality of the work in the company. It also requires the
organizational climate survey to identify the degree of employee satisfaction with their
activities and commitment with clients’ satisfaction.
Actions focused on internal staff (employees) reflect externally on companies. If used in
an integrated and complementary way, reveal excellence in providing services and care for
their patients and customers (Soares and Pizzinatto, 2004).
The development of people in organizations is a broader concern than imagined because
it includes, besides training, other tools such as coaching, social responsibility activities,
career management, trainee programs, job rotation, performance management and feedback
(Vilas Boas andAndrade, 2009).
The team should be organized, the duties well distributed, each in charge of certain and
specific task. This reduces stress and allows the attendance of other customers with
IJPHM
11,3
242
D
ow
nl
oa
de
d
by
U
N
E
SP
A
t 1
0:
13
3
1
M
ay
2
01
9
(P
T
)
efficiency. All team members are important and should feel valued and appreciated
(Barforoush, 2012).
The pursuit of customer loyalty must be a constant task of an entire team, with
supporting tools to help the achievement, in practice, of the desired efficiency. Only
providing the expected service is not enough; you must enchant the clients, and to do so
various stimuli may be offered, from occasional promotions to a personalized service, where
customers and consumers interact and feel happier and satisfied (Soares et al., 2013b).
3.8 A new dimension for veterinary medicine as a marketing strategy
Some successful techniques in other sectors can and should be used in veterinary medicine
to improve the organization’s image, brand and quality in services. Next, we present some of
these techniques, which, when implemented in an integrated way, add value to the service
and to the way employees and customers recognize this service. It is worth noting that these
techniques shall be implemented in an integrated and simultaneous way as they should be
present during the entire process (Figure 1).
3.8.1 Rapport. If veterinarian professionals wish to differentiate their business and/or
service in such a competitive market, it is also necessary to differentiate the way of meeting
the customer and dealing with the situation. It is important, as the first contact to
acknowledge the issues in the customer’s life story, that is, tries to understand the context in
which the problem is installed. The idea is that professionals in this area are trained to
apply, for example, the rapport technique, which basically consists of a greater interaction
between professional and client, and includes the physical posture, facial expression,
structured listening and appropriate language. The attention must be totally focused on the
customer, and in a second moment, on the pet. These professionals specializing in human
psychology and animal behavior would complement the services provided.
3.8.2 Follow-up technique. As the aim is customer loyalty, it is essential that companies
in this field establish a follow-up technique, and the ones that have already implemented
follow-up refine customer follow-up since the first contact through anamnesis, until the
resolution of the problem. It is necessary that the staff is well trained to perform a good
service, from themoment that the customers look for a company to solve their and their pets’
problem, going through the veterinary professional, which performs a detailed anamnesis
focused the costumer and their animal, continuously monitoring, even after the problem
resolution.
Figure 1.
Integrated techniques
applied to
organizational
management
Marketing
strategies
243
D
ow
nl
oa
de
d
by
U
N
E
SP
A
t 1
0:
13
3
1
M
ay
2
01
9
(P
T
)
http://www.emeraldinsight.com/action/showImage?doi=10.1108/ijphm-12-2015-0057&iName=master.img-000.jpg&w=142&h=139
3.8.3 Feedback. Staff should be prepared to look for answers and knowledge regarding the
attendance, recovery and treatment results, so that such information return to the company,
are discussed and analyzed to improve the service provided. At this stage, it is essential to
listen to the customers and employees, giving the appropriate attention and consideration to
the raised issues. The feedback should be encouraged through information, telephone calls,
emails, physical presence in the company and, if applicable, professional visits to the client’s
home.
3.8.4 Implementation of housekeeping. In addition to this dimension, we can use the
housekeeping technique, which should be applied in the environment where people live and
work, focusing on the transformation of people by using an educational constructivist
methodology and establishing consensually standards. This technique aims to inform,
educate and assist in the environmental monitoring of the organizations and the place where
the pet lives. Some of the objectives of housekeeping are operational (the first three) and
others are behavioral (the last two).
3.8.4.1 Operational. The first stage is called separating (SEIRI), which is to separate the
necessary items from the unnecessary, that is, identifying what, how many, where and how
to store them. To identify, it is necessary to check everything that rapidly multiplies,
generating loss of space and affecting the daily functions at the place, causing disorder,
attachment, insecurity and laziness. Regarding veterinary medical clinical practice, the
professional must pay attention so he/she does not accumulate unnecessary objects and
utensils, and has all the equipment needed for good care near him/her. As to the
environment where the animal lives, the orientation is that the only objects kept are the ones
necessary for feeding, resting, leisure andwellness.
The second step is called order (SEITON) “a place for everything and everything in its
place”, consists of quickly finding what you need, organizing them in the following order:
immediate use (at the time), frequent use (once per day/week), sporadic use (once a month)
and eventual use (once a year).
The third stage is characterized by cleanness (SEISO) consists of cleaning; insuring the
cleanness of equipment and the environment, removing dirt, dust, among others. Thus, the
work ambience must be kept clean as well as the environment where the animal lives. This
contributes to the quality of life and health of people and their pets likewise for all employees
that work at the small animal clinic.
3.8.4.2 Behavioral actions. The first action involves standardizing (SEIKETSU), that is
maintaining a good working environment in the daily routine and establishing procedures
and protocols. Some recommendations may be offered to the customer regarding animal
care, within a responsible ownership program, such as feeding schedule, bathing, hygiene,
stool collection, environmental cleaning and hygiene, walking time, medication schedules
and the development of a prophylactic calendar, aimed at disease control, including
vaccination program and pet deworming.
The last step, discipline (SHITSUKE), refers to good habits, keeping the place clean and
tidy, in compliance with the procedures of order, cleanness and hygiene and team spirit. All
parts involved in the process must be committed and aware of the importance of these
procedures, both in the veterinary clinic and at the pet’s residence.
4. Final considerations
The use of marketing strategies is recommended in the management of small animal clinical
practice, especially regarding the high customer satisfaction by streamlining the procedures
and optimizing veterinary services provision.
IJPHM
11,3
244
D
ow
nl
oa
de
d
by
U
N
E
SP
A
t 1
0:
13
3
1
M
ay
2
01
9
(P
T
)
Clearly, in addition to the highlights in this work, there are many other marketing
strategies that can contribute to the success of the veterinary management services, which
may also be the subject of studies. (Adams et al., 2007; Lane and Bogue, 2010; Colette and
Lorna Treanor, 2012; Burge, 2016).
We cannot bypass, for example, that one of the characteristics of the services is the
inseparability, relatively, according to Hoffman et al. (2010), to “interconnections between
the service provider, the client that receives the service and other customers who share the
experience of the service”. The service provider, that is, the veterinarian, must be physically
present to provide the service and ends up being “particularly judged based on the use of
language, clothes, personal hygiene and interpersonal communication skills”.
Therefore, negative evaluations of points such as these can invalidate high power of
customer acquisition and customer loyalty strategies, hence the need to keep investigating
veterinary medicine characteristics as a field of services sector and other marketing
strategies most suitable for your management as enterprise.
This article also represents a contribution to extend the reflection on the inclusion of
components such as marketing, management and entrepreneurship in the curricular
programs of universities, resulting in veterinary professionals who are aware of their skills
and competences, especially when referred to their ability to communicate with their
employees and customers.
5. Conclusion
This study is different because it presents as a proposal an integrated system of
management techniques in veterinary organizations, which will lead to better efficiency of
attendance, adding value to the service provided and generating greater profitability for the
organization. This positively reflects on the economic point of view and for the image of the
company and its professionals, providing a better quality of life for both the client and their
pet.
References
Barforoush, A. (2012), “8 ways to be ‘the world’s greatest veterinarian”, Veterinary Economics, DVM
396 newsmagazine, available at http://veterinarybusiness.dvm360.com/vetec/Veterinaryþ
business/8-ways-to-be-the-worlds-greatest-veterinarian/ArticleStandard/Article/detail/797475?
contextCategoryId=36289 (accessed 15 April 2013).
Becker, M. (2013), “Tell the pet’s owner how you really feel”, Veterinary Economics, DVM 396
newsmagazine, available at: http://veterinarybusiness.dvm360.com/vetec/Veterinaryþbusiness/
Tell-the-pets-owner-how-you-really-feel/ArticleStandard/Article/detail/804056 (accessed 15 April
2013).
Biele, H. (2012), “3 ways your veterinary practice can avoid problems with animal shelters, rescue
groups, do good for pets and pet owners, and maintain your bottom line with smart relationships
with rescue groups and shelters”, Veterinary Economics, DVM 396 newsmagazine, available at:
http://veterinarybusiness.dvm360.com/vetec/Veterinaryþbusiness/3-ways-your-veterinary-
practice-can-avoid-problems/ArticleStandard/Article/detail/797771 (accessed 15 April 2013).
Dias, S.R. (2003),Gestão DeMarketing, Saraiva, São Paulo.
Felsted, K. and Brakke, J. (2013), “You’re not bringing in new veterinary clients? If you can’t
remember the last time you introduced yourself to a client, that’s a problem”, Veterinary
Economics, DVM 396 newsmagazine, available at: http://veterinarybusiness.dvm360.com/
vetec/Veterinaryþbusiness/Youre-not-bringing-in-new-veterinary-clients/ArticleStandard/
Article/detail/804060?contextCategoryId=45467 (accessed 15 April 2013).
Marketing
strategies
245
D
ow
nl
oa
de
d
by
U
N
E
SP
A
t 1
0:
13
3
1
M
ay
2
01
9
(P
T
)
http://veterinarybusiness.dvm360.com/vetec/Veterinary&hx002B;business/8-ways-to-be-the-worlds-greatest-veterinarian/ArticleStandard/Article/detail/797475?contextCategoryId=36289
http://veterinarybusiness.dvm360.com/vetec/Veterinary&hx002B;business/8-ways-to-be-the-worlds-greatest-veterinarian/ArticleStandard/Article/detail/797475?contextCategoryId=36289
http://veterinarybusiness.dvm360.com/vetec/Veterinary&hx002B;business/8-ways-to-be-the-worlds-greatest-veterinarian/ArticleStandard/Article/detail/797475?contextCategoryId=36289
http://veterinarybusiness.dvm360.com/vetec/Veterinary&hx002B;business/Tell-the-pets-owner-how-you-really-feel/ArticleStandard/Article/detail/804056
http://veterinarybusiness.dvm360.com/vetec/Veterinary&hx002B;business/Tell-the-pets-owner-how-you-really-feel/ArticleStandard/Article/detail/804056
http://veterinarybusiness.dvm360.com/vetec/Veterinary&hx002B;business/3-ways-your-veterinary-practice-can-avoid-problems/ArticleStandard/Article/detail/797771
http://veterinarybusiness.dvm360.com/vetec/Veterinary&hx002B;business/3-ways-your-veterinary-practice-can-avoid-problems/ArticleStandard/Article/detail/797771
http://veterinarybusiness.dvm360.com/vetec/Veterinary&hx002B;business/Youre-not-bringing-in-new-veterinary-clients/ArticleStandard/Article/detail/804060?contextCategoryId=45467
http://veterinarybusiness.dvm360.com/vetec/Veterinary&hx002B;business/Youre-not-bringing-in-new-veterinary-clients/ArticleStandard/Article/detail/804060?contextCategoryId=45467
http://veterinarybusiness.dvm360.com/vetec/Veterinary&hx002B;business/Youre-not-bringing-in-new-veterinary-clients/ArticleStandard/Article/detail/804060?contextCategoryId=45467
Gavião, P.D., Pizzinatto, A.K. and Pizzinatto, N.K. (2005), “Endomarketing: o cliente interno na gestão
da qualidade em marketing”, in Pizzinatto, N.K. (Org.), Marketing: Focado Na Cadeia De
Clientes, Atlas, São Paulo.
Gioso, M.A., Kornfeld, S. and Rodrigues, M.G.J. (2011), “Seja responsável pela experiência de seus
clientes – parte 2”, Clínica Veterinária, Vol. 95, p. 110.
Gordon, I. and Apud Pizzinatto, N.K. et al. (1998/2005),Marketing Focado Na Cadeia De Clientes, Atlas,
São Paulo.
Gummesson (2010), “Evert”,Marketing De Relacionamento, Total, Bookman, São Paulo.
Hoffman, K.D., Bateson, J.L.G., Ikeda, A.I. and Campomar, M.C. (2010), Princípios De Marketing De
Serviços, Cengage Learning, São Paulo.
Karsaklian, E. (2000), Comportamento Do Consumidor, Atlas, São Paulo.
Lane, I.F. and Bogue, E.G. (2010), “Faculty perspectives regarding the importance and place of
nontechnical competencies in veterinary medical education at five north American colleges of
veterinary medicine”, Journal of the American Veterinary Medical Association, Vol. 237 No. 1,
pp. 53-64, doi: 10.2460/javma.237.1.53.
Las Casas, A.L. (2008),Administração DeMarketing: Conceitos, Planejamento E Aplicações À Realidade
Brasileira, Atlas, São Paulo.
Lobato, S. (2010), “É preciso ser mega?”, Clínica Veterinária, Vol. 85, p. 102.
Lovelock, C. and Wirtz, J. (2007), Marketing De Serviços- Pessoas, Tecnologia E Resultados, Pearson-
Prentice Hall, São Paulo.
McCarthy, E.J. (1996), “Marketing essencial: um abordagem gerencial e global”, Editora Atlas, pp. 397.
Materni, C. and Tumblin, D. (2013), “5 ways to #market your@vetpractice on social media, say goodbye
to old-school advertisements and hello to online engagement with clients, It’s going to be quick
and painless—we promise”, Veterinary Economics, DVM 396 newsmagazine, available at: http://
veterinarybusiness.dvm360.com/vetec/Veterinaryþbusiness/5-ways-to-market-your-vetpractice-
on-social-media/ArticleStandard/Article/detail/801058?contextCategoryId=45467 (accessed 15
April 2013).
Pereira, M.S. (2005), “Especialidades médicas (II)”, Clínica De Marketing – Nosso Clínico, Vol. 45,
pp. 189-192.
Pereira, M.S. (2007), “Tempo ocioso é custo”, Clínica De Marketing – Nosso Clínico, Vol. 60,
pp. 249-252.
Pereira, M.S. (2009a), “Clínica boca a boca”, Clínica DeMarketing –Nosso Clínico, Vol. 72, pp. 297-300.
Pereira, M.S. (2010a), “Ninguém compra o que desconhece”, Clínica De Marketing – Nosso Clínico,
Vol. 75, pp. 309-312.
Pereira, M.S. (2010b), “Não é apenas a quantidade e sim a qualidade da comunicação que fará a
diferença”, Clínica DeMarketing –Nosso Clínico, Vol. 76, pp. 313-316.
Pereira, M.S. (2011), “Clientes inativos”, Clínica DeMarketing - Nosso Clínico, Vol. 84, pp. 345-348.
Pereira, M.S. (2012a), “Programa de geriatria animal”, Clínica De Marketing – Nosso Clínico, Vol. 85,
pp. 349-352.
Pereira, M.S. (2012b), “O mercado das clínicas veterinárias”, Clínica De Marketing – Nosso Clínico,
Vol. 86, pp. 353-356.
Pereira, M.S. (2012c), “O marketing deve criar e manter uma relação contínua com o cliente após a
primeira compra”, Clínica DeMarketing –Nosso Clínico, Vol. 89, pp. 365-368.
Pitombo, T.D.T. and Pizzinatto, N.K. (2005), “Foco no cliente: as relações públicas”, in Pizzinatto, N.K.
(Org.),Marketing: Focado Na Cadeia De Clientes, Atlas, São Paulo.
Pizzinatto, A.K., Zem, C.A. and Pizzinatto, N.K. (2005), “Do marketing de massa ao foco no cliente”, in
Pizzinatto, N. K. (Org.),Marketing: Focado Na Cadeia De Clientes, Atlas, São Paulo.
IJPHM
11,3
246
D
ow
nl
oa
de
d
by
U
N
E
SP
A
t 1
0:
13
3
1
M
ay
2
01
9
(P
T
)
http://dx.doi.org/10.2460/javma.237.1.53
http://veterinarybusiness.dvm360.com/vetec/Veterinary&hx002B;business/5-ways-to-market-your-vetpractice-on-social-media/ArticleStandard/Article/detail/801058?contextCategoryId=45467
http://veterinarybusiness.dvm360.com/vetec/Veterinary&hx002B;business/5-ways-to-market-your-vetpractice-on-social-media/ArticleStandard/Article/detail/801058?contextCategoryId=45467
http://veterinarybusiness.dvm360.com/vetec/Veterinary&hx002B;business/5-ways-to-market-your-vetpractice-on-social-media/ArticleStandard/Article/detail/801058?contextCategoryId=45467
http://www.emeraldinsight.com/action/showLinks?doi=10.1108%2FIJPHM-12-2015-0057&crossref=10.2460%2Fjavma.237.1.53&isi=000279116400025&citationId=p_12
Serviço Brasileiro de Apoio às Micro e Pequenas Empresas (SEBRAE) (2013) available at: www.
sebraesp.com.br/arquivos_site/noticias/jornal_negócios/228 (accessed 15 April 2013).
Soares, J.A. and Pizzinatto, N.K. (2004), “O endomarketing como estratégia empresarial de
transformação do ambiente de trabalho: estudo de casos”, XXXIX Asamblea Anual del Consejo
Latinoamericano de Escuelas de Administración (CLADEA), Pontifícia Universidad Católica
Madre yMaestra, Puerto Plata.
Soares, J.A., Galvão, A.L.B., Vasconcellos, A.L., Santos, T.R. and Bresciani, K.D.S. (2013a), “Marketing
and domestication in dogs”, Dogs: Domestication History, Behavior and Commom Health
Problems, Nova Publishers, NewYork, NY.
Soares, J.A., Galvão, A.B.G., Vasconcellos, A.L., Bresciani, K.D.S., Santos, R.R. and Santos, T.R. (2013b),
“Small business management in veterinary segment”, International Journal of Science
Commerce and Humanities, Vol. 2 No. 4, pp. 114-118.
Stewart, P. (2008), “Why clients leave, five pet owners tell us why they ditched their veterinarians. learn
from their experiences—then use these tips and tools to avoid client care mistakes”, Veterinary
Economics, DVM 396 newsmagazine, available at: http://veterinarybusiness.dvm360.com/vetec/
article/articleDetail.jsp?id=520553&sk=&date=&pageID=3 (accessed 15 April 2013).
Tracey, S. (2011), “9 steps to a perfect veterinary appointment: tweak your communication and practice
protocols for big dividends in client compliance and service”, Veterinary Economics, DVM 396
newsmagazine, available at: http://veterinarybusiness.dvm360.com/vetec/article/articleDetail.
jsp?id=710159 (accessed 15 April 2013).
Tudor, R. (2013), “Good deeds are your new yellow pages, looking for your next big marketing idea? Skip
the old-school approach and promote the good stuff you and your veterinary staff are doing
instead”, Veterinary Economics, DVM 396 newsmagazine, available at: http://veterinarybusiness.
dvm360.com/vetec/Veterinaryþbusiness/Good-deeds-are-your-new-Yellow-Pages/ArticleStandard/
Article/detail/804065?contextCategoryId=45467 (accessed 15 April 2013).
Vilas Boas, A.A. andAndrade, R.O.B. (2009), Gestão Estratégica De Pessoas, Elsevier, Rio de Janeiro.
Wasche, L. (2008), “A 5-step plan for helping shelters and rescue groups”, Veterinary Economics,
DVM 396 newsmagazine, available at: http://veterinarybusiness.dvm360.com/vetec/
Veterinaryþbusiness/A-5-step-plan-for-helping-shelters-and-rescue-grou/ArticleStandard/
Article/detail/515237 (accessed in 15 April 2013).
Whiteley, R.C. (1992), A Empresa Totalmente Voltada Para O Cliente: Do Planejamento À Ação, no 18,
Campus, Rio de Janeiro.
Zeithaml, V.A., Bitner, M.J. and Gremler, D.D. (2014), Marketing de Serviços, Mc Graw Hill and
Bookman, Porto Alegre.
Corresponding author
Katia Denise Saraiva Bresciani can be contacted at: bresciani@fmva.unesp.br
For instructions on how to order reprints of this article, please visit our website:
www.emeraldgrouppublishing.com/licensing/reprints.htm
Or contact us for further details: permissions@emeraldinsight.com
Marketing
strategies
247
D
ow
nl
oa
de
d
by
U
N
E
SP
A
t 1
0:
13
3
1
M
ay
2
01
9
(P
T
)
http://www.sebraesp.com.br/arquivos_site/noticias/jornal_neg&hx00F3;cios/228
http://www.sebraesp.com.br/arquivos_site/noticias/jornal_neg&hx00F3;cios/228
http://veterinarybusiness.dvm360.com/vetec/article/articleDetail.jsp?id=520553&hx0026;sk=&hx0026;date=&hx0026;pageID=3
http://veterinarybusiness.dvm360.com/vetec/article/articleDetail.jsp?id=520553&hx0026;sk=&hx0026;date=&hx0026;pageID=3
http://veterinarybusiness.dvm360.com/vetec/article/articleDetail.jsp?id=710159
http://veterinarybusiness.dvm360.com/vetec/article/articleDetail.jsp?id=710159
http://veterinarybusiness.dvm360.com/vetec/Veterinary&hx002B;business/Good-deeds-are-your-new-Yellow-Pages/ArticleStandard/Article/detail/804065?contextCategoryId=45467
http://veterinarybusiness.dvm360.com/vetec/Veterinary&hx002B;business/Good-deeds-are-your-new-Yellow-Pages/ArticleStandard/Article/detail/804065?contextCategoryId=45467
http://veterinarybusiness.dvm360.com/vetec/Veterinary&hx002B;business/Good-deeds-are-your-new-Yellow-Pages/ArticleStandard/Article/detail/804065?contextCategoryId=45467
http://veterinarybusiness.dvm360.com/vetec/Veterinary&hx002B;business/A-5-step-plan-for-helping-shelters-and-rescue-grou/ArticleStandard/Article/detail/515237
http://veterinarybusiness.dvm360.com/vetec/Veterinary&hx002B;business/A-5-step-plan-for-helping-shelters-and-rescue-grou/ArticleStandard/Article/detail/515237
http://veterinarybusiness.dvm360.com/vetec/Veterinary&hx002B;business/A-5-step-plan-for-helping-shelters-and-rescue-grou/ArticleStandard/Article/detail/515237
mailto:bresciani@fmva.unesp.br
Marketing strategies in small animal clinical practice
1. Introduction
2. Main marketing strategies
3. Marketing strategies in small animal clinical practice
3.1 Promotional strategies in veterinary medicine marketing
3.2 Point-of-sale strategies in veterinary medicine marketing
3.3 Personal sales strategies: attendance in veterinary medicine marketing
3.4 Expanded service strategies in veterinary medicine marketing
3.5 Public relations and marketing strategy in veterinary medicine
3.6 Marketing strategies of customers loyalty in veterinary medicine
3.7 The internal marketing as marketing strategy in veterinary clinical medicine
3.8 A new dimension for veterinary medicine as a marketing strategy
Undefined namespace prefix
xmlXPathCompOpEval: parameter error
xmlXPathEval: evaluation failed
Undefined namespace prefix
xmlXPathCompOpEval: parameter error
xmlXPathEval: evaluation failed
Undefined namespace prefix
xmlXPathCompOpEval: parameter error
xmlXPathEval: evaluation failed
Undefined namespace prefix
xmlXPathCompOpEval: parameter error
xmlXPathEval: evaluation failed
3.8.4.1 Operational.
3.8.4.2 Behavioral actions.
4. Final considerations
5. Conclusion
References