You will have access to the most relevant data in Business Strategy in Veterinary Centers, prepared by a teaching team with extensive experience in the field’’   

Why study at TECH?

TECH is the world's largest 100% online business school. It is an elite business school, with a model based on the highest academic standards. A world-class centre for intensive managerial skills training.   

TECH is a university at the forefront of technology, and puts all its resources at the student's disposal to help them achieve entrepreneurial success"     

At TECH Global University

Innovation

The university offers an online learning model that combines the latest educational technology with the most rigorous teaching methods. A unique method with the highest international recognition that will provide students with the keys to develop in a rapidly-evolving world, where innovation must be every entrepreneur’s focus. 

"Microsoft Europe Success Story", for integrating the innovative, interactive multi-video system.  

The Highest Standards

Admissions criteria at TECH are not economic. Students don't need to make a large investment to study at this university. However, in order to obtain a qualification from TECH, the student's intelligence and ability will be tested to their limits. The institution's academic standards are exceptionally high... 

95% of TECH students successfully complete their studies.

Networking

Professionals from countries all over the world attend TECH, allowing students to establish a large network of contacts that may prove useful to them in the future.

100,000+ executives trained each year, 200+ different nationalities.

Empowerment

Students will grow hand in hand with the best companies and highly regarded and influential professionals. TECH has developed strategic partnerships and a valuable network of contacts with major economic players in 7 continents.    

500+ collaborative agreements with leading companies.

Talent

This program is a unique initiative to allow students to showcase their talent in the business world. An opportunity that will allow them to voice their concerns and share their business vision. 

After completing this program, TECH helps students show the world their talent. 

Show the world your talent after completing this program. 

Multicultural Context

While studying at TECH, students will enjoy a unique experience. Study in a multicultural context. In a program with a global vision, through which students can learn about the operating methods in different parts of the world, and gather the latest information that best adapts to their business idea. 

TECH students represent more than 200 different nationalities. 

Learn with the best

In the classroom, TECH’s teaching staff discuss how they have achieved success in their companies, working in a real, lively, and dynamic context. Teachers who are fully committed to offering a quality specialization that will allow students to advance in their career and stand out in the business world. 

Teachers representing 20 different nationalities. 

TECH strives for excellence and, to this end, boasts a series of characteristics that make this university unique: 

Analysis

TECH explores the student’s critical side, their ability to question things, their problem-solving skills, as well as their interpersonal skills.    

Academic Excellence

TECH offers students the best online learning methodology. The university combines the Relearning method (a postgraduate learning methodology with the highest international rating) with the Case Study. A complex balance between tradition and state-of-the-art, within the context of the most demanding academic itinerary.  

Economy of Scale

TECH is the world’s largest online university. It currently boasts a portfolio of more than 10,000 university postgraduate programs. And in today's new economy, volume + technology = a ground-breaking price. This way, TECH ensures that studying is not as expensive for students as it would be at another university.   

At TECH, you will have access to the most rigorous and up-to-date case studies in the academic community”

The Postgraduate diploma in Business Strategy in Veterinary Centers provides its students with a set of distinctive knowledge to help them become professionals in the management of veterinary centers, while at the same time highlighting their high entrepreneurial and management skills. 

Take everything you learn into the field of veterinary practice and see how your management and leadership helps improve business results’’ 

Syllabus

The teaching methodology employed by TECH guarantees that its students acquire all the complementary and essential knowledge on Business Strategy in Veterinary Centers. This is a great opportunity for all professionals who want to run businesses of this kind, as they are gaining access to high quality and elaborate teaching material. 

Throughout the course, the student analyzes a multitude of practical cases through individual and teamwork. It is, therefore, an authentic immersion in real veterinary business situations.  

The student will be able to elaborate complete business plans applied to veterinary centers, analyze all the productive processes of these centers and be an innovative member of the veterinary business by applying the most recent and effective methodologies in the business field. 

This program takes place over 6 months and is delivered entirely online. It is composed of 3 teaching modules. 

Module 1. The Business Plan Applied to Veterinary Centers
Module 2. Production Processes in Veterinary Centers
Module 3. Business Strategy and Innovation in Veterinary Centers 

Where, When and How is it Taught?

TECH offers its students the possibility of taking the entire program completely online, without the need to attend classes or physical centers. The student has access to the complete teaching material during the course and can download it from any device with an internet connection.  

Module 1. The Business Plan Applied to Veterinary Centers

1.1. The Business Plan in Veterinary Centers

1.1.1. Planning and Control: Two Sides of the Same Coin
1.1.2. Why and Why Have a Plan?
1.1.3. Who Should Do It?
1.1.4. When to Do It
1.1.5. How to Do It
1.1.6. Does It Have to Be in Writing?
1.1.7. Questions That Need to Be Answered
1.1.8. Sections of the Business Plan

1.2. External Analysis I: The Veterinary Center Environment

1.2.1. What Should It Contain?
1.2.2. Political Environment
1.2.3. Economic Environment
1.2.4. Social Environment
1.2.5. Technological Environment
1.2.6. Ecological Environment
1.2.7. Legal Environment

1.3. External Analysis II: Competitive Environment Applied to the Veterinary Industry

1.3.1. Customers
1.3.2. Competition
1.3.3. Suppliers
1.3.4. Others

1.4. Internal Analysis of a Veterinary Center

1.4.1. Facilities and Equipment
1.4.2. Personal
1.4.3. Income/Expenses
1.4.4. Customers
1.4.5. Prices
1.4.6. Services
1.4.7. Communication with Customers
1.4.8. Training
1.4.9. Suppliers
1.4.10. Competition

1.5. SWOT and CAME Analysis Applied to Veterinary Centers

1.5.1. Weaknesses
1.5.2. Strengths
1.5.3. Threats
1.5.4. Opportunities
1.5.5. Correct
1.5.6. Adapt to
1.5.7. Maintain 
1.5.8. Exploit

1.6. Objectives of Veterinary Centers as Companies

1.6.1. What Are They?
1.6.2. Features: SMART
1.6.3. Types

1.7. Business Strategies in Veterinary Centers

1.7.1. The 7 P's of Service Marketing
1.7.2. Product-Service
1.7.3. Price
1.7.4. Distribution
1.7.5. Communication
1.7.6. Person
1.7.7. Current Procedures
1.7.8. Test

1.8. Action Plan for the Strategy of a Veterinary Center

1.8.1. What Does it Consist of?
1.8.2. How to Develop a Strategy
1.8.3. What Should Be Taken into Consideration for Each Action?
1.8.4. Prioritization of Actions Based on Business Importance
1.8.5. Calendar

1.9. Control and Follow-Up Plan for the Business Plan of a Veterinary Center

1.9.1. Planning and Control
1.9.2. What Does It Consist Of and Why It Is Important?
1.9.3. Who and How to Control
1.9.4. Indicator Based Control
1.9.5. Decision Making

1.10. Contingency Plan Applied to a Veterinary Center's Business Plan

1.10.1. What Is It and What Is It For?
1.10.2. How to Do It
1.10.3. How to Use It

Module 2. Production Processes in Veterinary Centers

2.1. Introduction to Productive Processes in Veterinary Centers

2.1.1. Business Process Concept
2.1.2. Introduction to Business Processes
2.1.3. Graphic Representation of the Processes
2.1.4. Normalization of Processes
2.1.5. Practical Examples of Processes in Veterinary Centers

2.2. Analysis of the Production Processes in Veterinary Centers

2.2.1. Management Process System
2.2.2. Measurement, Analysis and Improvement of Business Processes
2.2.3. Characteristics of a Well-Directed and Managed Process

2.3. Business Productivity in the Veterinary Health Centers Sector

2.3.1. Focus on Key Objectives
2.3.2. Added Value Generated for the Client
2.3.3. Analysis of the Value Added by the Processes
2.3.4. Competitiveness
2.3.5. Productivity Loss and Improvement Analysis

2.4. Business Management Models Applied to the Veterinary Health Center Sector

2.4.1. Traditional Mass Management
2.4.2. Management Based on the Lean Model
2.4.3. Management Based on an Improved Traditional Model

2.5. Introduction to the Lean Management Model Applied to Veterinary Centers

2.5.1. Basic Principles and Characteristics
2.5.2. Flow of Activities
2.5.3. Pulling System
2.5.4. Flow-Pull
2.5.5. Continuing Improvement

2.6. Waste in a Production Model Applied to Veterinary Centers

2.6.1. Litter, Waste or Moult
2.6.2. Types of Waste
2.6.3. Causes of waste
2.6.4. Elimination of waste

2.7. Implementation of the Lean Management Model in Veterinary Centers I

2.7.1. Process Conditioning
2.7.2. Balanced and Flexible Pull Flow
2.7.3. Transition from a Traditional Model to Lean Implementation
2.7.4. First Stage: Establishment of Regular and Uninterrupted Flow

2.8. Implementation of the Lean Management Model in Veterinary Centers II

2.8.1. Second Stage: Consolidating the Flow, Eliminating Waste, Ensuring Quality and Standardizing Operations
2.8.2. Third Stage: Establishment of Pull Flow
2.8.3. Fourth Stage: Flexibility in Production Rate

2.9. Implementation of the Lean Management Model in Veterinary Centers III

2.9.1. Fifth Stage: Flexibility in the Type of Product
2.9.2. Sixth Stage: Complete Implementation of Balanced, Leveled and Multiproduct Pull Flow
2.9.3. Seventh Stage: Simple Management and Control

2.10. Tools for Lean Implementation Applied to Veterinary Centers

2.10.1. Value Stream Map
2.10.2. A3: Analysis of New Approaches or Problems to Be Solved

Module 3. Business Strategy and Innovation in Veterinary Centers

3.1. The Role of the Manager of a Veterinary Center

3.1.1. General Management
3.1.2. Human Resources Management
3.1.3. Financial Management
3.1.4. Occupational Health Management
3.1.5. Information Technology Management
3.1.6. Marketing and Sales Management
3.1.7. Customer Service and Public Relations Management
3.1.8. Change Management

3.2. Strategic Planning in Veterinary Centers

3.2.1. Definitions
3.2.2. Sense of Business Strategy
3.2.3. Strategic Plan of a Veterinary Center

3.3. The Philosophical Stage of Strategic Planning for a Veterinary Center

3.3.1. Definition
3.3.2. Components

3.3.2.1. Mission
3.3.2.2. Vision
3.3.2.3. Values
3.3.2.4. Tools
3.3.2.5. Strategical Goals

3.3.3. Practical Examples

3.4. Business Models in Traditional Veterinary Centers

3.4.1. Introduction
3.4.2. Veterinary Center Structures
3.4.3. Services
3.4.4. Staff of a Veterinary Center

3.5. Research for Innovation in Veterinary Centers

3.5.1. Innovation Concept in the Veterinary Sector
3.5.2. The Blue Ocean Strategy Applied to Veterinary Centers

3.5.2.1. Concept
3.5.2.2. Analytical Tools

3.5.3. Canvas Methodology for Innovation in Veterinary Centers

3.5.3.1. Description
3.5.3.2. Operative

3.5.4. Strategy Formulation for Innovation Strategies in Veterinary Centers

3.5.4.1. Generation of New Ideas and Synthesis
3.5.4.2. Innovation Epicenters

3.6. Design of the Value Proposition for Veterinary Center Customers

3.6.1. The Profile of the Customer/User of Veterinary Centers
3.6.2. Value Map
3.6.3. Fit between the Value Offering and the Customer Profile Applied to Veterinary Centers

3.7. Innovation Prototyping Applied to Veterinary Centers

3.7.1. The Minimum Viable Innovation System
3.7.2. Global Innovation Scorecard
3.7.3. Innovation Operational Plan

3.8. Patterns of Business Models in the Veterinary Health Center Industry

3.8.1. Disaggregation of Business Models
3.8.2. Long Tail
3.8.3. Multilateral Platforms
3.8.4. The Free Business Model (Freemium)
3.8.5. Open Business Models

3.9. Design Thinking and Application in Veterinary Centers

3.9.1. Concept
3.9.2. Guidelines and Keys
3.9.3. Tools

3.10. Research for Continuous Improvement in Business Strategy in Veterinary Centers

3.10.1. Monitoring of the Strategic Plan of a Veterinary Center
3.10.2. Implementation of Improvements in the Strategy of a Veterinary Center