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Introduction by Dr K
The document outlines a comprehensive training program for employees of American Laser Med Spa, focusing on various non-surgical cosmetic procedures and the company's business operations. It emphasizes core values such as customer service, ethics, and the lifetime value of customers, while setting sales expectations and detailed performance metrics for clinic managers and technicians. The importance of maintaining high customer satisfaction and adherence to company policies is highlighted to foster a culture of excellence and accountability.
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Introduction by Dr K
- 1. INTRODUCTION BY DRKANASE Welcome to Training!! 3 Days of intense, immersive fun learning You will learn everything that you need to do your job effectively Agenda Day 1 and 2 = 9a-6p & Day 3 = 9a-5p on. See Training Manual for the Training Agenda Your training consists of 5 parts. You must successfully complete all 5. 1. 2. 3. 4. 5. Medical Sales Day-to-Day operations IT Marketing Our MISSION is simple = Transform Lives By making people feel young beautiful and confident Give Excellent Medical service (give them Great Results!) & Give Excellent Customer service (create raving fans!)
- 2. INTRODUCTION BY DRKANASE My goal is to build a place of Truth and Happiness To contribute meaningfully to society by making people’s (customers and employees’) lives better It is not easy and quick. It will take hard work, discipline and sacrifice You will have to work hard, save & invest and be willing put off buying a lot of stuff today, for a better tomorrow
- 3. About Us -Who we are http://www.americanlaser-medspa.com/about-us American Laser Med Spa is a group of 6 clinics in Texas and New Mexico. We specialize in non-surgical cosmetic laser procedures We offer the following services: 1. 4 laser procedures i. LHR = Laser Hair Removal ii. Foto = Fotofacial / Skin Rejuvenation iii. ST = Skin Tightening iv. Velashape = Cellulite reduction and body reshaping/contouring 2. Ultrasonic facials 3. Cosmetic injections = Botox and Dermal Fillers - Juvederm Ultra Plus XC
- 4. Company History (OurStory) I was always interested in Laser Hair Removal and non-surgical cosmetic procedures. When a local physician and her husband planned to move to Dallas from Amarillo, I purchased their clinic
- 5. Company History (OurStory) Date Event Aug-05 Purchased Advanced Laser Clinic Amarillo Nov-05 Joined as licensee - American Laser Centers Apr-06 Opened Albuquerque Jun-06 Opened El Paso Nov-06 Opened Tulsa May-07 Opened Midland Jun-07 Opened Lubbock Jul-07 Opened Corpus Christi Dec-08 Closed Tulsa – due to financial reasons June-11 Parted ways with ALC. Now - American Laser Med Spa
- 6. 3 Very ImportantDefinitions Life Time Value of a Customer Transaction Sale
- 7. Lifetime Value ofCustomer Create Customers for Life Our goal is to build long term relationship as their trusted friend and advisor. Rather than just a $2K sale for today, think of them as a customers for life.
- 8. Transaction Exchange of moneyfor services Focus on Transaction. Not just on sale A transaction is not complete until they have received ALL their services (eg LHR – full 2 yrs, Velashape – all 6 Tx received). So when we make a $2k LHR sale, all we have done is collected a ‘deposit’. Now we owe them Excellent Quality Service
- 9. Sale - Definition All3 things MUST be done to qualify as a Sale All papers signed (Mindbody receipts, Pt Pad = signed consents & Consult papers) Money in the bank Received 1st treatment
- 10. IMPORTANT FOCUS ON RESULTS!! MANAGEEXPECTATIONS!!
- 11. Internal Rules 13. 14. 15. 16. 17. 18. 19. Tell usBad news immediately Trust but Verify Do not come with just a problem. Come with a solution. Be a PPS – Professional Problem Solver Judge people on recent performance only Be Frugal in spending Be a Fierce competitor Use technology only to improve customer happiness. Not just because it is ‘cool’
- 12. Core Values -ETHICS Ask yourself “If this was my family member, will I still do it? The answer has to be YES, WITHOUT A DOUBT. If the answer is ‘maybe’ then DON’T DO IT After you first obey all rules, ask yourself whether you are willing to have any contemplated act appear the next day on Facebook or Google to be read by your Friends & Family. If you follow this test, you need not fear my other message – Loose Money for the clinic and I will be understanding. Loose a shred of reputation and I will be ruthless
- 13. Core Values –2 Videos Core values and Ethics Videos – Jeff Bezos video Warren Buffett Video
- 14. DO I KNOWWHAT IS EXPECTED OF ME? It takes $40K to pay bills and $60k to pay equipment loans monthly Minimum Sales Goal per month Clinic Managers Goal = $40K cash basis monthly Tech Goal = $10K accrual monthly 95% Customers must be Happy with results & ZERO Burns 50% of Tech time in Treatment Room (5-10 tx per day/per tech) Zero – absences/tardies Successfully implement NEW projects – eg Wish Lists
- 15. CM Job Expectations Meetsales goals (cash or accrual) Daily – 5K Weekly – 30K Monthly - >100K Do 10 consults per day – close rate 70% Oversee 15-30 Tx per day Work 45 hrs/wk. 8:45am to about 6:30pm daily
- 16. CM – ReportCard Criteria Report Lead Measure Lag Measure Sales Sales By Rep Report •Meet and exceed sales goals •$40K/mo cash (daily, weekly, monthly) Less than 40K accrual/mo Medical •EMR Report •Burn Report •SG Report 95% Happy Pts •# of Pts seeing results •Treat 5 pts a day ZERO Burns & 5% Slow-Responders •# of BURNS •# of Slow-Responders •ZERO burns expected •ALL Slow-responders addressed •50% Labor Report Customer Service Listen 360 # of Testimonials/mo •# of Patient Complaints •ZERO unresolved customer complaints Attendance Attendance Report Always ON-Time and minimal Absenteeism •# of Absences •# of Tardies Peer to Peer Relations Peer Survey Report # of Compliments # of Complaints
- 17. CM – ReportCard Communication/ Management Lead Measure Lag Measure Always on top of things from Corporate and her staff Needs to be reminded several times – eg clock-ins, pulse counts ZERO OT Optimized schedule Checklist followed •Checklists not done •Sch not optimized •Repeated OT Equipment – maintained properly and clean Equipment Problems – breakage due to staff negligence Supply Chain – accurate quarterly consumption, ordering and receiving NOT on Top of Supplies – with inaccurate quarterly consumption, ordering and receiving
- 18. Tech Job Expectations Meetsales goals (cash or accrual) $10K accrual per Month Treatments = 50% of your time must go towards doing Treatments Treat 5-10 pts/day 95% Pts Happy (>90% Improv.) Work = 36-40 hrs/wk (8:45am to 6pm daily for 4 to 5 days a week)
- 19. Tech Job Expectations Qualityof Work Good Results No Burns Minimal Satisfaction Guarantees Quantity of Work Attendance Report – Tardiness (coming late or leaving early), Absenteeism (gone for whole day) 50% Labor Report
- 20. Tech – ReportCard Criteria Report Lead Measure Lag Measure Sales Sales By Rep Report Meet and exceed sales goals. 10K accrual monthly Less than 10K accrual basis Medical •EMR Report •Burn Report •SG Report 95% Happy Pts •# of Pts seeing results •Treat 5-10 pts a day ZERO Burns & 5% Slow-Responders •# of BURNS •# of Slow-Responders •ZERO burns expected •Address ALL Slowresponders •50% Labor Report Customer Service Listen 360 # of Testimonials/mo •# of Patient Complaints •ZERO unresolved customer complaints Attendance Attendance Report Always ON-Time and minimal Absenteeism •# of Absences •# of Tardies Peer to Peer Relations Peer Survey Report # of Compliments # of Complaints
- 21. Define who getscredit for sale Person present when #1 and #2 above are done. i.e. money collected and signatures obtained. Exception – If you completed everything and pt came in just to make the payment and sign papers and you can prove it (your notes in contact logs, sales ticket, sales forecast and chart notes). If there is a disagreement between 2 staff members about who gets credit, regional manager will break the tie. Sales – calculated on cash basis AND accrual basis. (Without taxes) Since it is hard to track who gets credit for auto-pay sales, you get full credit for the accrual sale on the date it happens so you won’t have to worry about tracking each future monthly auto-pay payment on that account. Chase financing sales go to you as cash basis
- 22. Who does Consults& Upsells Consults – are generally done by CM’s. Upsells - are generally done by techs. Referrals – If a tech brings in a consult from a referral – As much as possible, the Tech will do the consult so she can close the sale she has worked on and begin a positive relationship with the new sale. If there is a scheduling conflict then CM to do the consult. DO NOT reschedule consults to fit staff schedule. The convenience factor works the other way around.
- 23. Pmt on Account/ Account Payment For payment collected from patient for balance due. If you (as a tech or manager) processed this in Retail section, note that Regional Manager or Accounting Dept will change the Rep from your name to ‘unassigned’. If you find a mistake please notify us to correct it. Put Sales Notes on bottom right side in Retail section
- 24. Where to lookat Clinic Sales & Your Sales - ‘Sales by Rep’ report Sales Report on our Intranet MB Dashboard Report >> Sales >>Sales by Rep >>choose Accrual basis >>summary >>subtotal We look at CASH BASIS for clinic sales performance Where to look at ‘Sales by Rep’ report MB Dashboard Report >> Sales >>Sales by Rep >> choose cash basis >>summary >>subtotal = Your Cash Sales Same as above >> choose accrual basis = Your Accrual Sales
- 25. Always Verify accuracyto avoid losing credit If you don’t tell us about a mistake within 48 hrs you loose credit and we won’t change it thereafter. Eg .you made a $3000 sale but it was accidentally assigned to another tech. If you fail to notify us within 48 hrs (except on Sat – notify by Tue), you will loose credit for that entire sale and the sale will be credited to ‘unassigned’ so please watch your “Sales by Rep” report carefully.
- 26. Staff Purchase &Staff Treatment Staff Treatment – Guidelines for Employees treating each other (even for training purposes) Notify and get permission from Regional Manager Both employees must be off the clock (unless permitted for training) Treatment preferably done outside of clinic hours Cannot interfere with paying patients The treatment receiving employee must be treated just like any other pt i.e. Consents & Patient Pad must be accurate Must have EMR notes Must be on MB schedule - Check out as ‘comp’