Competing
Why Independent Veterinary Practices Still Have a Competitive Advantage
Over the last decade, corporate ownership has become an increasingly significant part of the veterinary profession. More recently, we're now seeing a growing number of vets choosing to establish their own independent practices.
Having worked in independent practice, charity practice and one of the UK's largest veterinary groups, I think I’ve got a unique perspective when I am asked the question (which is becoming more frequent)- which is best, independent or corporate practice?
To tell the truth, I've seen excellent independent practices and I've seen excellent corporate practices. And I've seen examples where both have struggled. Which is why I don't believe success is necessarily determined by ownership structure alone.
Each model brings its own pros and cons. Independent practices can’t compete on the scale of the corporate groups, but they can compete on the things that make them different.
Strong local relationships, continuity of care, culture, and the ability to make decisions quickly can all be powerful differentiators.
Continuity of Care
One of the most valuable assets an independent practice possesses is continuity of care.
Clients have always valued familiarity. They want to see the same receptionists, nurses and vets. They want a team that knows them, understands their pets and can build long-term relationships.
Continuity doesn't just improve the client experience. It helps build trust, improves communication and can support better patient outcomes.
In a world where convenience and price are often the focus, relationships remain one of the most powerful differentiators a practice can offer.
Community Connection
Many independent practices are deeply embedded within their local communities. They may have been a constant in the town for several decades or they’re new start ups that have moved in and grown to be loved by everyone nearby.
They support local events, charities, schools and sports clubs. They understand the people they serve and the specific needs of their area. That’s hard to replicate if the practice is run from a central command in a remote city hundreds of miles away.
This connection often creates loyalty. Clients know who they are supporting and appreciate dealing with a business that is part of their community.
Culture and Team Engagement
The best independent practices often have a clear identity and purpose. Team members understand what the practice stands for and how they contribute to its success. Each practice is different and I think this difference is a USP, especially when competing against a homogenous brand identity of a national network of vet practices.
Practice owners have the opportunity to shape culture directly, creating an environment that reflects their values and supports both professional and personal development.
At a time when recruitment and retention remain significant challenges across the profession, a strong culture can become a major competitive advantage.
Agility and Local Decision-Making
Corporate scale brings many benefits - a network of care, access to skills, organisational support. But one thing they don’t have is agility. Independent practices can often make decisions closer to the point of care. They can respond quickly to client feedback, adapt services to local needs and implement changes without navigating multiple layers of approval.
Whether it's introducing a new service, investing in equipment, changing a supplier or adjusting processes, the ability to act quickly can be incredibly valuable. In a rapidly evolving profession, agility should not be underestimated.
Independent practices also have the opportunity to make decisions that directly benefit their teams. Whether that's investing in training, introducing greater flexibility or creating new career opportunities, these decisions can often be made quickly and with a clear understanding of the needs of the individuals involved.
The Challenge of Independence
Of course, independence is not without its challenges.
Practice owners wear many hats. Alongside delivering clinical care, they are often responsible for recruitment, procurement, supplier management, compliance, complaint management, investment decisions and overall business performance.
This is where some practices struggle. Not because they lack expertise, but because running a successful veterinary practice requires a broad range of skills that extend well beyond medicine and surgery and a lack of time to complete all the extra demands running your own veterinary clinic brings makes it difficult. These demands on practice owners continue to increase, making access to the right support, expertise and data more important than ever.
Commercial Discipline Without Losing Independence
One of the biggest misconceptions in the profession is that strong commercial management somehow comes at the expense of clinical freedom or independence.
In reality, the opposite is often true.
The most successful independent practices are not just clinically strong; they are commercially disciplined too.
They understand their numbers.
They regularly review their performance.
They challenge supplier arrangements.
They make informed investment decisions.
And they ensure that resources are being used effectively.
Commercial discipline isn't about cutting corners or focusing solely on profit. It's about creating a sustainable business that can continue to invest in its team, facilities, equipment and patient care.
Many independent practices already have the relationships, culture and agility needed to succeed. The challenge is often finding the time, expertise and capacity to focus on the commercial aspects of the business while continuing to deliver excellent clinical care.
In today's veterinary landscape, commercial performance and clinical excellence should not be viewed as competing priorities. The strongest practices recognise that they go hand in hand. A financially healthy practice is better placed to invest in its people, support its clients and continue delivering high standards of care for years to come.
Looking Ahead
In my opinion, the independent practices most likely to thrive over the next decade will not necessarily be the biggest.
They will be the practices that successfully combine:
Clinical excellence
Strong leadership
Engaged teams
Commercial discipline
Client focus
Data-driven decision making
while preserving the continuity, culture, community connection and agility that make them unique.
Conclusion
The debate about ownership structure will undoubtedly continue. But perhaps the more important question is not who owns a practice. It's how that practice is run.
Independent practices already possess many of the ingredients needed for success. Strong client relationships, continuity of care, local community connections, engaged teams and the ability to make decisions quickly are all significant advantages.
The challenge is ensuring those strengths are supported by the commercial discipline, data and expertise needed to thrive in an increasingly competitive and complex environment.
Independent practices have always been at the heart of the veterinary profession and I am sure they’re here to stay. The challenge is ensuring independent practices have access to the commercial expertise, insights and support they need to succeed for the long term and compete in this increasingly difficult industry.
At Veterinary Procurement Partners, that's a challenge I'm passionate about helping practices solve.
If any of the themes discussed in this article resonate with you, I'd be delighted to continue the conversation.