1. INTRODUCTION BY DR KANASE
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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.
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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 DR KANASE
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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
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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 (Our Story)
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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 (Our Story)
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 Important Definitions
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Life Time Value of a Customer
Transaction
Sale

7. Lifetime Value of Customer
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 money for 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
All 3 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
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FOCUS ON RESULTS!!
MANAGE EXPECTATIONS!!

11. Internal Rules
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Tell us Bad 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
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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
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Core values and Ethics Videos –
Jeff Bezos video
Warren Buffett Video

14. DO I KNOW WHAT IS EXPECTED OF ME?
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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
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Meet sales goals (cash or accrual)
Daily – 5K
 Weekly – 30K
 Monthly - >100K
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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 – Report Card
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 – Report Card
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
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Meet sales 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
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Quality of Work
 Good
Results
 No Burns
 Minimal Satisfaction Guarantees
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Quantity of Work
 Attendance
Report – Tardiness (coming
late or leaving early), Absenteeism
(gone for whole day)
 50% Labor Report

20. Tech – Report Card
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 gets credit for sale
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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
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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
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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 look at Clinic Sales & Your
Sales - ‘Sales by Rep’ report
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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 accuracy to avoid losing
credit
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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
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Staff Treatment –
Guidelines for Employees treating each other (even for training purposes)
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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’