IT COULD be argued that there is too much information available to managers of veterinary practices these days. Most practices are computerised in one form or another, and a range of of benchmarking systems, journals, external business and trade information all create an environment that simply wasn't there just a few years ago. However, all this information has raised a new set of problems: how to interpret and use it. As Ray Girotti explains, in order to make information work for the practice, you must know what types of questions you want to ask, and have the discipline not to get side-tracked along the way.
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