When considering joining or merging with a medical practice, you need to perform a due diligence investigation into the operations of the practice, as well as the finances.
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Like any well-run business, a medical practice needs to step back periodically and try to get a bird's-eye view of where it has been and where it is going. A good time to perform such a review is at the end of the calendar year. Go into the meeting with a plan, prepared to focus on three critical areas: corporate, financial and operational planning.
There are nuances in providing valuations for virtually every type of business entity ranging from retail outlets to a manufacturing operation to a personal services firms. But valuations for hospitals and other organizations in the health care field are especially daunting.
Unfortunately, many physician partnerships compare more to a boxing match than, well, a partnership. When partners can't get along -- whether it's because of personality issues or divvying up responsibilities -- running a truly successful practice becomes even more difficult. There are ways to knock out many conflicts but, to do so, you'll need to put on your kid gloves.
Frustrated by rising costs, managed care demands and overwhelming patient loads, a growing number of physicians are converting their traditional practices into retainer-based or "concierge" practices. Under this evolving model, physicians cut back the number of patients they see, spend more time on personalized care and charge each participant an annual fee ranging from $1,500 to $20,000.
When was the last time you took a careful look at your office overhead costs and compared them to the same period last year? Expenses can creep up fast if nobody is monitoring them. Generally speaking, the cost of running a medical office can range between 35 and a whopping 70 percent of the practice's gross revenue.
If you're an employee of your practice, you may receive company-paid long-term disability insurance coverage as a tax-free fringe benefit.
Your days at the office are probably hectic as you try to give patients personal attention while juggling a full schedule. But when the exam room door closes and you're focusing on individual patients, are staff members also providing high quality care? Are your front office phones answered with reasonable speed and courtesy?