Here’s the number 1 mistake, the Achilles’ heel of the negotiations between a medical group, for example, an anesthesiology group or a radiology group, and a hospital in connection with the terms of an exclusive contract, including related stipend negotiations. I previously shared the 7 Key Steps to Successful Hospital-Based Group Stipend Negotiations. Let’s travel back…
Even in the face of the provider shortage, during which you think that you have substantial negotiating leverage, when a significant chunk of your revenue comes from the hospital, you’re no longer just a contractor. You’re an appendage.
There is no such thing as static demand for services over a contract’s multi-year term, and it’s a fool’s bet, yet one many take, to believe that one can place a set value on total fair market value.
Hiring for skills alone is a shortsighted game plan.
Usually not considered, a group can choose not to renew the contract.
An interesting case illustrates a potential new tool in the arsenal to fight against fixed hospital exclusive contracts and, potentially, against the consultants who helped put lipstick on the pig. Many hospital-based groups have been there: the situation in which a longstanding relationship with a hospital, whether or not via exclusive contract, is disrupted, in…
Ride along with Mark as he discusses how nothing is official unless it’s in writing.
Hiring for skill is not even half the battle for your group – the price of admission.
Hiring for skill is not even half the battle for your group – it’s the price of admission.
What does China’s foreign policy have to do with hospital financial support? More than you’d think.