When negotiating with someone, whether it’s for a job, a services agreement, or anything else, you can never be sure that they won’t make a decision based on some ridiculous, subjective factor.
What about your practice? Is it a single channel, even a very large single channel, or is it supported by multiple streams, streams of income, that is?
In a personal services business, from medical groups to acute care hospitals, what’s more important, your people or your tangible assets?
How dependent are you on a single referral source, a single exclusive contact, or, some other disproportionately important third party?
When I was 14, my friend Steve and I were stopped by the police for breaking into a car.
The Wall Street Journal recently reported on the Buscemi brand of sneakers, created to be the Birken Bag’s shoe world equivalent: very hard to get and very expensive.
Overly democratic or consensus style systems of medical group governance make it impossible for the group to adopt a strategic, as opposed to a tactical, outlook. For example, consider a consensus style group that is unable to come to agreement on how to respond to an important referral source’s request that they expand their office […]
I’ve been thinking today about Pareto-type distribution, you know the “80/20 rule,” and physician employment.
Are you in business or are you just running a club? As the medical marketplace continues to shift, what chance does a club have against a real business?
What parent hasn’t heard those words?