Deal structure. Governance. M&A.
Those were among the subjects of this past weekend’s Advanced Institute For Anesthesia Practice Management in Las Vegas, the premier national conference on actionable anesthesia business issues.
Deal structure. Governance. M&A.
Those were among the subjects of this past weekend’s Advanced Institute For Anesthesia Practice Management in Las Vegas, the premier national conference on actionable anesthesia business issues.
If the hospital can, both through practice acquisition and the expansion of its system, acquire sufficient market power, it can also pressure insurers, individual consumers, and others paying for healthcare to pay more for the same services.
Earlier this year, a federal trial court in Idaho struck down, and ordered unwound, a hospital’s acquisition of a medical group on grounds that it violated antitrust law. The case is now on appeal.
Thirty some years ago, my father told me that you paid less for $150 shoes than you did for a $49 pair.
Bigger or larger or more providers or more locations do not, in and of themselves, make a stronger business.
Physician group leaders often mistakenly think that their options for business organization and for expansion are limited to the models traditionally found in medicine. But that’s simply not the case.
One thing’s for certain: The market is changing. But then again, it’s always changing.
Decisions and paths are flexible, fluid, customizable. They are infinitely adjustable, like Gumby.
Don’t make the mistake of focusing only on the money. The right buyer for your practice is as important as the right price.
Depending on whom you ask and whose data is available for analysis, 70 to 90 percent of all business combinations fail to increase owner value.