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…
After having represented medical groups with a particular emphasis on hospital-based groups for 30 years, it has become strikingly clear that what distinguishes the most successful groups, from the great majority of the mediocre.
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.
Value is what’s important to your customer. Not to you.
Socialism is alive and well, and I’m not simply talking about the socialistic charade of Hugo Chavez.
If you’re a medical group leader, you must view your practice as consisting of several independent, yet coordinated, units, each of which requires a separate focus.
structured your relationships with hospitals, referral sources, and other influencers. But did you pay attention to what’s going on inside your practice’s own house?
Listen to Mark as he discusses how many medical group leaders come to him for help when they’ve got a “problem” and they’re looking for a solution.
If yours is an average group, you’re doing more work for less pay.
As hospitals quicken their pace to replace physicians with paraprofessionals, physicians must brand their role in healthcare or suffer the consequences.