When you’re negotiating for any agreement, any deal, especially one that is creating an ongoing relationship, which is the hot molten center of services agreements such as exclusive contracts, you not only want to, but you need to, play to human cognitive biases in establishing that relationship.
Several years ago, it would’ve been difficult to write too much about the strategy of responding to an RFP, i.e., a request for proposal, for physician services. Today, however, with an extreme shortage of physicians, RFPs are not so much a thing.
Hospitals that use RFPs and others fool’s tools in respect of physician relationships will surely suffer as fools in the end.
Listen while Mark as he discusses converting a closed or failing hospital into a surgery center or other outpatient facility.
Responding to any RFP takes considerable time and requires significant investment. So how much should your group charge to provide its proposal?
Your group has held the exclusive contract for your specialty services, for example anesthesiology or radiology, for decades, but now the hospital is holding an RFP.
Actors scramble to audition for a part, but stars choose from offered scripts. So why are you responding to that RFP?
The attractiveness of a deal multiplies by the number of “buyers.”
More and more hospitals are disrupting their longstanding hospital-based group relationships as they seek to cut stipends and get more for nothing.
If you wouldn’t have gone into medicine, what would you have done?