Wolper L F
J Med Pract Manage. 1999 Nov-Dec;15(3):138-42.
Given substantial changes in the marketplace, many physician practices have responded by growing rapidly, merging with or acquiring other practices, or selling the practice to physician practice management companies (PPMCs) or hospital systems. The hoped-for economies of scale, increased market share and profit, or other goals often have not come to fruition. Many practices now find themselves in difficult operational and financial circumstances. This article describes how group practices can solve such operational and financial problems while retaining independence and strategic control of the practice. The strategy involves retaining a professional turnaround company with expertise in reestablishing the financial security of group practices. The article provides characteristics of how turnaround companies operate and the key elements of operational reviews, the tool used by turnaround companies to detect and analyze existing practice problems. Operational reviews include organization analysis, management review, and financial analysis, each of which is described in detail. Finally, the article provides an in-depth case study of how one turnaround company reestablished the financial security of a nine-physician internal medicine group within a 2-year period.
鉴于市场发生了重大变化，许多医生诊所采取了迅速扩张、与其他诊所合并或收购，或将诊所出售给医生诊所管理公司（PPMC）或医院系统等应对措施。人们所期望的规模经济、市场份额和利润的增加或其他目标往往未能实现。现在，许多诊所发现自己处于艰难的运营和财务状况中。本文描述了集团诊所如何在保持独立性和对诊所的战略控制的同时解决此类运营和财务问题。该策略包括聘请一家专业的扭亏为盈公司，该公司在重建集团诊所的财务安全方面具有专业知识。本文介绍了扭亏为盈公司的运作特点以及运营审查的关键要素，运营审查是扭亏为盈公司用于发现和分析现有诊所问题的工具。运营审查包括组织分析、管理审查和财务分析，文中对每一项都进行了详细描述。最后，本文提供了一个深入的案例研究，讲述了一家扭亏为盈公司如何在两年内重建了一个由九名医生组成的内科集团诊所的财务安全。
