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Results for “Practice Valuation and Purchase”

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At least 73 records · Page 4Linked to original sources
PubMed2002

Physician leaders of medical groups face increasing challenges.

Physician leadership has emerged as one of the biggest challenges and opportunities for medical group success. The environment for medical groups has become increasingly complex as the result of five major factors: 1) varying reimbursement methods, 2) growth in the size of groups, 3) technology investments, 4) sale and merger of groups, and 5) regulatory and legal issues. Striking the right balance between too little or too much physician involvement in leading medical groups is a key business decision. Most large, successful businesses view investment in their leaders as critical for success. Medical groups can learn from other businesses that investment in education, coaching, and succession planning for leaders is a key to long-term success.

Ambulatory Care Information Systems↗
PubMed2002

A comparison of the performance of hospital- and physician-owned medical group practices.

This study compares the financial and productivity performance of hospital- versus physician-owned medical group practices. Nineteen hospital-owned and twenty-three physician-owned family practices were matched by location (state) and size (full-time equivalent providers). The data were obtained from the 1998 Medical Group Management Association (MGMA) Cost Survey database. The focus of this study is on the "bottom-line" performance of the organizations as well as the production costs of the different type of practices. Analyses of these data consider staffing differences, charge and revenue differentials, productivity factors, and differences in patient volume and procedure volume. When comparing the hospital-owned and physician-owned family practice groups, the statistical analysis of these data suggest that the underlying distinctions are driven by differences in the volume of patients and volume of procedures.

Costs and Cost Analysis↗
PubMedDate not supplied

The Monte Carlo method improves physician practice valuation.

This article demonstrates the use of the Monte Carlo simulation method in physician practice valuation. The Monte Carlo method allows the valuator to incorporate probability ranges into the discounted cash flow model and obtain an output indicating the probability for specified ranges of practice valuation. Given the high level of uncertainty in projected cash flows associated with physician practices, the value of this kind of information in a practice valuation decision would quite obviously be superior to any single point estimate generated by a traditional discounted cash flow model. It is postulated that virtually all hospitals support an information system that can easily accommodate a Monte Carlo simulation.

Monte Carlo Method↗
PubMed2000

Selling your practice at retirement. Are there problems ahead?

BACKGROUND: The dental work force is maturing as fewer dentists enter practice. In this article, the authors considered two questions: "Will demographic trends in the numbers of dentists leaving and entering practice place additional downward pressure on the value of dental practices?" and "How important is the sale of practices for retirement income?" METHODS: To address the first question, the authors estimated the number of retirees using 62 years as retirement age, and they projected the number of graduates using current trends of first-year enrollments. To address the second question, the authors used the ADA's 1995 Survey of Current Issues in Dentistry, which addressed dentists' retirement savings. RESULTS: The annual rate of dentists' retiring is projected to be 2.1 percent compared with 1 percent among dentists projected to graduate during the period of 2001-2020. Although dental practice value is 40 percent or more of practitioners' reported retirement savings, the majority of dentists report that they do not depend on the sale of their practices to finance their retirement. CONCLUSIONS: In the next 20 years, the number of retirees will grow faster than the number of graduates, exerting a downward pressure on the value of dental practices. PRACTICE IMPLICATIONS: To successfully plan for retirement, dentists need to carefully assess their target levels of retirement savings, the time of their retirement and their dependence on the sales of their practices.

Adult↗
PubMed2003

The best way to bring a dentist into your practice.

Solo practice is the most common practice mode in dentistry. It probably will remain so for a long time to come. However, numerous advantages and some disadvantages are present for those dentists wanting or needing to have another practitioner in their practices. Finding the right employee dentist, associate or partner is a difficult task, but the success of many multidentist practices has shown that it can be done. Also, having another trusted dentist in the practice can facilitate exiting from the practice at retirement, allowing the retiring dentist to turn over his or her patients to the other dentist without the worry or anxiety of selling to an unknown party.

Humans↗
PubMed1999

Growth of oncology physician practice management companies.

The practice of oncology is changing dramatically, spurred on by managed care initiatives throughout the United States. As a result, physicians are faced with multiple demands from insurers, managed care organizations, and patients. In response to these demands, oncology physician practice management companies have entered the cancer market. This article describes the driving factors leading to consolidation in practice settings, the risks and benefits to oncologists of affiliating with these companies, and the organizational characteristics of four of these larger corporations. This review article is of broad interest to oncologists practicing in the United States and is meant to provide a useful reference for considering a physician practice management company as a business partner.

Humans↗