Biomedical subjects
Publications and source records attributed to A S Shorr.
Joint venturing with a physical therapist is an overlooked, yet significant source of patient referrals and revenue. The authors argue that such ventures extend a health-care organization's reach into untapped markets, such as home health, industrial clinics, nursing homes, school systems, psychiatric centers, and health and fitness centers.
Physicians may be reluctant to spend time working on strategic planning. Hospitals have the experience and broad resources for such a project and should offer to help associated physicians develop a strategic plan, the author argues. The effort would be a show of goodwill and could result in strategic plans that mesh with the hospital's.
An industrial medicine clinic may be one of the best acquisitions that a hospital could make, but it's also a purchase that requires extensive planning and research. This article looks at some guidelines for evaluating candidates and identifies criteria that should be considered before clinching the deal.
Acquisitions and mergers must be well managed if they are to capture market share and achieve profitability. Acquisition strategies must reflect sensitivity to legal, financial and community factors and to the internal strengths, needs and weaknesses of both organizations.
This four part series, "The Physician/Hospital Joint Venture: Developing a Win/Win Strategy," examines the philosophical basis of marketing to physicians, the options for the organization in formulating a strategy for joint venture development, structuring and negotiating the deal, and finally how to build the physician loyalty and commitment essential for the joint venture's continued success. In this second part of the series, the author examines the internal and external issues that must be addressed to ensure success and the types of information that must be gathered.
This four part series, "The Physician/Hospital Joint Venture: Developing a Win/Win Strategy," examines the philosophical basis of marketing to physicians, the options for the organization in formulating a strategy for joint venture development, structuring and negotiating the deal, and finally how to build the physician loyalty and commitment essential for the joint venture's continued success. In this third part of the series, the author examines the elements essential to structure a successful joint venture and key issues that need to be addressed during the negotiation process.
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Explore the source record for details and available documents.
Explore the source record for details and available documents.
Explore the source record for details and available documents.