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Using breakeven analysis to examine price sensitivity.

Increased competition and managed care have brought about a need to reexamine how operating expenses are portrayed. Distinguishing between fixed and variable costs and using breakeven analysis can determine the implications of price concessions that may be requested by insurance companies. This technique also identifies areas of operating that hurt profitability of a specific imaging site or a modality within a single site. Breakeven analysis can also be used to investigate the effect of capitation and to strategize in an environment where commercial insurers sometimes establish fees that are so low, providers would prefer capitated contracts. In that situation the only option may be to manage utilization to enhance profit. This article includes financial models that can be used to simulate the implications of changes in the average income per scan (Table 1) and to examine the profitability of each segment of service within an imaging center (Table 2). Table 2 allows management to trendline each modality and examine cost chracteristics. That enables those responsible for overseeing operations to isolate and understand problem areas.

Capitation Fee↗

The expanding reach of risk management.

Although risk management is an industry that came into vogue 20 years ago because of a malpractice crisis, it has evolved beyond the singular concern of professional liability. That's evidenced by the entries for the seventh annual Excellence in Healthcare Risk Management Award competition. Each of this year's winners put a nontraditional twist on risk management.

Awards and Prizes↗

Health care at the crossroads.

The era of managed care is upon us, the result of a growing cost consciousness, an increasingly competitive marketplace and excesses on our parts as providers. Attention to the bottom line does not leave us much time to talk, connect and develop trust. If this trend continues, we are in danger of abandoning our basic commandment as healers, to act on behalf of our patients.

Economic Competition↗

Risk adjustment: the missing piece of market competition.

This DataWatch describes the process adopted by The Health Insurance Plan of California (The HIPC) for assessing and adjusting for health risk differences among participating health plans. We also report on the results of the 1996 risk assessment/adjustment calculations. A risk assessment value is calculated for each health plan based on the plan's enrollee mix as compared with the mix of enrollees in The HIPC as a whole. The results indicated that approximately 1 percent of total premium dollars needs to be transferred to bring all health plan scores within the acceptable level (+/- 5 percent) of risk distribution.

California↗

Strategy as stretch and leverage.

Global competition is not just product versus product or company versus company. It is mind-set versus mind-set. Driven to understand the dynamics of competition, we have learned a lot about what makes one company more successful than another. But to find the root of competitiveness--to understand why some companies create new forms of competitive advantage while others watch and follow--we must look at strategic mind-sets. For many managers, "being strategic" means pursuing opportunities that fit the company's resources. This approach is not wrong, Gary Hamel and C.K. Prahalad contend, but it obscures an approach in which "stretch" supplements fit and being strategic means creating a chasm between ambition and resources. Toyota, CNN, British Airways, Sony, and others all displaced competitors with stronger reputations and deeper pockets. Their secret? In each case, the winner had greater ambition than its well-endowed rivals. Winners also find less resource-intensive ways of achieving their ambitious goals. This is where leverage complements the strategic allocation of resources. Managers at competitive companies can get a bigger bang for their buck in five basic ways: by concentrating resources around strategic goals; by accumulating resources more efficiently; by complementing one kind of resource with another; by conserving resources whenever they can; and by recovering resources from the market-place as quickly as possible. As recent competitive battles have demonstrated, abundant resources can't guarantee continued industry leadership.(ABSTRACT TRUNCATED AT 250 WORDS)

Economic Competition↗

Conflict management style and marital satisfaction.

The aim of this study was to investigate whether there is one conflict management style that correlated more significantly with marital satisfaction than any other. In addition, spousal satisfaction with how marital conflict is managed was also examined, as were gender differences. Fifty-seven couples who had been married for at least 10 years took part in the study. Results showed that the collaborative conflict management style has the highest correlation with both marital satisfaction and spousal satisfaction with conflict management in the marriage. In contrast, where one or both of the spouses used the competitive conflict management style, the lowest marital satisfaction was reported. The results were also interpreted in terms of cultural and gender differences.

Conflict, Psychological↗

Consumer issues and threats to health care market reform.

Health care market reform is moving at a rapid pace across the United States. Providers, payers, and government are all developing policies and programs to fit into a new scheme that is taking shape as managed health care. With the changes come a series of challenges and consumer concerns, including choice of health care providers, treatment options, and health plans; access to a full range of providers; and lack of information on quality of care. Legislative bodies have responded with proposals such as "any willing provider" laws and expansion of antitrust exemptions, which are likely to have even more negative consequences on market reform. Health Policy Corporation of Iowa (HPCI) makes a series of recommendations to ensure effective health care market reform.

Antitrust Laws↗

Southern hospitals keep the heat on.

Southern hospitals continue four-year reign at top of HCIA/Mercer 100 Top Hospitals list. Fierce managed care competition in some Southern states results in top-notch care. In the West, study found that lengths of stay are actually rising as levels of managed care increase.

Benchmarking↗

Catholic healthcare's future. Ten models for competition and capitation.

In the next five years, Catholic providers must select strategies that will involve affiliations, acquisitions, and consolidations with Catholic and non-Catholic partners. At least 10 options are available to meet the long-term trends of managed care, competition, and capitation. Vertical integration allows comprehensive patient care. Multisponsor management can help religious institutes expand their market share. Systems and one-hospital sponsors can affiliate their facilities to form Catholic networks. Community-based not-for-profit networks can include both Catholic and non-Catholic organizations bound by contracts and joint ventures. Joint ventures provide the benefits of integration to Catholic providers, who must be willing to commit substantial capital to create HMOs and other networks with non-Catholic partners. Acquisition of facilities and regional and statewide expansion can strengthen a Catholic system's market position in the face of declining acute care hospital services. Catholic/non-Catholic mergers risk consolidating and closing facilities but need not erase Catholic identity. Cooperation between affiliation and merger, or "co-opetition," involves creating new legal territory for Catholic/non-Catholic consolidation. Divestiture may be an ultimate strategy, but Catholic sponsors must proceed with caution in their dealings with plentiful buyers. Catholic facilities and systems are joining with Catholic Charities, other providers, and local agencies to create networks.

Capitation Fee↗

Medical groups at the crossroads.

Medical groups and physicians have arrived at the crossroads of an uncertain future. The purpose of this paper is to explore how both can collaborate to win over the long-run. Evolving group practice imperatives are analyzed, including reinventing the group practice concept, achieving productivity from providers, intensifying medical management without raising costs and demonstrating the value of products and services. These imperatives define the deliverables required from medical groups and physicians in order to establish a promising fit with managed care plans. Responses to these imperatives enable medical groups to offer precisely the sort of distinctive competitiveness that managed care plans seek and that lead to long-run viability.

Consumer Behavior↗