Networking – The Business Science

Small business owners, take heed. Especially in this corporate and financial marketplace.

My firm is in the midst of discussions with a small software provider for a creative and innovative software tool as a VAR (reseller). With this software, we hope to have an advantage in the marketplace in the areas of ease of install, quickness to market and cost effectiveness. All issues that are currently plaguing software systems nationwide for hospital providers. To complicate issues, Anne Ziegler of Hospital Impact made reference to the lack of excitement at the recent HIMSS conference in Chicago. This has relevance, I promise.

Well, while we were in discussions with our provider, they mentioned two other firms that provide a similar, but not equal service as our own – utilizing the same platform provided as a user of this software. This leads me to my next thought:

In service business (including healthcare…), there are a number of things that set yourself apart from other business owners. Including, but not limited to the depth and experience of services, how you sell and present, the quality of service, location, cost and customer service. However, these items alone do not make for a successful practice. People in a service business must network, and use their network as a distinct advantage.

The distinguishing factor in all of this is networking, and using your contacts network to your advantage. I was asking my father yesterday over lunch how his law firm attracted, and retained clients. I am taking a very common approach with this question, as I feel that legal work and consulting work are very similar in theory - a service where there are many competitors looking for a finite amount of real work.

His response was not “we are better,” or anything like that. In fact, his response was more like “you will never find a lawyer that does not say he is the best in class.” They utilize social and classical business networking. Keep in mind, my father comes from the age where internet was not a utilized tool – and his law firm came long before Al Gore invented the internet. But, the idea of networking and contacts was still extremely important.

So, what does this mean?

Networking is a science, an art, and a necessity in this time and age. Utilize your social networks to make contact with people. For instance, I was having dinner with the chairman of a specialty hospital in town, who happens to be a friend, and was asking him for an introduction to the C-Suite of his hospital. However, I was touching the organization in two avenues at the same time: through two other connections. Who knows whether we will get the business, even with the high-level contacts that we have. But, it cannot hurt.

Dont be afraid to ask for the business from those who you are closest to. I know, it is hard. But, it is necessary. Do not forget about people, and do not burn bridges. They will come back to you.

Heed the advice and utilize your networking contacts in this difficult time. It will make your business stronger now, and in the future. For more networking tips, and how we are going about generating business in this time, feel free to email me: matt@klerity.com.

Physician Groups – Blend your Art with Science.

In these days, physician profitability is become an increasing difficult battle. The challenge is in blending art and science.

A while ago, I had a discussion with a business colleague about Dr. James Andrews’ orthopedic practice. Our discussion started with the thought that Dr. Andrews can, with relative accuracy, perform multiple surgeries in one afternoon. This article is a great read about Dr. Andrews’ practice (http://sports.espn.go.com/espn/news/story?id=3024046). He is the epitome of precision, efficiency – and, as a result, is extremely profitable.

How does he do it?

The answer lies in the title of this article: blending art with science.

Dr. Andrews treats all patients with the respect and candor that he gave to uber-successful football star Drew Brees (from my Alma mater of Purdue). He has articulated that the routine is what gives him the focus and edge to create an efficient and profitable practice – and his success shows this philosophy to work.

(Below is a gross generalization, but still the basis of the idea:)

However, the intracacies of the routine lie in the standardization of the procedures before, and after the surgery. His process of scheduling, patient review, management, post-op, billing and all procedures outside of the room allow for maximum return on investment (investment being time, and patients seen and outcomes). The result allows Dr. Andrews to scrub in, perform a procedure, review the process, and complete the surgery in a far more efficient manner than many of his colleagues.

Now, I am not saying replicate this model at all costs, especially because the nature of his work is fairly methodical. Orthopedic Surgeons have a tendency to be very tactile, and efficient surgeons, but many of the principals of blending efficiencies with art hold true throughout most healthcare silos.

Take, for instance, a cancer center. Something as highly specialized, and highly differential as cancer can be optimized for quality patient care, optimal efficiency and profitability (hear me out – I realize that the TOP priority should be patient care).  The variability cannot, and should not be compromised, but things like back-office billing, administrative function, office scheduling, doctor profitability can all be analyized and standardized to create maximum value for the practice.

That being said – all things equal – patient quality of care should only increase with this process. This allows for maximum time with patients, a higher success rate, better customer satisfaction, more creative and standardized billing processes and better outcomes tracking – all things that highten the experience.

Take a scientific approach to the non-artistic portions of the practice in order to maximize the art (surgery) and increase patient quality of care. This will increase volume, patient satisfaction and ultimately result in a higher return on investment for your practice.

Fortunately, without going into too much detail, there are products and companies that exist solely to help with these procedures. Computer programs that focus intensely on specific functions, billing, management, online scheduling and patient outcomes will help to better maximize time within a practice. Standardized procedures pre-op or pre-visit will help reduce medical errors and help to maximize and securitize time.

It all boils down to making sure the science is complimentary to the art – IE: the practice. When they work together like yin and yang, they make for more efficient, more substantial and more profitable healthcare.

Hospitals as a Business #3 – “Stay True to Mission.”

“Stay True to Vision.”

The next time you ask a hospital board member what their mission is, record the answer. Furthermore, please send it to matt@klerity.com so that I can validate the following assumptions that I have made after many discussions with hospitals executives and board members.

The truth is, many people in hospitals are confused about the mission of their entity. If they work for a non-profit system, their mission is to provide quality healthcare. If they work for a for-profit system, the answers vary, but the bottom line is always the mission – and more times than not, you get an answer that is not “business oriented.”

Can you imagine if Coca-Cola just started selling a consumer product outside of the beverage realm – lets say, apparel? Take this one step further and assume that Coke relinquished their products in beverages and concentrated SOLELY on selling apparel – and not even beverage related. I would imagine the board members would have a tough time with this, and stock-holders as well. They may be successful on the assumption that Coke is a great company – but chances are they would not turn a profit like they are so accustomed.

Now, lets look at healthcare. Each entity is founded on different principals – be it religious, community, Medical Specialty, Age Range, Academic. However, they all provide a semblance of similarity – they provide care to their respective communities. Should this be the “Mantra?”

In an earlier post, I alluded to the fact that hospitals are community organizations, and that the customer should be the focus. In that line of thought, the customers most likely to frequent your hospital are those that live in the vicinity of the hospital – most frequently called a PSA, or Primary Service Area. THIS is the mission. “to provide a high quality of care (customer service) as to gain repeat business from your PSA, and to attract more patients due to quality service, cutting-edge technology and specialties. There has to be poignant statement of quality and service in a mission statement for a hospital – or else all is lost in translation.

The point here is that hospitals need to remain true to their mission – much like Coca-Cola needs to continue to produce and serve quality, brand name soda beverages to their consumer. Hospitals, no matter the type, need to remain intensly focused on quality of service, service lines and in the needs of the community surrounding it. Those hospitals that remain focused on quality, intent on service and flexible to the needs of the surrounding community will provide much needed care to those in need, and garner repeat and PAYING business as a result.

Now, this may seem rudimentary, but many hospitals fail to see the forest through the trees. If you are not receiving an adequate amount of OB cases to support that new facility, DONT BUILD IT, and DONT FORCE IT. You must remain true to the mission, and on course, or you will end up compromising your main business.

The tell tale sign is when a hospital transforms from one type to another. Case and point: an Atlanta Area hospital, in a decent payor mix demographic is in the midst of transforming from a General Acute Care hospital to a Specialty Surgical Facility. In this, they are trying to become a “destination” facility for many of its payors. however, they are alienating a large amount of general surgery in the process, and may end up compromising more than its share of customers. If this hospital were to stay true to mission, it may be able to augment it’s business in the form of surgery, but remain flexible to the needs of the surrounding community in the process. Only time will tell.

In conclusion – as in the Coke example – work to change positively, while remaining on course. It will only make for a  more profitable, and more successful organization – Glasses, not blinders.

Transparency in Hospitals – A revitalizing trend?

Transparency has been a concept in business for quite some time, and probably a “buzz word” for longer. However, transparency has, for the most part, escaped the grasps of the healthcare market.

Perhaps it has slipped from the conscience of CEO’s and Managers because of the integrally detailed processes that hospitals are required to keep for patient privacy, or the intricate financial reporting required to the board of directors. Or, perhaps it has intentionally slipped the minds of CEO’s?

Who knows?

The answer is probably a combination of these ideas, and many other factors. However, transparency, especially with the new administration, is going to become more common in the coming years due to technology, cost increases, an emerging “lean mindset,” and other specific business trends.

The reason is the increasing pressure of hospitals and providers to increase technology within the delivery continuum. I am sure that you have seen the IBM commercials talking about HIT and data records, and their claim to be creating a more “flowing continuum of care.”

All this is well and good; for big systems. But, what about transparency in the rural setting? What about transparency in the clinic environment? In the small provider’s office? What tools are available for those physicians to become “transparent?”

The answer is abundant. There are multitudes of systems out there, such as the new AllScripts system that they are touting as $10k per physician installation. There are infinitely more people out in the marketplace working on answers to this very question – and not simply on the EMR/EHR solutions base.

I question the “revitalizing trend” moniker because I see a very large flow of information based on the patient side, and hear entrepreneurs and CEO’s alike talking about the increasing need for these patient-based systems. However, I see the need, but lack of discussion regarding similar/comparable data systems inside the hospital – the true drivers of transparency within a hospital.

Leave EMR/EHR to McKinsey to figure out – that is a thousand faceted diamond. Transparency is as easy as monitoring, and publishing data (for both for-profit and non-profit hospitals) for the community to see. Real, accurate and timely data. This will inevitably drive transparency, drive solutions to new problems within the healthcare system. The result will be a lower operating cost, and increased ability for hospitals to serve their community - having a true effect on the continuum of care.

If transparency is not on your mind, maybe it should be? I am pushing transparency through a simple, and easy solution that is cost effective. A proprietary data visualization tool that can aggregate (not pool or warehouse) data in whatever method of display desirable – and it is cost effective. It is the basis behind our new “Klerity” consulting firm and initiative.

TRANSPARENCY of Data is key to improving the healthcare system, lowering cost of care and pushing initiatives. A trend of revitalization maybe, but a need certainly!

“Hospital as a Biz – Lesson #2 – Always take the Co-Pay”

Business Case – Point 2

“Always take the Co-Pay”

 

A week ago, I was talking with a business partner who said that the ED at a well-known local hospital refused to take her money for her child’s recent visit. To make things worse, they did not even know HOW to take the $150.00 cash she wanted to give as part of her co-pay.

 

Since when has a business ever been able to survive without the wherewithal to accept money for service?

 

Lesson number two on how to run a hospital as a business: accept money when a customer wants to give it.

 

In business school, they teach a simple principal of service business: the longer the time that lapses between the service and the payment, the less likely you will get paid for the service. For a hospital, if you do not receive payment while the patient is at the facility for treatment, the likelihood of payment decreases exponentially.

 

The reason for this is impact, customer satisfaction and receipt. The point of greatest impact for a service happens upon service receipt, as does the greatest feeling of customer satisfaction. An easy correlation is after you see a movie. For the first couple of days after seeing a great movie, you are likely to talk about it – perhaps even see it another time. However, as more movies come out, and time passes, the greatness of that movie slowly declines. The same is true in healthcare.

 

If you teach the employees to ask for payment, it is more likely that you will actually get paid. The fallacy in healthcare is that many people expect doctors to treat you – whether you intend to pay or not. This is simply not acceptable. 

 

Recently, there was a sign in a pediatrician’s office that, short of expression, insinuated that if you have 2 kids, you make 2 appointments, and you give 2 co-pays. Despite the obvious ethical concerns, the doctor was eliminating the practice of treating siblings for one doctor’s visit – making it impossible to get reimbursed for 2 patients in 1 visit. I will not go into the obvious problems, on a number of levels, in this scenario.

 

The short of the story is that the pediatrician was working with the traditional misconceptions of healthcare, and trying to eliminate non-events. Truth be told, that doctor would make money if he simply accepted the co-pay for both siblings, instead of creating two instances of treatment.

 

The problem is that in an ED you cannot make such instances of judgment, and often times the time does not permit. However, this does not preclude the thought of simply accepting fee-for-service payment. How many times has a patient been treated for a common problem and walked out of the hospital with drugs, etc. for such a problem and never paid? I am sure it happens more often then not.

 

The same business partner worked at a well-known, for-profit hospital system prior to working with me. In that system, the CEO stood up in a winter meeting and announced that if they simply collected cash for service when appropriate, they would not have ANY financial problems. That same hospital is poised for a major sell-off of one of it’s major markets…due, mainly, to the lack of financial wherewithal of these systems. Ironic, eh?

 

Simple business lesson conclusion: accept payment for those willing to pay. Teach nurses, doctors, admins and staff to collect ALL co-pays, accept money for service, and simply ask for payment. Eventually, patients will start to expect to pay when the walk in a hospital, or not expect treatment. I guarantee a change in mindset will benefit the hospital.

One Crucial Lesson from a “Serial Entrepreneur”

 

A current business partner, mentor and successful entrepreneur made a comment recently during a meeting that is especially profound. However, not until this morning did I truly recognize the impact of that statement, and how succinctly it defines my passion, spirit and willingness to take risks.

 

“Entrepreneurship is addictive. In order to tame that addiction, you must realize the addiction and take actions accordingly.”

 

In my mind, there are people that have “entrepreneurial spirit” and people that are entrepreneurs. The defining characteristic is truly the ability, and thrill of taking “the risk for reward trade off.” Any true entrepreneur will tell you that they have a drawer full of worthless and extinct stock options (many times in lieu of salary). Very rarely do the synergies of the idea match the desired vision and outcome.

 

Another business mentor of mine started a company several years back that was in line with his previous executive experience in a large banking institution. He is currently hitting the jackpot, as the factors of successful business created the “perfect storm (as he likes to refer to his success).” He is currently riding a wave of success that will no-doubted take him great lengths. But, he has earned it.

 

To come full circle, the lesson to be learned is truly a culmination of the past few years of my life, failed attempts at flying, the existing market and business experience.

 

For the longest time, I judged my success based on the “traditional definition.” That was: a nice house, a nice car, a nice bank account, etc. I was working on living the life I dreamed about each night – where everyone would take notice, and believe that I was successful.

 

Well, is that truly important?

 

I must tell you, this crucial mindset is what many people think about when starting a company. And, it is probably the reason why many new companies fail. Not because they are not good ideas, or provide a quality service, but because they are started on a premise that is not sound. They are not dedicated to doing what it takes, and one rough patch makes them lose all hope.

 

I am currently on company number 7. I have made a little money, survived for a few years, but I have not done what I think I could have done had I compiled the correct knowledge and support. Truth is, I need patience and belief.

 

Klerity is a profound name, as I wrote in a previous post. Not only profound for the premise behind the name in the industry in that we serve, but profound because it marks a shift in belief for my personal life, and personal mission. There is no doubt in my mind that we will be wildly successful (addiction right? That is the other thing that Entrepreneurs believe… their product is the best thing since sliced bread J ….but, ours truly is!). However, patience is what will be the key. Can I endure the next 6 months while we grow the business?

 

Give the market a chance. We are in one of the toughest seasons in recent history. It will make the best and break the weak. Entrepreneurs are the strong – they always survive.

 

Live the lesson – breathe the lesson, and let the lesson work for you. You cannot always be as successful on the first, second or third try. But, perhaps on the 7^th, you can find Klerity of vision, mind and spirit: Klerity to find the patience to succeed, and the desire to produce high quality and desired work.

 

Invent on.

KLERITY

Behind the name KLERITY.

As I have discussed in a blog earlier in the week, I am in the process of “gluing” together a 5 person healthcare focused consulting company name KLERITY. As a partner, and in charge of “Corporate Vision and Business Development” I have my work defined and cut out for me….

Let me explain:

Clarity, as properly spelled in the English Language is a word that can be defined further by other articles attached to it. IE: Optical Clarity, Audible Clarity, Numerical Clarity, Clarity of Thought. But, the word itself is quite profound. At the heart of the work is CLEAR – or, without obstruction.

As a consutling firm, we are focused on bringing clarity to the chaos. Finding the path of least resistance, and working to achieve measurable and clear goals. We are bringing clarity to the companies that we work with. Simple, right?

Not Exactly.

As a healthcare focused consulting firm, we are faced with a number of challenges. Healthcare is a ballet, rarely performed to perfection, but practiced incessently. There are hitches, nuances, creativity…but, rarely is there cohesion within. In reality, healthcare is a marriage of technology and art.  Hence, the profound challenge of finding clarity.

As a firm, KLERITY is focused specifically, in a more precise definition, on using proprietary analytics to diagnose, and help “cure” specific problems within a hospital. Our main focus points are in Operational/Performance Excellence, Financial Performance/Denials Management, Physician Growth and Retention Strategies (specifically in physician contract management), and Data Support/Visualization and Diagnosis. However, the key differentiator is in the delivery of measurable metrics, data and a sequential process in which to review and create strategies that directly effect your bottom line.

We are in the branding process, but should have some work available on our website, www.klerity.com soon. In the meantime, feel free to connect with me at matt@klerity.com with questions. I anticipate, and look forward to hearing from you.

Matt

Data as the “Golden Bullet” in Healthcare

“Data as the “Golden Bullet” within a Hospital”

 

Matt Hall

 

 

Anybody who has spent time in a hospital knows, whether as a patient, employee or outside consultant, that the hospital process is a complicated balance of life, passion, finances and politics. Any change in this balance will immediately expose, and potentially cause irreparable damage.

 

Despite this knowledge, the Obama Administration vows to fix the healthcare system from the outside – asking for a number of explicit, and implicit solutions designed to increase availability and reduce costs to the consumer. The problem is that the costs are not a direct result of consumerism; rather a result of the myriad of internal processes that are designed to comply with regulations posed by managed care companies and the government. Compound these regulations with the general increase in healthcare, and you have an upward trend in costs regardless.

 

Recently, many have theorized that information access is the key to reducing costs within the healthcare industry. Certainly the Electronic Medical Record earmark shows this rationale. While information is the key, we need to take this thought one step further: we need to define, and utilize current and pertinent data as it pertains to hospital operations, not the consumer.

 

Let us pick on the thought that Electronic Medical Records will be a major pain alleviator for the healthcare system. The theory behind information sharing is spectacular. Google is a prime example of how increased access to knowledge can change the shape of an industry. However, increased access to regulated information (HIPAA) on patients often requires time and sensitivity – at a governmental and personal mandate. Add time to any equation and you must add costs.

 

Furthermore, information on patients may help to diagnose the patient, but rarely does this information alleviate the issues within a hospital that help the hospital profit, much less recuperate the costs of the visit.[1]

 

Conversely, there are data figures that come from within the hospital that can be used to reduce costs. One prime example is data from the Emergency Department in the form of Patient Wait Times. This is often an indicator that can lead to a number of diagnostic and operational problems within a hospital. As the ED is the “front door” of a hospital, and accounts for a vast majority of the admissions that a hospital will see in a given year, this number is critical. It is also a direct correlation to another figure; Left Without Being Seen (LWS, or LWBS). An unsubstantiated amount of patients that leave the ED because of long wait times are patients that can actually pay the medical bills. Therefore, reducing wait times will decrease LWBS times, and filter many more paying patients through the doors of your hospital.

 

Another critical indicator is that of average Length of Stay (LOS). Per reimbursement requirements, diagnoses are given a “suggested LOS,” of which the hospital is reimbursed for a given amount of time a patient is in the hospital: never more, but sometimes less. Therefore, critical bed-turn figures will determine whether a hospital will be reimbursed in full for the entire length of stay of a patient. The caveat is that a hospital must know the situation for both, and accommodate accordingly.

 

The prior two examples of critical data sets are only a slight indication of the amount of figures required to run a financially successful hospital. Given the complexity of these situations, it is no wonder why hospitals often operate at a loss, even with “the brightest minds in the room.”

 

 

The Fix

 

It has long been known that data within hospitals is abundant. There are times, figures and data sets that have been compiled for a myriad of issues. Most of this data resides in the vast abyss of one of the dozens of computer programs utilized to compile reporting data. To complicate matters, there is no guarantee of the quality of this data, location or overall accessibility.[2]

 

However, as I alluded to earlier, it is not simply data that is the “golden bullet” here. It is a combination of acquiring the pertinent data, and utilizing it to the advantage of the hospital.

 

To the rescue is a number of boutique consulting firms utilizing ground breaking analytic tools to sift through this data. In an effort to clean, archive and analyze this data, these firms are utilizing software that not only runs the analytics, but displays the results in easy to read formats; often times visually instead of complicated and exhausting spreadsheets.

 

Fortunately, the software is far below the pricetag of EMR, and can range from $10,000 per application to $100,000. Additionally, they are customizable to specific indicators within an organization, and can be used to diagnose known, or unknown problems. In combination with the software are specific solutions to alleviate through-put issues, LOS, LWBS and other indicators of poor or under-achieving aspects of a facility.

 

“Fix the operations, lower the costs and you can substantially change the bottom line of the organization.”

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[1] The number of issues that impact the validity of this statement are too numerous to specify, including insurance reimbursement protocol, government protocol, procedure performed. Please realize I am generalizing to make a point, albeit one that remains qualified.

[2] This is due to complicated operating systems and compounded by the human factor within a hospital that is too difficult to discuss in this paper.

“A Common Business Sense” Part 1

 

“Teach ALL employees how to ask “How May I Help You?” Hospitals are continually judged on customer satisfaction, and their success is predicated upon good customer service.”

 

I cannot reiterate enough, healthcare is a Service Business. To make a generalization, and a common comparison, look at restaurants. They know, and have perfected into common practice that a greeter is perhaps the MOST important person in the restaurant. The first impression sticks. If you walked into a restaurant and were not greeted, would you stay? How many times have you walked into an ER, and not had one word spoken to you? I believe the comparison is valid.

 

“ALL employees must be trained”

 

As a customer, I know how impressionable consumers can be. As a healthcare executive, I also know the hassle that customers can be. However, it is just as important for nurses, doctors and executives to be able to put on the right persona. When I walk through a hospital, and a nurse or doctor acknowledges me as someone from the community, and asks to help, I immediately feel more comfortable. Let’s relate this to an office setting. If the receptionist (back to a greeter, eh?) is not available, and as an employee you see someone in the lobby, you should go say hello and ask to help. Common courtesy.

 

“This Affects Critical Numbers”

 

If you, as a provider, are struggling with Left Without Being Seen numbers, this may be one way to combat that problem. This comes back to the psyche of individuals who are struggling with a problem (They wouldn’t be in the ER otherwise, right?). People, especially those combating stressful problems want to feel that they are being helped in some way, and not relegated to the back of the “importance pile.” Having your employees trained to ask customers if, and how they can be of assistance is crucial to success. Even if their problem is minimal, you want them to feel as though someone in your organization is working to fix their problem.

 

Customer Satisfaction is also a key number for many hospitals. I believe this number should be crucial to a hospital, and perhaps even mandatory to monitor. The problem stems from a difficulty in how to monitor, and the various mechanisms to measure and validate this data. After all, the conundrum is that most consumers view satisfaction surveys as a hassle and traditionally only the extremes feel it beneficial to voice the opinion. Truth be told, if you have a mechanism to measure customer satisfaction, you probably have the means to deal with the resulting outcomes.

 

 

 

“A Hospital’s Main Customer Base is its Surrounding Community”

 

One key to hospital marketing is the simple acknowledgment that your main constituency is your immediate surroundings. There is no true genius in noticing that the best hospitals are located in the best areas (for the most part). However, it is all in public perception, and the definition of the word “best.” What does this entail, and how are you putting your best foot forward.

 

One example is in my hometown, and current residence of Atlanta, Georgia. Northside Hospital has a local reputation for being the “baby factory” here in town. But, how did they earn this title?

 

“OutReach is a form of Help”

 

Constituency is a key ingredient for everything from political campaigns to little league baseball. In the provider world, this is especially true, as your supporters, patients and clients come from your surrounding community. Therefore, a large portion of a hospital’s efforts should be focused on engaging the community. Simply getting people to the hospital is not the goal: “You can lead a horse to water, but you cannot make it drink.” To put it another way, unfortunately, America has been taught the reactive side of medicine instead of being proactive. Therefore, hospital outreach to teach the surrounding community of the importance of your duty is paramount. Remember, client maintenance.

 

“Please and Thank You”

 

Perhaps it is my southern roots, but I put a premium on meet and greet. People in a service business should remember that first impressions are lasting impressions. Leaving somebody with a solid experience generally results in repeat business. Hospitals, like everyone else, should want repeat business. Saying please and thank you is only one way to remain polite, effective and memorable. Healthcare is a business, and your best customer is every customer.

 

“Measure Effectiveness”

 

Perhaps the most intriguing dilemma in the entire discussion is in measuring patient satisfaction, and quality of customer service is difficult. However, satisfaction often comes down to a complicated (imagine that, complicated in healthcare?) and multi-faceted blend of measurements that can be as intricate as a marketing study, or as simple as a smile. Therefore, measuring effectiveness, and consistently striving to improve the process should be an integral part of your daily process to drive business from immediate and far reaching constituents.

 

“To Conclude, the human condition, valuable service and the ability to provide a service is complicated, but not impossible. As the healthcare profession changes, certain things will not: Healthcare will always be predicated upon a doctor and patient interacting, and the overriding experience. Satisfaction breeds success.”