Add You - Business

Will Your Business Survive Without You?
I had a health scare in December.As it turns out, everything's perfectly okay. But the possibility of things not being okay really knocked me for a loop.For the first time ... ever ... I thought about what would happen to my business if I suddenly weren't around to take care of it.What an eye-opener!Fact is, I'm the only person who really knows how things work in my business.Several peopl

e medical Group owned the building then this scenario would be different, and it would be a good idea to address this point further.

3. How much time is left on your office lease?

4. How many doctors work in the Group? How many are partners? How many full partners? How many partial or non-equity partners? (A non-equity partner is someone who is held out to the public as a ‘partner’ yet does not share in the profits of a true ‘partner’ A non-equity partner will usually be paid a higher salary than when he was simply an emplo

Ads Don't Sell - People Do!
Advertising is not a substitute for good sales technique and superb customer service. Inserting an ad in a handy newspaper to call attention to a line of goods will not sell those goods unless you can back it up with intelligent, well directed sales efforts in the store. Sales technique and service must follow advertising and unless it does advertising is a failure.The function of advertising is to bring prospective buyers i

BEFORE JOINING A MEDICAL GROUP, YOU MUST LEARN THE ANSWERS TO THE FOLLOWING QUESTIONS
1. Who owns the property where your office is located?
2. If one or more partners own the property, do they charge your Group rent for the space it occupies? To understand this, let’s say that your Group has three doctors. Dr. Senior Citizen bought the building 15 years ago, where your office is located. He’s now the landlord. Dr. Middle Aged, and Dr. Young Un’ are employees of the Group. Your Group then pays rent, as it always did to the landlord. But now, the landlord just happens to be the senior partner of the Group. In reality, he’s paying himself money from his practice for rent. Believe it or not, this is totally legitimate. He’s using pre-tax dollars to pay his office rent. He’s then receiving rent from the Group to pay any mortgage or other expenses he has on the building, like maintenance and upgrades. I’ll bet you anything that he’s making a profit on his investment. It’s a strange situation and gives the appearance that there’s something wrong with this set-up, but most times there’s nothing wrong with doing this. The senior partner could just as easily have bought a building down the street. But shouldn’t Dr. Senior Citizen at least give his Group a discount on the rent? From Dr. Citizen’s point of view, why should he? From the Groups’ perspective it seems greedy that Dr. Senior Citizen won’t reduce the rent, thereby leaving more money in the Group to pay the employees a bonus at the end of the year.
This has happened in a number of Groups and the employees wind up paying their partners for the benefit of renting space the Group or a member of the Group already owns! This tends to generate animosity because the Partners are clearly benefiting from owning the property at the expense of their associates. The employees of the group need to understand that the owner of the property deserves to be paid regardless of who the landlord is.
In most cases, it is not the Group that owns the building but rather one or two of the partners that own it directly either personally or through a corporate entity. If the medical Group owned the building then this scenario would be different, and it would be a good idea to address this point further.
3. How much time is left on your office lease?
4. How many doctors work in the Group? How many are partners? How many full partners? How many partial or non-equity partners? (A non-equity partner is someone who is held out to the public as a ‘partner’ yet does not share in the profits of a true ‘partner’ A non-equity partner will usually be paid a higher salary than when he was simply an emplo
Did You Send Your Thanksgiving Cards?
If you didn't, plan on doing just that this coming Thanksgiving. You're probably asking...as a Mortgage Professional, why in the world would I send Thanksgiving Day cards?The answer is...because you want to be different! You want people to remember you! You want to stand-out from the rest of the crowd! You want to present your message at a time and place when people can and will take notice. To do that, you need to think dif
o the landlord. But now, the landlord just happens to be the senior partner of the Group. In reality, he’s paying himself money from his practice for rent. Believe it or not, this is totally legitimate. He’s using pre-tax dollars to pay his office rent. He’s then receiving rent from the Group to pay any mortgage or other expenses he has on the building, like maintenance and upgrades. I’ll bet you anything that he’s making a profit on his investment. It’s a strange situation and gives the appearance that there’s something wrong with this set-up, but most times there’s nothing wrong with doing this. The senior partner could just as easily have bought a building down the street. But shouldn’t Dr. Senior Citizen at least give his Group a discount on the rent? From Dr. Citizen’s point of view, why should he? From the Groups’ perspective it seems greedy that Dr. Senior Citizen won’t reduce the rent, thereby leaving more money in the Group to pay the employees a bonus at the end of the year.
This has happened in a number of Groups and the employees wind up paying their partners for the benefit of renting space the Group or a member of the Group already owns! This tends to generate animosity because the Partners are clearly benefiting from owning the property at the expense of their associates. The employees of the group need to understand that the owner of the property deserves to be paid regardless of who the landlord is.
In most cases, it is not the Group that owns the building but rather one or two of the partners that own it directly either personally or through a corporate entity. If the medical Group owned the building then this scenario would be different, and it would be a good idea to address this point further.
3. How much time is left on your office lease?
4. How many doctors work in the Group? How many are partners? How many full partners? How many partial or non-equity partners? (A non-equity partner is someone who is held out to the public as a ‘partner’ yet does not share in the profits of a true ‘partner’ A non-equity partner will usually be paid a higher salary than when he was simply an emplo
Organisational Change That Lasts
The Problem: Over the last few months we have published articles with business process improvement ideas from lean, six-sigma and the theory of constraints. Many leading organisations have used them to transform their organisations. Yet many more have tried them and failed to obtain the exponential improvements promised. For all the popularity of various improvement initiatives and management fads that have come and g
s set-up, but most times there’s nothing wrong with doing this. The senior partner could just as easily have bought a building down the street. But shouldn’t Dr. Senior Citizen at least give his Group a discount on the rent? From Dr. Citizen’s point of view, why should he? From the Groups’ perspective it seems greedy that Dr. Senior Citizen won’t reduce the rent, thereby leaving more money in the Group to pay the employees a bonus at the end of the year.
This has happened in a number of Groups and the employees wind up paying their partners for the benefit of renting space the Group or a member of the Group already owns! This tends to generate animosity because the Partners are clearly benefiting from owning the property at the expense of their associates. The employees of the group need to understand that the owner of the property deserves to be paid regardless of who the landlord is.
In most cases, it is not the Group that owns the building but rather one or two of the partners that own it directly either personally or through a corporate entity. If the medical Group owned the building then this scenario would be different, and it would be a good idea to address this point further.
3. How much time is left on your office lease?
4. How many doctors work in the Group? How many are partners? How many full partners? How many partial or non-equity partners? (A non-equity partner is someone who is held out to the public as a ‘partner’ yet does not share in the profits of a true ‘partner’ A non-equity partner will usually be paid a higher salary than when he was simply an emplo
Are You a Netpreneur
Who is a netprenuer? Actually the word netpreneur brings images to mind of a young geek. A person in his early twenties who has the courage to break the conventional rules to build up an online business from scratch is our netpreneur. There was a time when netpreneurs were thought to be some kind of mythical creatures. They came from nowhere and made millions in the market. And that image is still itched out into the minds of many
ir partners for the benefit of renting space the Group or a member of the Group already owns! This tends to generate animosity because the Partners are clearly benefiting from owning the property at the expense of their associates. The employees of the group need to understand that the owner of the property deserves to be paid regardless of who the landlord is.
In most cases, it is not the Group that owns the building but rather one or two of the partners that own it directly either personally or through a corporate entity. If the medical Group owned the building then this scenario would be different, and it would be a good idea to address this point further.
3. How much time is left on your office lease?
4. How many doctors work in the Group? How many are partners? How many full partners? How many partial or non-equity partners? (A non-equity partner is someone who is held out to the public as a ‘partner’ yet does not share in the profits of a true ‘partner’ A non-equity partner will usually be paid a higher salary than when he was simply an emplo
Hotel Chains are adding Fake Plants and Trees to Rooms
Hotel Chains are adding artificial plants and fake trees to their room requirements. Hotels are adding 2-3 fake plants per room to their decor standards. Decor Standards are what hotel chains set as a minimum decor level for the entire chain so that guests feel can be assured of a similar look and feel at any hotel associated with the chain.By adding Fake Plants, the hotels can give a room an upscale look without the hi
e medical Group owned the building then this scenario would be different, and it would be a good idea to address this point further.
3. How much time is left on your office lease?
4. How many doctors work in the Group? How many are partners? How many full partners? How many partial or non-equity partners? (A non-equity partner is someone who is held out to the public as a ‘partner’ yet does not share in the profits of a true ‘partner’ A non-equity partner will usually be paid a higher salary than when he was simply an employee. The downside is that as a non-equity partner, you have no right to, and cannot claim any portion of the profits.) How many physician employees?
5. How many staff do you employ?
6. Hours of operation?
7. Call schedule? Do partners take equal call? Do associates take same call as the partners?
8. How many days per week are you expected to see patients in the office?
9. How many offices will I need to travel to?
10. Do I rotate through different offices or do I stay in one office?
Even before you start to negotiate your physician employment contract, you need information- lots of it. The only way to get that information is to ask lots of questions. This way, you'll be better informed, and better able to evaluate your options.

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Add You - Ten Things A Doctor Joining a Medical Group Must Know Before Signing Your Employment Contract

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