assessment wkbk_sample_chapter_1

8/7/2019 Assessment Wkbk_Sample_Chapter_1

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C H A P T E R 1

B u s i n e s s O p e r a t i o n s

How do you develop and implement an effective business plan? A marketingplan? How do you ensure the effective management of day-to-day operations?Why should you do these things? Often medical practices get so intense abouttheir clinical operations that they forget they are businesses - and must be runlike businesses. The primary responsibility goes to you, the administrator,who must answer multiple questions. What does your business operationsplan cover? Chances are you'll find that you become involved with everythingfrom increasing revenue to project management as you seek to achieve plangoals. How about the purchase of materials and equipment? You need toknow not only what equipment is needed, but also how to establish proceduresfor ordering and monitoring supplies. How about facilities planning? Youare responsible for keeping tabs on both current and future building needsas well as considering utility requirements. How and when do you workwith outsourced resources and business partners? You determine criticalqualifications and monitor performance. You are it!

TASK 01: DEVELOP, IMPLEMENT, AND MONITOR BUSINESSOPERATION PLANSOperating a business is a complex undertaking. Success is dependent, in part,on the development of a sound business plan to guide the organization. Thebusiness plan needs to support the organization's vision, mission, and strategicplan. There are different types of business plans. Each has a distinct use andvalue. They include operational, financial, feasibility, and financing plans.Are each of these in place and used in your practice? Are they aligned with thevision, mission, and strategic plan?


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The first step in developing a plan is to identify the practice's goals and needs. Leaders can eachhave different views, so it's important to develop a consensus. Have you defined the goals and needsof your practice? Was there buy-in and was consensus achieved? A business plan is just a plan unlessit is implemented. In other words, an action (or project) plan is necessary to operationalize theplan. Who will complete what tasks and by when? Is your plan just another piece of paper, or is it areal tool used to run the practice? How does a practice evaluate its success? One way is to measurethe results of the plan and operations. Are you monitoring your plan and operations? Projectmanagement is an integral part of business planning. What's your level of understanding of projectmanagement techniques? With shrinking reimbursements, practices commonly include enhancingrevenue in their business plans. There are a myriad of ways to increase revenues and improve therevenue cycle. How familiar are you with the various options? Complete the following section tofind out.OI.A Business Plan Alignment

NO NOT APPLICABLEQuestions to consider YES Ifno, why not? (note reason)Do you have a businessplan?

Is the business planreviewed and updatedon a periodic basis?

Is the business planaligned with thepractice's values,mission, and strategicplan?Does the budget reflectpriorities contained inthe business plan?

Is the business planapproved by the practiceleadership?


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B u s in e s s O p e ra t i o n s 3

Ol.B Types of Business PlansWhich of the following types of business plans do you use?

Check allthat apply Plan Circle one Describe action needed

Feasibility plan (to Effectiveacquire a practice,new office, equipment, Not Effectiveservice, etc.)

EffectiveFinancial plan (ongoing)

Not Effective

EffectiveOperational plan

Not Effective

Financing plan (bank, Effectivelease, etc.) Not Effective

Other: EffectiveNot Effective


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Does the feasibility plan include the following components? (Note that different components pertainto different projects.)Check allthat apply Component Circle one Describe action needed

EffectiveExecutive summary

Nat Effective

EffectiveConcept

Nat Effective

EffectiveStrengths and weaknesses

Nat Effective

EffectiveOpportunities and threats

Nat Effective

EffectiveMarket and competitionNat Effective

Legal and regulatory Effectiveconsiderations Nat Effective

EffectiveReferral issues

Nat Effective

EffectivePayer issues

Nat Effective

EffectiveAlternatives

Nat Effective


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Check allthat apply Component Circle one Describe action needed

EffectiveMarketing

Nat Effective

Financial analysis(outlay, revenue, expense, Effectivebudget, source, breakeven, cash flow, return on Nat Effectiveinvestment, risk, etc.)

Resource needs (space, Effectiveequipment, staffing, etc.) N at Effective

Third-party involvement Effective(joint venture or other) Nat Effective

Overview of practice, Effectivewith and without project Nat Effective

Practice financial data, Effectivewith and without project Nat Effective

EffectiveManagement

Nat Effective

EffectiveSummaryNat Effective

Other: EffectiveNat Effective


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NO NOT APPLICABLEQuestions to consider YES Ifno, why not? (note reason)Have you taken arealistic approachto feasibility studies(for example, noexcessive overstating orunderstating)?

Does the financial plan include the following components?Check allthat apply Component Circle one Describe action needed

EffectiveAccounting methods

Nat Effective

Balance sheet (current Effectiveand historical) Nat Effective

Income statement Effective(current and historical) Nat Effective

EffectiveBudget

Nat Effective

EffectiveStatement of cash flow

Nat Effective

EffectiveBreak-even analysis

Nat Effective


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Check allthat apply Component Circle one Describe action needed

Noncash items (leases, Effectivecapital expenditures, etc.) N at Effective

EffectiveSummary of risk

Nat Effective

Operational plan,financing plan, and/ Effectiveor feasibility plan(as required, and as Nat Effectiveattachments)



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Does the operational plan include the following components?Check allthat apply Component Circle one Describe action needed

EffectiveExecutive summary

Nat Effective

Overview of practice and Effectiveservices provided Nat Effective

EffectiveMarket analysis

Nat Effective

EffectiveFinancial analysis

Nat Effective

EffectiveManagement section

Nat Effective

EffectiveSummary

Nat Effective



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B u s in e s s O p e r a t io n s 9

Does the financing plan include the following components?Check allthat apply Component Circle one Describe action needed

Income statement Effective(current and historical) Nat Effective

Balance sheet (current Effectiveand historical) Nat Effective

Statement of cash flow Effective(current and historical) Nat Effective

Accounts receivable Effective(AIR) report Nat Effective

Details regarding other Effectivecollateral Nat Effective

Feasibility plan (as Effectiveattachment) Nat Effective

Operational and financial Effectiveplans (as required, and asattachments) Nat Effective



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Ol.C Organizational Goals and NeedsNO NOT APPLICABLE

Questions to consider YES Ifno, why not? (note reason)Do you focus on thepractice's culture?

Do you focus onorganizational changeand growth?

Is there a structure inplace to periodicallyidentify organizationalgoals and needs?

Are the organizationalgoals and needs inalignment with thepractice's values,mission, and strategicplan?


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B u s in e s s O p e ra t i o n s 1 1

Do the goals and needs include the following components?Check allthat apply Component Circle one Describe action needed

Problems or issues of Effectiveconcern Nat Effective

Anticipated resolutions Effective(goals, etc.) N at Effective

EffectiveRequired resources

Nat Effective

EffectiveTime lines

Nat Effective

EffectiveAffected stakeholders

Nat Effective



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01.D Planning for the FutureNO NOT APPLICABLE

Questions to consider YES Ifno, why not? (note reason)Is there a governanceand managementstructure in placeto implement theoperational plan?Are action itemsidentified?

Are responsibilitiesassigned?

Are time linesidentified?

Are goals determined?

Is follow-up completedas required?


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OLE Review of Business Plan and OperationsNO NOT APPLICABLE

Questions to consider YES Ifno, why not? (note reason)Does periodic reviewand monitoring ofthe business plan andoperations occur?

Are issues addressedwith the board (oradministration, practiceowners, etc.), asrequired?Do you focus onbuilding consensusand buy-in withstakeholders?

Are the business planand operations adjustedas necessary?


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01.F Project ManagementDo you use the following project management techniques? Mark all in use.Check allthat apply Technique Circle one Describe action needed

Documentation of project Effectiveand project goals Not Effective

Work plan and task Effectivedetails Not Effective

Names, roles, and Effectivecontact information forresponsible parties Not Effective

Time lines and project Effectivemilestones are identified Not Effective

Regular and ongoingcommunication about Effectiveproject and issuesbetween project manager Not Effectiveand project teamRevisions to plan, timelines, and responsible Effectiveparties are documentedand communicated within Not Effectivethe team as required

Regular reporting to Effectivestakeholders Not Effective


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Check allthat apply Technique Circle one Describe action needed

Post-implementation Effectiveanalysis of project Not Effective


Ol.G Opportunities to Increase RevenueNO NOT APPLICABLE

Questions to consider YES Ifno, why not? (note reason)Do you maintainawareness regardingways to increaserevenue (professionalpeer network,associations,educationalmeetings, journals,social networking,consultants, etc.)?Have you established anongoing focus on waysto increase revenue?


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Have you given consideration to the following revenue opportunities?Check allthat apply Opportunity Circle one Describe action needed

Extension of services Effective(new procedures, etc.) N at Effective

Ancillary services (lab, EffectiveX-ray, etc.) N at Effective

EffectiveProducts

Nat Effective

EffectiveMidlevel providers

Nat Effective

EffectiveEmployed physicians

Nat Effective

Renegotiate payer Effectivereimbursements Nat Effective

EffectiveIncrease hours

Nat Effective

Rent or sub-rent unused Effectivespace Nat Effective



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B u s in e s s O p e r a t io n s 1 7

NO NOT APPLICABLEQuestions to consider YES Ifno, why not? (note reason)Do you develop adetailed analysis of topideas (for example, via afeasibility plan)?

Do you present toand obtain buy-infrom the board (oradministration, practiceowners, etc.)?

TASK 02: DEVELOP, IMPLEMENT, AND OVERSEE SYSTEMS FOR THEPURCHASE OF MATERIALS AND EQUIPMENTGoods and services are required to provide medical care in the practice setting. EKG machines,gauze, paper and pens, cleaning services - the list is endless as to what is needed. It's helpful tohave a master list of routinely ordered items, as well as records about assets. What tools do youuse to organize the materials needed in your practice? Inventory and ordering systems help avoidthe event in which an employee looks in the supply area only to find, for instance, that there areno syringes left. What's your system? Supplies can be a costly part of expenses. It's important toplan what will be purchased and the related costs. The bid process is essential, as is centralizationof the purchasing function to obtain volume discounts. What methods are used in your practice forprocurement? Inventory control procedures are necessary to avoid loss. What systems do you havein place to manage inventory? Biohazardous waste disposal is commonly an outsourced service inthe medical practice setting. Regulations govern how waste is stored, handled, and disposed of. Isyour practice compliant? Options exist for the purchase of capital equipment, each with pros andcons. They include outright purchase, lease, and more. Are you familiar with the various choices?Do you understand the key differences between each? Vendor relationships are key in procurement.It's important to develop and maintain positive, mutually satisfactory working relationshipswith vendors, while at the same time staying abreast of market forces and periodically obtainingcompetitive pricing. How satisfactory are your vendor relationships? Proceed to find out.


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02.A Types of Supplies and EquipmentNO NOT APPLICABLE

Questions to consider YES Ifno, why not? (note reason)Do you maintain a listof all supplies (billableand nonbillable) usedincluding manufacturer,brand, size, model,color, and so on?Are clinical leadersengaged in helping tostandardize suppliespurchased?

Do you maintain a listof all equipment usedincluding manufacturer,brand, model, serialnumber, and so on?Are fixed assets taggedas property of thepractice?

Do you maintainfixed asset records foraccounting purposes (afixed asset book witha copy of the invoice,asset number, location,date placed in service,and so on)?


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02.B Ordering, Use, and Monitoring of Supplies and EquipmentNO NOT APPLICABLE

Questions to consider YES Ifno, why not? (note reason)Are proceduresdocumented forordering supplies andequipment?

Are proceduresdocumented for use andmonitoring of suppliesand equipment?

Are supplies keptin central approvedlocations anddistributed or chargedout as needed?Is equipment inspectedinformally periodicallyand annually withformal documentationof findings?Are equipmentmaintenance recordsmaintained for the lifeof the asset?


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02.C Purchasing ProcurementNO NOT APPLICABLE

Questions to consider YES Ifno, why not? (note reason)Is there control overtypes of items orderedas a means to maintainquality and controlprice (brand, type,model, color, etc.)?Are purchase orders(POs) used?

Do POs each have aunique pre-assignednumber?

Is purchasing authoritydelegated anddocumented, includingdollar limits?

Are POs available onlyto individuals withpurchasing authority?

Is there a PO approvalprocess for cyclicalpurchases?

Is there a PO approvalprocess for noncyclicalpurchases?

Do POs reflect items,quantity, cost, andterms?


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NO NOT APPLICABLEQuestions to consider YES Ifno, why not? (note reason)Is there a limitednumber of individualswho receive goods?

Are the received goodsinspected for damage?

Is damage addressedpromptly?

Are received goodsmatched to the packingslip and PO to confirmitem, quantity, and soon?Are POs noted withdate of receipt, initialsof receiver, andnecessary notationsregarding variances?Are POs and packingslips matched up andforwarded to accountspayable (AlP)?

Does the AlP staffmatch vendor invoicesto POs and packingslips; verify eachinvoiced item, quantity,price, mathematicalcalculation, and duedate; and file all for easyretrieval?Are bid and requestfor proposal processesused to ensure optimalpricing and selection?


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NO NOT APPLICABLEQuestions to consider YES Ifno, why not? (note reason)Are terms negotiated?

Is there controlover samples toavoid inappropriaterelationships betweenindividuals havingpurchasing authorityand vendors?Are group purchasingorganization(s) usedwhen appropriate?


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02.D Inventory Control PlanNO NOT APPLICABLE

Questions to consider YES Ifno, why not? (note reason)Is an inventory systemused for supplies andequipment?

Is the inventorysystem adequate(general procedures,efficiency, avoidanceof overstocking/understacking, outages,asset control, etc.)?Is a physical inventorytaken on a regular androutine basis?

Are inventorydiscrepanciesaddressed?

Are inventory orderpoints established foreach supply item?

Are appropriate levelsof quantities ordered ina timely manner?

Is the quantity on handused prior to expiration?


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02.E Disposal of Biohazardous WasteDoes the practice create biohazardous waste?

Check allthat apply Waste

Blood

Body fluids

Pathology

Sharps

Microbiology

Other:


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02.F Equipment Purchase vs. LeaseDo you clearly understand the issues associated with purchasing vs. leasing? Check off areas ofknowledge and note where additional education is needed.

Check allthat apply Topic Circle one Describe action needed

EffectiveFixed asset

Nat Effective

EffectiveDepreciation expense

Nat Effective

EffectiveCash flow

Nat Effective

EffectiveSalvage value

Nat Effective

EffectiveTax credit

N at Effective

EffectiveInterest

Nat Effective

EffectiveCapital

Nat Effective


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Check allthat apply Topic Circle one Describe action needed

EffectiveUseful life

Nat Effective

EffectiveLease to own

Nat Effective


NO NOT APPLICABLEQuestions to consider YES Ifno, why not? (note reason)When purchasingequipment, is a cashflow analysis completedto analyze financialoptions, includingdetermination ofpresent value?


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02.G Vendor RelationshipsNO NOT APPLICABLE

Questions to consider YES Ifno, why not? (note reason)Are your relationshipswith vendors respectfuland mutuallysatisfactory?

Are vendors notintrusive?

Are vendorrelationships evaluatedperiodically in termsof satisfaction, service,cost, and so on?Do vendors providevalue (informationabout existing andalternate products and

. . .services, m-servicesabout use of equipment,etc.)?Are vendors replacedas necessary toobtain better pricing,better service, grouppurchasing opportunity,and so on?Are satisfactoryreferences obtained onnew vendors?


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TASK 03: MANAGE FACILITIES PLANNING AND MAINTENANCE ACTIVITIESTO MEET THE ORGANIZATION'S CURRENT AND FUTURE NEEDSAn inefficient layout can cost precious time for busy providers. Maximizing patient flow and examroom configuration makes for better use of the biggest resource in a practice - provider time. Doesyour workflow help or hinder practice efficiency? A dingy, dirty office is a turnoff for patients.The message: If this is what the office is like, what's the care like? Everything counts, from the dirton the rug to the date and condition of magazines to the trash in the parking lot. Effective facilitymanagement is required. What's your skill level? This section also addresses information abouteffective utility management and compliance with Occupational Safety and Health Administration(OSHA) and Americans with Disabilities Act (ADA) requirements. Answer the following to find outhow you rate in facility matters.

03.A Facility PlanningNO NOT APPLICABLE

Questions to consider YES Ifno, why not? (note reason)Do you have a clearunderstanding offacility needs (medicalspace, patient flow,operations, etc.)?Does the current spacemeet the needs of thepractice, both clinicaland nonclinical?

Is the layout conduciveto efficiency and workflow?

Is the layout conduciveto efficient patient flowand safety?

Is there sufficientstorage?


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NO NOT APPLICABLEQuestions to consider YES Ifno, why not? (note reason)Is the appearance of thefacility clean and neat,not worn?

Is the space decoratedappropriately?

Is it easy for patients tofind their way around?

Is there adequateparking?

Is the exterior well lit?

Are future needsperiodically analyzed?

Are facility expansionprojects undertakenwith the help ofrecommended experts(architect, builder, etc.)?


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03.B Facility ManagementNO NOT APPLICABLE

Questions to consider YES Ifno, why not? (note reason)Do you make regularrounds of the practicespace to identifymaintenance and repairissues?Do you make regularrounds of leased spaceto identify maintenanceand repair issues?

Are the groundsroutinely inspected forlandscaping issues?

Do you routinely tourthe practice space toobserve housekeepingissues?

Are the maintenance,landscaping, andhousekeeping staffsadequate and attentiveto duties?Are the maintenance,landscaping (includingsnow removal), andhousekeeping staffsservice oriented andcost effective?Is there a vendor filefor occasional repairfirms (HVAC, roof,carpet cleaning, tileand carpet, paint andwallpaper, etc.)?Are facility vendorsperiodically evaluatedin terms of cost andservice?


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NO NOT APPLICABLEQuestions to consider YES Ifno, why not? (note reason)Are fire extinguishersroutinely inspected asrequired?

Do fire safety personnelteach PASS (Pull, Aim,Squeeze, Sweep) to allemployees on a regularand routine basis?Is there an emergencyevacuation plan in placeand tested on a periodicbasis?

Is there periodicinspection andmaintenance of practicesystems (alarm, locks,voice, data, pest control,etc.)?

03.C Mechanical, Electrical, and PlumbingNO NOT APPLICABLE

Questions to consider YES Ifno, why not? (note reason)Do you regularlymonitor utility usage?

Is the pricing costeffective?

Is the service timely?

Is there periodicinspection andmaintenance of buildingsystems (HVAC,electrical, plumbing,and so on)?


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03.D Regulatory Compliance, Including Occupational Safety and Health Administration(OSHA) and Amercans with Disabilities Act (ADA)

NO NOT APPLICABLEQuestions to consider YES Ifno, why not? (note reason)Is the practicecompliant with ADAwith regard to physicalaccess by the disabled?

Is "reasonableaccommodation" madeon an as-needed basis?

Is consideration forADA given whenrenovating or buildingnew construction?

Is there adequatehandicapped parking?

Are safety hazards suchas tripping hazards,boxes in hallways,faulty electrical cords,blocked exits, boxes inelectrical room, and soon addressed?Are accident and injuryrecords maintained?

Is the practicecompliant with otherOSHA requirementsspecific to the specialtyor type of service(chemotherapy drugmixing, laboratory, etc.)?Are the OSHA "Rightto Know" laws posted,and are the materialsafety data sheetsaccessible as required?


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TASK 04: MANAGE DISCERNMENT PROCESS FOR IDENTIFICATION ANDUTILIZATION OF OUTSOURCED EXPERTISE AND BUSINESS PARTNERSPractices typically outsource certain functions. Common examples are cleaning and laundry;other possibilities include billing and transcription. There are a number of considerations whendeciding whether to outsource. Do you know what they are? Another outside relationship is thatof the business partner. It may make sense to consider aligning with an organization such as anindependent practice association (IPA) or physician-hospital organization (PHO). For potentialsuccess, an in-depth analysis should occur. What's the purpose of the relationship? How compatibleare the organizations? In some instances a practice may want to consider a partnership or merger.One common reason is to expand services. Cultures, business practices, leadership, and moreneed to be examined and reestablished if the relationship goes forward. When contemplatingjoining forces with another practice, do you know what to consider and how to proceed? Practiceadministrators are commonly generalists. It's important to have relationships with advisers such asaccountants and lawyers and to know when outside advice is needed. Do you have the necessaryrelationships and do you know when to seek advice? All external relationships require managementand monitoring. Answer the following questions on outsourced expertise and business partners tofind where you stand in this area.


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04.B Selection of Business PartnersNO NOT APPLICABLE

Questions to consider YES Ifno, why not? (note reason)Have the practice'sreasons for pursuingbusiness partners (forexample, goals andobjectives, resources,expertise) beenidentified?Have the strengthsand weaknesses ofrespective organizationsbeen considered?

Have the compatibility(for example, cultures,values, missions, andstrategic plans) and fitbeen assessed?Have the organizationalreadiness andwillingness to partnerbeen assessed?

Has the optimalstructure/model (single-specialty practice,multispecialty practice,IPA, PHO, managementservices organization,etc.) been considered?Have you consultedwith counsel as a part ofthe process?


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04.C Pursue and Establish Partnerships and Strategic AlliancesNO NOT APPLICABLE

Questions to consider YES Ifno, why not? (note reason)Is due diligencefollowed when pursuingand establishingpartnerships andstrategic alliances?Have routinesin other areas ofpractice (recruiting,compensation,benefits, servicecontracts, insurancepayer contracts, othercontracts, technology,staffing roles andresponsibilities,financial strength,assets, liabilities, etc.)been examined?Have roles andresponsibilities withshared oversightbeen determined andassigned?Are the most qualifiedindividuals placed inleadership roles?

Is there a focuson building newrelationships based ontrust?

Is key informationdocumented inpartnership agreements?

Has a new vision,mission, and strategicplan been created?


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NO NOT APPLICABLEQuestions to consider YES Ifno, why not? (note reason)Has new governancebeen created?

Has a new operatingplan been created?

Have goals andobjectives beenidentified?

Are results measured?

Is there regular andongoing communicationamong leadership?

Is consultation withcounsel a part of theprocess?

Are partnerships andalliances periodicallyreviewed?

Are partnerships andalliances continued orended as appropriate?

Are positive workingrelationshipsmaintained if ended?


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04.D Knowledge and Skills of Financial Advisers, Accountants, Attorneys, Architects,and OthersDo you clearly understand the expertise and specialized knowledge that outside advisers offer?

Check allthat apply Adviser Circle one Describe action needed

Financial advisers Effective(retirement planning,investing, etc.) N at Effective

Accountants (financial Effectivereporting, taxation, etc.) N at Effective

Attorneys (corporate law, Effectivehuman resources law,etc.) Nat Effective

Architects (facility Effectivedesign, ADA compliance,building codes, etc.) N at Effective

Insurance brokers/agents Effective(health, life, disability,etc.) N at Effective

Banker (banking, loans, Effectivecredit card processing,etc.) N at Effective

Consultants (practice Effectivemanagement, humanresources, safety, quality, N at Effectiveetc.)

Real estate brokers Effective(purchase and sale of realestate, etc.) N at Effective


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Check allthat apply Adviser Circle one Describe action needed

Auditors (annual audit Effectiveservices, etc.) Not Effective


04.E Manage and Monitor Partnerships and AlliancesNO NOT APPLICABLE

Questions to consider YES Ifno, why not? (note reason)Have you establishedtime lines, outcomes,reporting, contacts, andcostswith vendors?

Is the board (oradministration,practice owners,etc.)kept apprised ofprojects, including finalreporting?Are post-projectassessments completed?

TASK 05: DEVELOP AND IMPLEMENT A MARKETING ANDCOMMUNICATION PLANEnsuring the focus on customers is never-ending, and it cannot be lost in the heat of daily clinicaloperations. Patients (present and future), payers, vendors, business and community partners, andemployees all have their own expectations of the medical practice, and their satisfaction is critical tothe success of the group. How do you build a plan that is focused on customer profiles and needs?Outside consultants can help you get the data needed. Are you on top of social, technological,economic, and political trends? You, the physicians, and the staff can all be trend-watchers whoanticipate impacts and opportunities. How do you manage market research, branding, advertising,and promotion? Again, outsiders have the expertise to smooth the process. Finally, how tied are youto the local community? The more the practice becomes part of the community, the more you willgain and retain patients.


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OS.A Customer FocusCheck ways that are used to focus on diverse customers.

Check allthat apply Method Circle one Describe action needed

Leaders are educated on Effectivea range of customers -not just patients. Not Effective

Market segments are Effectiveidentified and profiled forclinical and nonclinical Not Effectivestaff.

Employees are Effectiverecognized as a majorcustomer group as well as Not Effectivepatients and consumers.

Key relationships are also Effectiveidentified as referrers,payers, vendors, and Not Effectivecommunity.

Customer motivation is Effectivedefined as physiological,psychological, or Not Effectiveenvironmental.

Patient marketing Effectivestrategies are based oncustomer experience with Not Effectiveservice.

Outcomes meet or Effectiveexceed expectations oftargeted individuals and Not Effectiveinstitutions.

Customer satisfaction Effectiveis geared to matchingexpectations with Not Effectiveperformance.


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Marketing is defined as Effectivecreating, communicating,and delivering value to Not Effectivecustomers.

Offering benefits Effectiveto stakeholders andorganizations is key to Not Effectivemanaging relationships.


O.SBMarketing/Communication PlansNote vital components in the marketing plan.Check allthat apply Component Circle one Describe action needed

The marketing plan is Effectivebased on a strategic planin terms of goals. Not Effective

The major componentsare specified as practicestructure, financialresources, goals,situational analysis, Effectivemarket/patient analysis,competitive analysis, Not Effectiveservice range, marketingmix (product, price,place, promotion, andpositioning), promotionalplan, and tactics.The market profitpotential is measured Effectivebased on marketsegment/industry Not Effectiveanalysis.


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o.sc Local MarketCheck ways you keep tabs on local market conditions.


Leaders are educated Effectiveon the importanceof keeping tabs on Not Effectivecommunity indicators.Local economics areobserved to reduce Effectivesurprises relatedto industries and Not Effectivepopulation.Layoffs, closures, area Effectiverecession, or new growthare recognized as Not Effectiveaffecting the group.

Business conditions and Effectiveeconomic activity aretracked over time. Not Effective

Demographic shifts Effectiveare seen as potentiallyaffecting the patient Not Effectivepopulation mix.

Local as well as regional Effectiveconditions are monitoredto track external market Not Effectivechanges.

Leader participation Effectivein the community isencouraged to get a sense Not Effectiveof shifts and trends.



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O.SD Market Research, Market Strategy, and AdvertisingNote methods used to research the market and strategy, and advertise.


Research emphasis is on Effectivemaximizing governmentand industry data to start. N at Effective

Outside marketing Effectiveexperts are used toresearch, report, and Nat Effectivestrategize.Many methodsare used including Effectiveobservation, focusgroups, interviewing, and Nat Effectivesurveys.Market strategies Effectiveconsidered are servicemix, target markets, N at Effectivecompetition, and goals.

Leaders strategize on Effectivethe impact of marketingchanges on budget, staff, N at Effectiveand message.The pros and consof advertising the Effectivemedical practice areconsidered, including Nat Effectivethe effectiveness for thegroup.Leaders are educated on Effectiveadvertising as any formof paid promotion via Nat Effectivemass media.

Media is defined as print Effective(publication) or electronic(TV, radio, Internet). N at Effective


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The marketing teamanalyzes each mediumfor audience, price andcost, and reporting.Advertisingrecommendations aremade to leaders, andrealistic benefits arenoted.Advertising in differentmedia is tested over timefor effectiveness withtargets.

Other:


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O.SF Corporate Image/BrandNote ways used to develop and maintain a desired brand or image.


An outside consultant Effectiveis hired to help guidebranding and imaging Nat Effectiveefforts.Differences related tobranding on practice Effectivefounding and onrebranding over time are N at Effectivenoted.The company brandhistory, competitive Effectivebrands, and brand trendsare analyzed by an Nat Effectiveadviser.Leaders are educated on Effectivebrand items includingname, logo, and colors Nat Effectiveused on communications.Meeting the serviceexpectations of Effectivepatients and referrers isrecognized as an image N at Effectivegoal.Successful patientinteractions with thepractice are encompassed Effectivein the brand and image(such as e-mails to Nat Effectivephysicians quicklyanswered).The brand is expected Effectiveto convey strength,competencies, and Nat Effectivecompetitive advantages.


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5 2 C h a p t e r 1

Business OperationsSupplemental Notes

(copy as needed)Task Notes


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Business OperationsAction Items(copy as needed)

Task ActionResponsibleParty Due Date Priority


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assessment wkbk_sample_chapter_1

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