A new facility would have one patient on the first day and a lot of fixed overhead. On the second day a new patient would call for an appointment and the facility would grow its base by 100%. He taught me a critical lesson about math. He explained that purchasing a small practice with five hundred patients was better than starting a practice at a new site. On the other hand, I was fortunate enough to work for a primary care physician who understood doctors and the business of a successful office. In the end, this strategy was flawed, and the hospitals lost a tremendous amount of money. Regrettably, the hospitals did not really understand physician practices and they did not have the infrastructure to make this process work. The hospitals were in a frenzy to purchase every primary care practice. If the hospital could not purchase a practice they would build a new office and hire a physician. In the late 90’s I was working for a hospital group purchasing physician practices. Therefore, I spent time researching different groups and reading various journals until I found a process that worked for me. Hence, I began by looking for a definition in the dictionary - the exchange of information or services among individuals, groups, or institutions specifically: the cultivation of productive relationships for employment or business (Merriam-Webster). This was helpful but it really did not demonstrate "how" to network. Moreover, when I started asking people for help they did not do a good job explaining it. Networking was one of my favorite activities and it took me a long time to understand it.
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