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Chapter 7 |
Plan you
work……and work your plan.
This level
of agreements represents our plan to achieve our goals.
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O |
ur ideals and goals will never happen without a concrete, down to earth plan to achieve them. This is the last level, because these agreements derive from the others.
We know what we want our working lives to be like, we know what we must do to get that , we know what capabilities we must have, we know what we believe, and we know what values.
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Chapter key § Our Business Model § Organizational Structure § Facilities § Marketing § Team § Sales § Financial Arrangements § Production and Scheduling § Continuing Care § Systems § Operating Model § Goals |
As our plan rolls out, we expect that your contribution to our team will grow and grow!
These agreements are the hardest to change, because they require changes in the way our jobs are structured. Nonetheless, these are the most important to change when necessary.
§ Our business is built on a model dental practice environment that is systems-dependent.
§ We will work toward flawless and consistent application of our model systems.
§ Some of our efforts will reside in a corporate parent (“The Apollonia Group, Inc.” or "AGI") that is capable of public ownership.
§ We will operate as two independently accountable business units: the AGI management company working in close cooperation with a single “friendly” professional corporation ("PC").
§ Each business unit is headed by a single executive, accountable for unit profitability and performance based on a budgeted percentage of Gross Revenues Under Management ("GRUM"). AGI is headed by a Chief Executive Officer ("CEO"), and PC is headed by a Professional Director ("PD").
§ At present, the CEO of AGI and the PD of PC are both the same person, Dr. Millikin.
§ The PC is budgeted at 50% of GRUM; and is responsible for all dentists and hygienists compensation, as well as dental laboratories and consumable dental supplies.
§ AGI is budgeted at 50% of GRUM; and is responsible for all patient acquisition (merger, advertising, marketing), facilities, equipment, and instruments, as well as staff wages and salaries, including training, payroll taxes, and benefits. AGI owns all tangible assets, as well as any real estate associated with the business.
§ AGI also provides management services such as human resource management, payroll administration, accounting, banking, finance, information systems, and business development.
§ A facility of four operatories ("Patient Care Centers") will serve as our template Facility Unit. Each Facility Unit will have two identically equipped dental care ops ("Dental Care Centers"), and two identically equipped examination/periodontal therapy/continuing care ops ("Continuing Care Centers").
§ Our Dental Care Centers and Continuing Care Centers will each be organized and stocked to allow cross-use. While the NUMBER of items stocked in each zone may vary between the two set-ups, the LOCATION for each item will be identical.
§ The Patient Care Centers will be set up in such a manner as to allow the PCCs and the CCCs to be able to “run their own business”, and be accountable and compensated based on personal performance statistics.
§ Each of our business units will directly support the efforts of the PCCs and the CCCs.
§ We will vigorously pursue a comprehensive internal and external marketing system that manages the patient relationship from “cradle to grave”.
§ We will operate a team concept consisting of one Team Coordinator ("TC") facilitating the activities of the rest of the team.
§ The PCC and the CCC are the central business units, and they will strive to manage everything that happens in their Patient Care Centers (operatories), including diagnosis, sales, financial arrangements, scheduling, production, and insurance claim preparation.
§ Each patient will be assigned to a PCC to supervise their Initial Treatment Plan and also to a CCC who supervises their ongoing Continuing Care Plan.
§ A single Patient Care Coordinator ("PCC") will be assigned to each Dental Care Center, while a single Continuing Care Coordinator ("CCC") will be assigned to the two Continuing Care Centers.
§ A systematic routine will be used for dealing with new patients, returning patients, emergency and comprehensive diagnostics, treatment planning, and acceptance management.
§ We will maintain a flexible series of options that allows any patient to afford the care that is right for them, while producing abundance and predictability for us.
§ We will maintain a system of diagnosis, production, and collection that is efficient and effective, focusing on the most common dental procedures: “Looking, Cleaning, Capping, Killing, Filling, Losing, Replacing, Making Pretty, Screwing, and Paying For .......... Teeth”.
§ We will use a series of comprehensive, diagnosis-driven, initial therapy protocols followed by defined continuing care protocols.
§ We will monitor and care for each of our patients in a Continuing Care System, as attentively as a shepherd tends to her flock.
§ Our Continuing Care System will be integrated with third party terminologies and scheduling for production protocols.
§ If we want to improve a system, we will make a trial change to the model first, and evaluate the results. We will then evaluate and (if appropriate) change the model to incorporate the improvement.
§ Our model must be scalable from a scratch start.
§ Our model must be capable of infinite growth.
§ Our model must utilize investment capital to maximal return.
§ Our model must be inclusive of most potential team members, Periodontal Therapists, and Dentists.
§ Our model must produce sufficient abundance to fund the growth and development of our business.
§ The model must be founded on 100% annual growth.
§ The model must produce sufficient profit to attract capital.
§ The model must produce sufficient Dental Professional income and environment to attract Dental Professionals.
§ The model must produce a career ladder sufficient to attract dedicated and career-minded Team Members.
§ The model must produce sufficient abundance to attract a capable Management Team.
§ The model must not allow negative cash flows.
Because our business goals are aggressive, we must spend much time working on our jobs as working in them.. |
§ Our goal is to grow 100% each year, generating profits after paying ourselves, our teams, our vendors, our investors, and (of course) our taxes.
§ Because the relationship between fees and time is the primary variable in producing abundance, our primary goal is to build a brand identity which supports higher compensation for similar services, based on the expectation of more comfortable, predictable, and affordable performance.
§ In order to grow continuously, we must be a world-class organization, every detail of which can withstand public scrutiny and inspire confidence in outside observers.