very successful ophthalmic practice. When I
gave our 24 employees the short form Myers-
Briggs personality test, it turned out only 2 of
us were extroverts — the optician and I. Had
I wanted to get into retail medicine, my tech-
nicians would have been very uncomfortable
in sales roles. And the last thing you want is
to have the doctor in that role.
So if you have a more traditional cataract
practice — one in which, say, 70% of surgical
cases are Medicare cataract cases and no pre-
mium procedures are offered — the first thing
to decide is whether you want to change your
character and start selling premium services.
Doing so is akin to starting a whole new ven-
ture. In that situation, I'd recommend either
daily rental with a commitment that can be
terminated without a huge financial loss, or
taking advantage of some of the new leasing
structures that some manufacturers have
come up with. Some, for instance, will let you
lease the machine for 6 months to a year, so
you can see if it's possible to build to a month-
ly volume that makes it cost-effective to con-
tinue.
2.If I decide to try outsourcing, how many
cases will I need to make it cost-effective?
If you're serving a community with a small
population base and figure you'll be able to
6 6
O U T PAT I E N T S U R G E R Y M A G A Z I N E O N L I N E | January 2015
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