Too few ophthalmology practices review expenses or use cost benchmarking in a routine, regular and organized fashion. Instead, the typical ophthalmic practice waits for a profit crisis and then cuts costs across the board. This approach more often actually leads to even less profit, as the practice continues to spiral downward.

Just as every physiologic index for a patient has "normal limits," every line item on your financial statement can be looked at directly, or through ratio analysis, to determine the health of your practice. Examples include revenue per full-time-equivalent staff member and tech payroll hours per patient encounter.

As a service business with mostly fixed costs, enhancing ophthalmic profits is more often achieved through revenue enhancement than cost containment. We can teach you the right numbers to watch each month, how to be a better negotiator, and what to cut first--with the least amount of damage--if expenses must drop.