Anonymous
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Anonymous
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The last post is very interesting. One question in the post, says "What the Heck Happened",
If Biolabs started its business life with financial handicaps, then what is the strategy to "fix" the financials, and generate appropriate profits?
It looked like they were trying to grow their way out of the financial mess, but did so with very low priced business (low priced capitated contracts). Those contracts required significant direct expense to support that low priced business (PSCs, Couriers, Stat services, Send Out tests). The expenses came in way before the new business could generate a profit before the next capitated deal came in. The capitated deals were geographically far away from the main lab, and these fragile deals didn't have strong enough sales attention to manage the capitated business or develop enough non-HMO business.
When you bring on a lot of low priced business (1500 - 2000 /day) at an average price of $16 - $20 / requisition, then you don't have enough operating margin (after all direct expenses have been paid), to pay overhead obligations (corporate overhead, Parthenon debt, facility costs, expansion, etc).
The growth in managed care contracts isn't necessarily bad, but it was more likely the wrong contracts and a lack of strong sales execution of the non-HMO business opportunities.
I'm just sayin.
If Biolabs started its business life with financial handicaps, then what is the strategy to "fix" the financials, and generate appropriate profits?
It looked like they were trying to grow their way out of the financial mess, but did so with very low priced business (low priced capitated contracts). Those contracts required significant direct expense to support that low priced business (PSCs, Couriers, Stat services, Send Out tests). The expenses came in way before the new business could generate a profit before the next capitated deal came in. The capitated deals were geographically far away from the main lab, and these fragile deals didn't have strong enough sales attention to manage the capitated business or develop enough non-HMO business.
When you bring on a lot of low priced business (1500 - 2000 /day) at an average price of $16 - $20 / requisition, then you don't have enough operating margin (after all direct expenses have been paid), to pay overhead obligations (corporate overhead, Parthenon debt, facility costs, expansion, etc).
The growth in managed care contracts isn't necessarily bad, but it was more likely the wrong contracts and a lack of strong sales execution of the non-HMO business opportunities.
I'm just sayin.