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Concierge Care

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Concierge Care

Concierge Care

In today’s healthcare climate, concierge medicine is gaining ground and increasing in popularity. Patients are opting to either pay in cash for services rendered or pre-pay a monthly or annual fee for more personalized services and 24/7 access to their physician. Both physicians and patients are driving much of the growth attributed to concierge medicine (Spooner, 2007). Many physicians are dissatisfied with their reimbursement contracts and heavy patient loads that limit the amount of time spent with their patients. Patients feel that the level of quality of care provided by traditional medicine is declining and are increasingly dissatisfied with impersonal care, long waits for appointments, short duration of appointments and the greater use of mid-level practitioners (Spooner, 2007). Despite the growing trend of concierge medicine, simply opening up an office will not guarantee success. There are many variables to be considered when deciding to form a concierge practice, including market competition, customer demand, ensuring value, continuity of care as well as financial, staff and ethical considerations. Competition exists in every industry and the concierge care industry is no different. Certainly, being the first concierge practice in the area to market more personalized services will be an advantage. The risk of losing existing patients looking for a higher level of service to other concierge practices in the vicinity significantly decreases (Specialdocs, 2014). However, as more physicians begin to provide concierge services it will bring more credibility in the marketplace and in the eyes of the patient (Specialdocs, 2014). Patients will become more familiar with the concept and understand the value in participating when there are additional concierge practices in the area. Typically, patients become

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