The Experts below are selected from a list of 16704 Experts worldwide ranked by ideXlab platform
Franklin Dexter - One of the best experts on this subject based on the ideXlab platform.
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calculating a potential increase in hospital Margin for elective surgery by changing operating room time allocations or increasing nursing staffing to permit completion of more cases a case study
Anesthesia & Analgesia, 2002Co-Authors: Franklin Dexter, John T Blake, Donald H Penning, David A LubarskyAbstract:Administrators routinely seek to increase Contribution Margin (revenue minus variable costs) to better cover fixed costs, provide indigent care, and meet other community service responsibilities. Hospitals with high operating room (OR) utilizations can allocate OR time for elective surgery to surgeo
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hospital profitability per hour of operating room time can vary among surgeons
Anesthesia & Analgesia, 2001Co-Authors: Alex Macario, Franklin Dexter, Rodney D TraubAbstract:The operating Margins (i.e., profits) of hospitals are decreasing. An important aspect of a hospital's finances is the profitability of individual surgical cases, which is measured by Contribution Margin. We sought to determine the extent to which Contribution Margin per hour of operating room (OR) time can vary among surgeons. We retrospectively analyzed 2848 elective cases performed by 94 surgeons at the Stanford University School of Medicine. For each case, we subtracted variable costs from the total payment to the hospital to compute Contribution Margin. We found moderate variability in Contribution Margin per hour of OR time among surgeons, relative to the variability in Contribution Margins per OR hour among each surgeon's cases (Cohen's f equaled 0.29, 95% lower confidence interval bound 0.27). Contribution Margin per OR hour was negative for 26% of the cases. These results have implications for hospitals for which OR utilization is extensive, and for which elective cases are only scheduled if they can be completed during regularly scheduled hours. To increase or achieve profitability, managers need to increase the hours of lucrative cases, rather than encourage surgeons to do more and more cases. Whether the variability in Contribution Margin among surgeons should be used to more optimally (profitably) allocate OR time depends on the scheduling objectives of the surgical suite.
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Hospital profitability for a surgeon’s common procedures predicts the surgeon’s overall profitability for the hospital
Journal of clinical anesthesia, 1998Co-Authors: Franklin Dexter, Alex Macario, Shane M. CeroneAbstract:Abstract Study Objective: To evaluate whether a hospital's profitability for a surgeon's common procedures predicts the surgeon's overall profitability for the hospital. Design: Observational study. Setting: Community and university-affiliated tertiary hospital with 21,903 surgical procedures performed per year. Patients: 7,520 patients having surgery performed by one of 46 surgeons. Interventions: None. Measurements and Main Results: Financial data were obtained for all patients cared for by all the surgeons who performed at least ten cases of one of the hospital's six most common procedures. A surgeon's overall profitability for the hospital was measured using his or her Contribution Margin ratio ( i.e ., total revenue for all of the surgeon's patients divided by total variable cost for the patients). Contribution Margin was calculated twice: once with all of a surgeon's patients, and second, limiting consideration to those patients who underwent one of the six common procedures. The common procedures accounted for 22 ± 15% of the 46 surgeons' overall caseload, 29 ± 10% of their patients' hospital costs, and 30 ± 12% of the hospital revenue generated by the surgeons. Hospital Contribution Margin ratios ranged from 1.4 to 4.2. Contribution Margin ratios for common procedures and Contribution Margin ratios for all patients were correlated (τ = 0.58, n=46, p Conclusions: Even though most surgical cases were for uncommon procedures, a surgeon's hospital profitability on common procedures predicted the surgeon's overall financial performance. Perioperative incentive programs based on common surgical procedures (clinical pathways) are likely to accurately reflect a surgeon's financial performance on their other surgeries.
Rodney D Traub - One of the best experts on this subject based on the ideXlab platform.
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hospital profitability per hour of operating room time can vary among surgeons
Anesthesia & Analgesia, 2001Co-Authors: Alex Macario, Franklin Dexter, Rodney D TraubAbstract:The operating Margins (i.e., profits) of hospitals are decreasing. An important aspect of a hospital's finances is the profitability of individual surgical cases, which is measured by Contribution Margin. We sought to determine the extent to which Contribution Margin per hour of operating room (OR) time can vary among surgeons. We retrospectively analyzed 2848 elective cases performed by 94 surgeons at the Stanford University School of Medicine. For each case, we subtracted variable costs from the total payment to the hospital to compute Contribution Margin. We found moderate variability in Contribution Margin per hour of OR time among surgeons, relative to the variability in Contribution Margins per OR hour among each surgeon's cases (Cohen's f equaled 0.29, 95% lower confidence interval bound 0.27). Contribution Margin per OR hour was negative for 26% of the cases. These results have implications for hospitals for which OR utilization is extensive, and for which elective cases are only scheduled if they can be completed during regularly scheduled hours. To increase or achieve profitability, managers need to increase the hours of lucrative cases, rather than encourage surgeons to do more and more cases. Whether the variability in Contribution Margin among surgeons should be used to more optimally (profitably) allocate OR time depends on the scheduling objectives of the surgical suite.
Daniel Asselmann - One of the best experts on this subject based on the ideXlab platform.
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Understanding the quality–quantity conundrum of customer referral programs: effects of Contribution Margin, extraversion, and opinion leadership
Journal of the Academy of Marketing Science, 2018Co-Authors: Vijay Viswanathan, Sebastian Tillmanns, Manfred Krafft, Daniel AsselmannAbstract:Firms can substantially profit from customer referrals, but they must understand the different stages of the referral process to determine what drives the number of referrals (first stage), conversion (second stage), and average Contribution Margin per referral (third stage). Applying a framework that integrates perceptual and behavioral drivers, this study uses a financial services company’s customer survey and transaction data to investigate how the effect of Contribution Margins of referring customers at all three stages depends on their perceived extraversion and opinion leadership. Extreme extraversion and opinion leadership diminish the positive effect of the Contribution Margins of referring customers on the number of referrals; their effect on the number of successful referrals is insignificant. In terms of the Contribution Margin of successful referrals, extraversion has a negative and opinion leadership a positive moderating effect.
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understanding the quality quantity conundrum of customer referral programs effects of Contribution Margin extraversion and opinion leadership
Journal of the Academy of Marketing Science, 2018Co-Authors: Vijay Viswanathan, Sebastian Tillmanns, Manfred Krafft, Daniel AsselmannAbstract:Firms can substantially profit from customer referrals, but they must understand the different stages of the referral process to determine what drives the number of referrals (first stage), conversion (second stage), and average Contribution Margin per referral (third stage). Applying a framework that integrates perceptual and behavioral drivers, this study uses a financial services company’s customer survey and transaction data to investigate how the effect of Contribution Margins of referring customers at all three stages depends on their perceived extraversion and opinion leadership. Extreme extraversion and opinion leadership diminish the positive effect of the Contribution Margins of referring customers on the number of referrals; their effect on the number of successful referrals is insignificant. In terms of the Contribution Margin of successful referrals, extraversion has a negative and opinion leadership a positive moderating effect.
Alex Macario - One of the best experts on this subject based on the ideXlab platform.
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hospital profitability per hour of operating room time can vary among surgeons
Anesthesia & Analgesia, 2001Co-Authors: Alex Macario, Franklin Dexter, Rodney D TraubAbstract:The operating Margins (i.e., profits) of hospitals are decreasing. An important aspect of a hospital's finances is the profitability of individual surgical cases, which is measured by Contribution Margin. We sought to determine the extent to which Contribution Margin per hour of operating room (OR) time can vary among surgeons. We retrospectively analyzed 2848 elective cases performed by 94 surgeons at the Stanford University School of Medicine. For each case, we subtracted variable costs from the total payment to the hospital to compute Contribution Margin. We found moderate variability in Contribution Margin per hour of OR time among surgeons, relative to the variability in Contribution Margins per OR hour among each surgeon's cases (Cohen's f equaled 0.29, 95% lower confidence interval bound 0.27). Contribution Margin per OR hour was negative for 26% of the cases. These results have implications for hospitals for which OR utilization is extensive, and for which elective cases are only scheduled if they can be completed during regularly scheduled hours. To increase or achieve profitability, managers need to increase the hours of lucrative cases, rather than encourage surgeons to do more and more cases. Whether the variability in Contribution Margin among surgeons should be used to more optimally (profitably) allocate OR time depends on the scheduling objectives of the surgical suite.
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Hospital profitability for a surgeon’s common procedures predicts the surgeon’s overall profitability for the hospital
Journal of clinical anesthesia, 1998Co-Authors: Franklin Dexter, Alex Macario, Shane M. CeroneAbstract:Abstract Study Objective: To evaluate whether a hospital's profitability for a surgeon's common procedures predicts the surgeon's overall profitability for the hospital. Design: Observational study. Setting: Community and university-affiliated tertiary hospital with 21,903 surgical procedures performed per year. Patients: 7,520 patients having surgery performed by one of 46 surgeons. Interventions: None. Measurements and Main Results: Financial data were obtained for all patients cared for by all the surgeons who performed at least ten cases of one of the hospital's six most common procedures. A surgeon's overall profitability for the hospital was measured using his or her Contribution Margin ratio ( i.e ., total revenue for all of the surgeon's patients divided by total variable cost for the patients). Contribution Margin was calculated twice: once with all of a surgeon's patients, and second, limiting consideration to those patients who underwent one of the six common procedures. The common procedures accounted for 22 ± 15% of the 46 surgeons' overall caseload, 29 ± 10% of their patients' hospital costs, and 30 ± 12% of the hospital revenue generated by the surgeons. Hospital Contribution Margin ratios ranged from 1.4 to 4.2. Contribution Margin ratios for common procedures and Contribution Margin ratios for all patients were correlated (τ = 0.58, n=46, p Conclusions: Even though most surgical cases were for uncommon procedures, a surgeon's hospital profitability on common procedures predicted the surgeon's overall financial performance. Perioperative incentive programs based on common surgical procedures (clinical pathways) are likely to accurately reflect a surgeon's financial performance on their other surgeries.
Vijay Viswanathan - One of the best experts on this subject based on the ideXlab platform.
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Understanding the quality–quantity conundrum of customer referral programs: effects of Contribution Margin, extraversion, and opinion leadership
Journal of the Academy of Marketing Science, 2018Co-Authors: Vijay Viswanathan, Sebastian Tillmanns, Manfred Krafft, Daniel AsselmannAbstract:Firms can substantially profit from customer referrals, but they must understand the different stages of the referral process to determine what drives the number of referrals (first stage), conversion (second stage), and average Contribution Margin per referral (third stage). Applying a framework that integrates perceptual and behavioral drivers, this study uses a financial services company’s customer survey and transaction data to investigate how the effect of Contribution Margins of referring customers at all three stages depends on their perceived extraversion and opinion leadership. Extreme extraversion and opinion leadership diminish the positive effect of the Contribution Margins of referring customers on the number of referrals; their effect on the number of successful referrals is insignificant. In terms of the Contribution Margin of successful referrals, extraversion has a negative and opinion leadership a positive moderating effect.
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understanding the quality quantity conundrum of customer referral programs effects of Contribution Margin extraversion and opinion leadership
Journal of the Academy of Marketing Science, 2018Co-Authors: Vijay Viswanathan, Sebastian Tillmanns, Manfred Krafft, Daniel AsselmannAbstract:Firms can substantially profit from customer referrals, but they must understand the different stages of the referral process to determine what drives the number of referrals (first stage), conversion (second stage), and average Contribution Margin per referral (third stage). Applying a framework that integrates perceptual and behavioral drivers, this study uses a financial services company’s customer survey and transaction data to investigate how the effect of Contribution Margins of referring customers at all three stages depends on their perceived extraversion and opinion leadership. Extreme extraversion and opinion leadership diminish the positive effect of the Contribution Margins of referring customers on the number of referrals; their effect on the number of successful referrals is insignificant. In terms of the Contribution Margin of successful referrals, extraversion has a negative and opinion leadership a positive moderating effect.