For Management Services Organizations (MSOs)
Your catalog only shows you what they already bought.
A medical practice that buys billing gets a billing relationship. You have no view of their payer contracts, their service line mix, their site-of-service economics or what they spend on technology — because nobody engaged you to look.
That is not a failure of attention. It is the structure of an à la carte model. And it means the one thing that determines your growth — which practices should be buying more of your catalog — is the one thing you cannot see.
The Practice Strength Index is the instrument for that. One interview with practice leadership. A written findings document in five business days. Five domains examined the same way every time: reimbursement reality, payer contracting, revenue leakage, missed opportunity, and technology fit.
Every finding carries a number.
What You Get
Three things, and the third is the one nobody expects.
An attach list
Which of your practices needs which of your services, quantified, with the reasoning attached. Your acquisition cost on that expansion revenue is zero — these are practices already under contract with you.
Roadmap intelligence
When a finding surfaces a need you cannot serve yet, you will know. Across a whole book of practices, that tells you what to add to the catalog next. Evidenced, not guessed.
A practice that trusts you more
Because the document is honest — including when the honest answer is that they do not need anything right now.
The Part That Makes It Work
The Index has to be able to say “you don't need what they're selling you.”
A physician-owner can smell a sales instrument from across the room. The moment they do, the document is worthless — and so is your relationship with them. So the terms are fixed, and they are not negotiating positions:
- A flat fee per assessment that never varies with what the practice subsequently buys.
- Findings, not purchase recommendations.
- No vendor named in the document. Including you.
- The practice receives the findings unedited. No review or approval before delivery.
Those four things are what make the document worth something to the practice. Which is the only reason it is worth anything to you.
For Independent Practice Associations (IPAs)
You do health plan contracting. You do not see under the hood of your member practices, and you should not have to.
But every member that sells to a health system is bargaining power you lose. This diagnoses why they are struggling while there is still time to do something about it.
Not asking you to sell anything. Just to tell members it exists.
Ten practices or two hundred.
Priced per assessment, with volume pricing across a book of practices.
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