Abstract:

Dr. Casey had just come out of a long meeting with his business manager, Linda Baker, and he was quite concerned. She shared with him that his practice was losing $10,000 a month on monthly revenues of approximately $90,000. Just six months ago he had opened a new office and expected his profit to be growing rather than shrinking. Did he make the wrong decision? He wondered what he should be doing to at least get back to a breakeven level for his practice as a whole.

Available from Harvard Business Publishing