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28 PRACTICE MANAGEMENT the practice. Sometimes the changes are also driven by the company itself, such as expanding the range of treatments offered, increasing the size of the medical team, or opening a subsidiary practice. And with all these positive and negative changes, it is important to be guided by the essential core of the company. This remains unchanged – it holds everything together. The projected target image, however, also affects the company internally. It gives employees direction, drives them to achieve joint goals, and has inevitable consequences for the company culture. Thus a vision can release unimagined strengths in a company. The company vision is defined in a central overarching idea, the vision statement. The formulation of the company’s self image should be concise, emotional, and unam- biguous. And above all, it should inspire. Examples of good visions: Ikea: “To create a better everyday life for the many people.” No-one can possibly avoid noticing this inspiration at Ikea. Practice B “Our practice shall be an interface between medicine and dentistry as well as between outpatient and inpatient care. We would like to offer affordable medicine for everyone. Continuing education and specialist expertise is an integral part of our function. The presentation of our practice is modern but down-to-earth.” This practice wants to grow. It now has a number of subsidiary practi- ces as well as its own continuing education center. This enables it to have a critical influence on the situation in the region. The frequency of an heterogeneous patient clientele in all practices is correspondingly high. Practice C “Based on the friendship we forged during our studies, our goal is to establish a purely referral-based practice for the oral and maxillofacial discipline. This shall cover the entire spectrum of surgical care from easy to complicated cases. Our friendly and very stable relationship shall contribute to a harmonious cooperation and a family-like atmos- phere in the practice. Our employees and a reliable and competent group of referring dentists, who will also offer optimal treatment con- cepts, will perceive and experience this. We will not provide treatment that goes against our own beliefs.” The practice does not want to enlarge because this may affect the harmony and balance of the very close friendship between the practi- ce partners. The family-like character is very noticeable; the turnover of team members is therefore practically zero. Quality and stability are critical factors here. Dental practice A “Based on my experience, I want to implement my own concept that is not subject to the dictates of the statutory health insurers. I want to decide what type of treatment I can offer my patients. I would like to offer my type of medicine free of stress and in a relaxed atmosphere to patients who have a strong awareness of and interest in their health. My patients will bring to my practice a profound awareness of quality for their health. I will give my best to satisfy this and will always try to be up to date. I aim for a clientele that recognizes the high quality of my treatments and pays accordingly. The brief, intense contact shall be characterized by appreciation, humanity, reliability, and mutual respect, so that it leaves a positive impression behind on both sides. Close, friendly, and interdisciplinary partnerships with other medical practitioners are an integral part of my concept.” It is not surprising that on the basis of this vision, a highly modern private practice was established that presents itself unobtrusively. The homogeneous target groups are health- aware high earners. Only about ten patients are treated per day and this will remain the case in future. There will not be any partnerships. Cooperation with referring physicians is explicitly encouraged by ongoing meetings.