English Art/Literary Other

The next thing you could do is buy other practices, in other geographic areas, that are leav-ing this kind of money on the table by not doing the things your going to do now. You grow throughacquisition once you have the process down, but I would grow through acquisition by making astipulation that the founder, or the partner, or the principals, in the acquired company become yourmarketing people in the field and they get as close to 100% of the first year's growth as you can givethem, who cares?
The thing is, that at one time, that former owner had focus and enthusiasm. At one time thatformer owner really was on a crusade, because he or she got the practice built somehow, didn't they?I'd make that a criteria. If the practice was acquired by them, I wouldn't buy it. Because you'relosing out on a critical intangible asset. I'd find one where the person built it to whatever, $200,000or $300,000, and then stopped. Because then he or she became a manager. And that's when theygot stale, that's when they lost interest in the practice, their passion for their clients, and predictablythat's where it went flat revenue wise, but they probably have very little awareness of this.
I'd revive their enthusiasm. I'd regenerate their passion. I'd re-infuse them with this desire,and I'd get them excited about wining and dining and do all the things necessary, and really gettinginterested, because every time you get all the value added services and philosophies in place fromyour model, you should want all day long to basically buy in at one time gross, because you're goingto add double to them, even if you flip the damn thing after the first year.