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  • Hospitals and clinics

Hospitals and clinics

Portfolio of services

Strategy and market concepts

  • Development of care concepts
  • Concepts of strategy
  • Market and environment analysis
  • Creation and revision of business plans


  • Due diligence reviews
  • Company valuation
  • Feasibility studies (medical and organizational concepts, simulations, business plans and (integrated) financial planning
  • Auditing and modeling of transactions

Remodeling and restructuring

  • Making forecasts
  • Development, testing, evaluation of renovation/restructuring concepts
  • Creation of a report on remodeling in accordance with or based on IDW standard S 6
  • Support in negotiations with banks, social partners and other stakeholders

Business plans coordinated with the bank

  • Creation and examination of the credibility of business plans
  • Creation of (integrated) financial planning

Master planning and new construction

  • New building concepts
  • Preparation and revision/confirmation:
  • Feasibility studies
  • Business plans
  • Master construction plans including total value cost planning

Revenue and efficiency

  • Manpower requirements, establishment plans and turnover
  • Corporate organization
  • Efficiency of secondary and tertiary areas
  • Efficiency analysis based on InEK
  • MDK and claims management and optimization of DRG coding

Controlling and consulting related to auditing

  • internal revision
  • Cost accounting:
    • Optimization of cost center accounting
    • Establishment, implementation, revision of existing divisional accounting, contribution margin or profit center
  • Creation of (integrated) forecasts
  • Revision of existing forecasts

Management tasks for hospital and clinic managers are becoming increasingly dynamic and seem difficult to control. Most hospitals are in the red, and there is no sign of a turnaround. Additionally: lack of qualified staff, increase in morbidity and mortality of patients, demographic changes and lack of funds for investment. Hospitals have been publicly exposed to accusations of billing fraud and unnecessary operations. However, readiness to perform must be ensured 24 hours a day, seven days a week. The work-life balance of the workforce must be ensured. Quality competition related to fees will develop into another management challenge in the future. Hospitals will increasingly need to make up for the lack of outpatient care, especially in rural areas, over the next few years. How do you intend to ensure the success and competitiveness of your hospital?

Our healthcare division offers holistic advisory approaches for sustainable competitive positioning. Our consultants not only have many years of expertise in specialist hospital consulting, but also experience in management and responsibility for work in hospitals. We look forward to working with you in the development and implementation of strategic and sustainable solutions. Our clients especially emphasize penetration.

Individuality and holistic approach

BDO develops individual strategies and solutions that are adapted to the needs of the care area in terms of the level of care and continuous integration of the corporate culture, i.e. the mission statement of the owner's body.

BDO is an acronym for a holistic approach to counseling. The medical concept, organization, efficiency, control and resources must be explored with their interactions.

Specification and Feasibility

We don't stop once we determine the potential. As a renowned audit firm that strives for sustainability, BDO attaches great importance to defining feasible measures for the company. Strategy, for example, is translated into operations in a business plan, which as a result makes it economically measurable.