You need accurate monthly forecasting. In order to have the cutting edge on sales and create lasting relationships with repeat customers you have to understand the hospital dynamics, capital planning, and project delivery methods. You need to be able to effectively communicate with and understand the needs to the staff.

Your customers image of you is your reality. There is wisdom in knowing what is expected when individuals get involved in projects. Build their confidence and skill set, along with your brand at the same time by teaching them project management for purchasing and installing your equipment.

Health Well Done offers a best-practices healthcare project management process for both on and off-site. Your job is easier, with less frustration when you can tap into the knowledge and wisdom of the people who work in the department day in and day out. The process makes you the trusted adviser, builds trust with the staff, and turns selling into an educated conversation about each other’s role and next steps for a successful purchase and installation of your equipment. The process builds relationships and improves sales performance.

Case Study: Medical Equipment Company

Company sold a large bore Cat Scan to a Cancer Center. The Cancer Center department head did not involve facilities in the buying decision early enough which resulted in not having the money to renovate the space when the equipment was being installed. Forecasting for the sale was thrown off because the hospital moved the purchase of the Cat Scan to the next fiscal year. Instead of the company putting the sale on the books for 2013 it was moved to the year 2014. This threw off the annual earning for the company.


The medical company didn’t know the Cancer Center director hadn’t involved facilities. They relied on the director’s and administrator’s ability to organize and collaborate with an internal team to mange all the aspects of purchase and installation of medical equipment. Unfortunately, rules have changed and medical sales representatives have less opportunity to interact with customers which added to the problem. As more and more health care mergers occur relationship building challenges will continue to grow as people in director and administrator positions may not be knowledge or experienced to act at being an internal liaison, one that organizes and collaborates with teams internally. This affected their bottom line.


They needed a customized way to get more face to fact time with their customers adding value to their relationship that benefited their sales force as well as the internal staff. Rolling out an “on the road” customer relationship building package ensured their becoming the trusted advisor in their client’s mind. HWD presented the opportunity for an early morning breakfast series focused on building customer relationships. A series coupling their medical equipment and “how to” build the optimal patient environment to serve the patient. This interactive workshop taught their sales force together with their customers in radiology, an understanding of hospital dynamics, patient care, capital planning, and project delivery methods?


Hospital staff was more effective in planning and implementation when engaged in working with the medical equipment company. Everyone understood the benefits of using a process. They had a clear view of the capital budget planning process and how it effects the purchase of medical equipment. They enjoyed working on the project team because they knew what to expect and the important role they played on the team. The sales force had a full understanding of hospital dynamics, capital planning, and project delivery methods and made the connection to the affects all of this information has on monthly forecasting.