par Sean Ruck
, Contributing Editor | November 04, 2014
From the August 2014 issue of HealthCare Business News magazine
In Roy’s opinion, hospitals need to understand a service company’s technical capabilities. They should also be aware of where the primary engineers are located and what training they have on the systems the hospital uses.
It’s up to the customer to practice due diligence when considering a service provider.
“There’s typically a reason for a lower cost — find out why,” writes Roy. “What is in the fine print and are they really comparing apples to apples?”
Out-of-house value brought the in-house
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When Sandy Morford, CEO of Renovo Solutions meets with potential hospital clients, he is often asked about the value that Renovo brings to the table that isn’t already provided by OEM or in-house service teams. In fact, he’s asked the question so regularly that he has developed a list of bullet points in response.
As part of the list, Morford lets clients know that clinical and diagnostic imaging equipment management is Renovo’s only business. And the company’s track record shows it has benefitted from that specialization with more than 300 programs implemented and managed over the last decade. Although Morford provides another half dozen bullet points, the main point is clear— he’s selling service based on substantial experience and a company history to back up their claims. All of which goes back to their business philosophy, “Promises made, promises kept.”
Companies that deliver on their promises deliver dependability. But just delivering on those promises isn’t necessarily enough if all the needs of the customer aren’t being met. Morford knows there’s more than just having the experience and doing a good job. “Primarily, we listen to the client,” he says. “In this business of medical equipment service, the cliché ‘one size does not fit all’ very much applies. If a client insists on OEM service for a critical piece of equipment under our management program, they receive OEM service. We never try to force the use of a particular service provider on our clients, unless we obtain their buy-in and agreement that an alternate service provider makes the most sense operationally and financially.”
Morford advises providers to keep cost in mind while considering service contracts, but to not make that the sole, or even the most important deciding factor. He advises those in the market to give due consideration to service quality, response time, escalation policy and uptime guarantees among other things. He also stresses providers should call around for references before entering into an agreement with any service provider.