Jim Poggi
By Jim Poggi
Sold a large lab system? Now the work starts.
You just sold a large system lab system! Congratulations are in order. If it’s your first, I hope my guidance will help you assure an excellent post sale experience for your customer, your supplier(s) and you! If this is not your first rodeo, I expect that my thoughts will jog your memory and perhaps add an item or two to make your best implementations even better.
In our personal lives, we intuitively know that the first 30 days after a major capital purchase (home, car, major home appliance, etc.) set the tone for our long-term satisfaction with the product and its supplier. In our professional lives, the realization of how important customer satisfaction is has become so top of mind with leading companies that many now have executives in charge of “customer delight,” “total customer satisfaction” and similar. Most large manufacturers and distributors also poll their customer base routinely and publish customer heat map statistics. Even the federal government has gotten into the act; MACRA’s cornerstones are customer satisfaction and better customer outcomes.
In reality, customer satisfaction and the quality of your company’s brand are built up from every customer interaction. Your actions in your territory are the fundamental building blocks of customer satisfaction at the national level. Take pride in providing an awesome customer implementation and post implementation experience with every large-scale lab solution you sell. Clearly, this advice also applies to large scale equipment sales for any product type.
This month’s column will provide guidance in the best steps to take to manage your approach to lab equipment implementation based on my experience. Let’s look at the moving parts together.
Getting it right as you close the deal
The first step in assuring an exceptional customer experience is making sure your solution is optimized to fit the customer’s needs best. Do they need high throughput, a wide test menu, ease of use, small footprint, low initial or low operating costs? Deep customer discussions and a clear understanding of what is most important to them is your best friend in the large lab capital sales process. Be sure to team with your key supplier(s) for the best, most comprehensive viewpoint. Often, the best distributor account managers ask their customer what they like and what they would change about their current lab equipment solution as part of their due diligence process. I have begun adding “Do you have any new needs or concerns based on changes in reimbursement, regulations or competition in your area since your last purchase?”
Your solution needs to consider the customer needs and variables as well as changing market conditions. Ultimately, it is a rare solution that does not have some compromises. Remember the old saying: “You can have a solution that is fast, cheap or high quality. Pick any two.” As you develop and explain your situation, be sure to point out any compromises and make sure your customer is aware of them and agrees before they sign on the dotted line. The five words you do not want to hear after the product is delivered are “I did not know that.” They often precede things you really don’t want to hear or address.
Preparing for implementation
You, your customer and supplier have agreed on the best solution and how it will be funded. You are on your way! But, there are a lot of items to manage even before the product is delivered. This check list should help you.
| Item | Responsible | Status | Comments |
| Site survey | Supplier | The best suppliers do this exceptionally well | |
| Site modifications (list) | Local contractors/supplier | Know what’s going on but avoid being the expert or general contractor | |
| Delivery date(s) | Supplier/customer | ||
| Installation date(s) | Supplier/customer | ||
| Customer training | Supplier/customer | On site in supplier training facility? | |
| Update customer credit limit? | Distributor sales rep | Sometimes needed for the new equipment | |
| Update customer procedure manuals | Supplier/customer/third party | Suppliers often have templates to share | |
| Set up customer standing order for reagents, calibrators, controls, consumables | Distributor sales rep | Create rapid online customer order guide. Remember lot change issues | |
| Make sure your customer has any needed general lab supplies to support the new solution | Distributor sales rep | Rockers, pipettes, centrifuges, etc. | |
| Coordinate supplier provided install supplies with customer provided supplies | Supplier/customer/distributor sales rep | In my experience this is often a gap no one addresses until installation/set up day | |
| Make sure customer is on the right proficiency program | Supplier/distributor sales rep | And get the PT business! | |
| Advise customer to review their CMS-116 form and adjust as needed | Supplier/distributor sales rep/customer | This is their CLIA form; they should have it close at hand | |
| Assure LIS and EMR connectivity will work | Supplier/LIS company/EMR company | This may take a while; plan early |
Post implementation follow-up
Taking the right steps will assure you have planned and coordinated the work with care and diligence. This is the foundation. But, don’t forget to address your customer’s feelings about the work and let them know you care. This is the icing on the cake.
| Item | Best practice | Timing/comments |
| Thank you | A written card, perhaps a memento for the lab or office | Within two weeks of implementation |
| Post implementation survey | Written questionnaire asking what went well and what could be improved | Once I began doing this my implementations improved |
| Ask for a referral/reference | Always ask | And thank those willing to help you |
| Log the lease term where you can find it later | Plan to begin reminding the customer of the need to make a replacement/upgrade decision 18 months BEFORE lease end | Don’t get caught by surprise or let your customer forget |
Your role as the quarterback of the sale and implementation process is pivotal to success. Stay in role, delegate tasks appropriately, let the experts in each area do their work and check progress frequently. The best implementations include frequent meetings with you, the customer and supplier as you complete action items and look toward the next steps. Selling the solution is just the beginning. Creating an exceptional implementation and customer experience separates the stars from the rest of the pack. Be a star!