I was very pleased by the large number of you who responded to my blog “Is the X-Ray dealer dead?”
Perhaps this was a self-selecting group since if you were a dead dealer you could not have responded. Also, most respondents like their jobs and the industry; again, perhaps an indication of self-selection.
Most responses were along the lines that to survive, dealers have had to greatly expand their definition of “medical imaging”. They have taken on new lines of products and have followed where those opportunities have taken them. In many cases they have added some nice lines of consumable products that have complemented their new equipment offerings.
I think three of the most interesting repeated comments from dealers went something like these:
1. There are so many manfucturers trying to get into some of these markets (like DR) that I used to not take their calls or visits. Today I take most of the visits because I have found that often these manufacturers have other products in their portfolios that may be of interest in some of my niche markets or that highlight niche markets I can serve.
2. The changing technologies have really forced us to evaluate what we offer our customers. We have been cutting the very labor and equipment intensive products (like the film processing product/service “chain”) before it becomes unprofitable. We now have a more formal annual process to make these choices and we are ruthless.
3. Becoming “leaner” does mean each staff member has taken on more work. However, it has also forced us to eliminate lots of trival jobs. More important, it has allowed us to identify what each staff member does best. For example, we have separated our prospecting function from our sales function. Our prospects and clients like having a “local” voice calling/emailing but until we know there is interest in discussing a project or product we don’t turn that over to the skilled technical salesperson. We can flush out more prospects this way and our salespeople are closing a higher percentage of their deals.
In my own business, we have applied versions of all three of these strategies with good success. In my case (since I’m the boss), I’ve also asked myself and my partner what is it that each of us is best at doing. Just because I have the title “President” does not mean I should or need to do all the high level administrative functions, for example. I may or may not like many of these tasks, and I may or may not be the best person to do them.
After honestly examining our skill sets and our interests, we have reshaped our jobs. Our new “job descriptions” are not set in stone and we reexamine them from time to time. I think we are happier with our responsibilities and we accomplish more in less time. Since my partner has taken on so many of the key functions that the were formally on the President’s desk, I’ve even suggested that she get a new title, Vice President of Everything Really Important. Some might suggest that’s just the “salesman” in me, but in reality I’m looking for the promotion to Vice President of Everything Unimportant. Just send me the checks!
Like many of you, I like my job and I like the imaging business. Would I rather have zero financial concerns and be able to stop working? Yes to the first, but I’m not sure about the second.
Anyone want to buy my business and let me work just a few days a year for the same pay?
All my best,
Daniel Giesberg
I just wanted to write and say thank you for putting up this most recent blog post, I really enjoyed it and think it was spot on.
I too make my living in the X-Ray / CT space, although as a manufacturer. I currently own a family business (my father invented our core product the Fast Find Grid – http://www.fastfindgrid.com/). Before this I was an investment banker for nearly 9 years at a big bank and got very detailed into businesses in multiple industries. As a banker, I feel there is likely to be consolidation in the space, but the industry is still very healthy.
From my perspective, while the landscape of “X-Ray dealer” continues to change, the importance of their sales force and service to doctors within the radiology field remains very much intact. My company for example does not have an inside sales force and so much of our growth have come from these types of distributors in search of another annuity stream from our disposable product.
Your comments on working to your strengths are also really helpful and is something my team and I try to do but I’ve not seen it articulated. Your typically only as good as your weakest link, so it’s important to get people doing what they do best.
Happy to talk shop if you have time, but either way, thanks for your perspective in the post.
Regards,
David K.
Thank you very much for your blog post share. I really felt that we are living in the so called ‘global village’ as we all have similar kind of problems in the all digital era.
It does not really depend on which geographical market your striving to survive but what and how your manufacturing and selling.
Efficient and effective work processes are a must in today’s global and highly competitive environment.
I hope to hear more from you.
Meanwhile, I just remembered the Vidar DPA that we have in stock for several years. We purchased this machine for demo purposes.
After using it in a couple of demos and trade shows, main board of the system was somehow was not operational and the system stopped functioning.
Would you have any interest to purchase this old (but not used) system? It looks new and as I mentioned scanned only around 100 films.
I look forward to hearing from you.
Best regards,
Can CELIK