Issue link: https://read.dmtmag.com/i/45026
HME NEWS / NOVEMBER 2011 / WWW.HMENEWS.COM Commentary WHAT'S IN A NAME? W Be in the business of providing solutions, not simply products BY MAL MIXON AND LOU SLANGEN OULD YOU RATHER be a gravedigger or a funeral director? What about a used car salesman or a seller of certi- fied pre-owned vehicles? Why would the personnel department change its name to the human resourc- es department? All these titles have something in com- mon; they evoke a response, a judgment of the value of these positions. It is about perception. Let's apply this to our industry. When MAL MIXON someone asks you what you do for a living, what is your response? I sell home medical equipment? I deal in bent metal? I am in the wheelchair business? We are all guilty of doing this, but using these terms misses the value these products and services bring to the lives of the people who use them. We need to change the perception that our industry deals equipment to stressing the reality that we provide millions of people with products that let them enjoy life, from the simple cane or commode to highly sophisticated devices, such as a custom power wheel- chair with powered seating or a HomeFill oxygen transfilling unit. Whether flying on an airplane with portable oxygen therapy or spending time in the comfort of home, we're far more than con- centrators and bent metal. First things first, we need to get out of the box business. We don't sell shower chairs; we assist with bath safety. We don't sell wheelchairs; we provide mobil- ity. We don't sell lifts and slings; we provide safe patient handling. This might seem a minor word change, but the meaning, the takeaway, is drastically different. Every one of us has someone in our lives whose life is made bet- ter because of homecare products. Many of us see its impact every day. At Invacare, we like to stress that home care is the trifecta of health care: It is patient-preferred, results in better out- comes, and is more cost-effective. Why is it then that home care is not discussed in these terms? This change in ver- biage is a small first step, but one that can LOU SLANGEN and should extend into all fac- ets of our businesses, externally through marketing and sales, and internally as a part of the fabric of our companies. At Invacare, we see this as the promise and purpose of our brand and have defined it as, "we make life's experiences possible." It is just as applicable at the provider level. If you see yourself as a provider of solutions and this reflects inter- nally and externally, your value will increase accordingly. The words we use to describe our- selves today are minimizing our value. When someone needs a wheelchair, it's not simply a piece of bent metal. It's the means by which that person will live their life. It's the mobility they need to go to their grandson's soccer game or make a living at a job they love. The past few years have not been easy for the home medical equip- ment industry. The government con- tinues to see little value in the ser- vices we offer, as reflected in com- petitive bidding, reimbursement cuts and healthcare legislation. This results in pricing pressures and makes it more difficult for us to do our real job of helping patients live their fullest lives. Regardless of where discussions on these topics will go, the need to show the value of our indus- try remains. The promise of home care cannot be one of products and services alone. Our indus- try promise is very aligned with Invacare's brand promise and purpose of making life's experi- ences possible, and that is how we have to get our elected and administrative government offi- cials to view us. As an industry, we're notori- ously our own worst enemy. We describe ourselves in ways that minimize our value and don't accurately describe the work 17 we do. We sell products as if the services surrounding them, like delivery, consultation and proper fit, are inherent and included. The government sees us as selling a concentrator to a patient, not as a vital role in their oxygen therapy. It's no wonder we can't get the respect we deserve; that respect must start with how we treat ourselves. We need to change the perception that our industry deals equipment to stressing the reality that we provide millions of people with products that let them experience life. The homecare industry is in the business of providing solutions, not simply products. We wish we had focused more on the indus- try's brand promise years ago. It is high time that we speak of our- selves as we want to be seen and in terms that accurately describe this industry and the benefits we bring to patients. Let's raise the bar and right the perception. There's an old saying that if you don't toot your own horn, some- one will use it as a spittoon. We've let a few bad apples tarnish our reputation for too long. It's time to use that horn and connect our industry to the true value that it deserves. HME Mal Mixon is chairman of the board at Invacare. Lou Slangen is senior vice president, corporate marketing, and chief product officer. Patients, products and payers: Three essential elements of success With just a bit of creativity, you can pave inroads BY TED RAQUET W E OPERATE IN A HIGHLY complex industry facing a complicated and seem- ingly ever-changing land- scape of challenges to navigate. As you go about your daily business in this environment, it can be easy to forget that success is dependent upon the same three essential elements it always has been. It all comes down to the patients you dedicate your efforts to, the prod- ucts you provide and the payers you work with for reimbursement. If we lose sight of these simple elements of the business, the complicated can quickly become the impossible. PATIENTS The growing demographic of aging baby boomers is well documented and well known throughout our industry. By the numbers, the patient base is poised for exceptional growth. However, to fully realize the potential, providers must look for ways to serve an even more diverse range of clients. The bariatric mar- ket represents a growing demographic itself and is an excellent example of an area where your business may have room to expand. Con- sider partnering or building relationships with local con- sumer groups to distinguish your company within the community. With just a bit of creativ- ity you can pave inroads to new clients. PRODUCTS To meet the needs of a growing client base while maintaining maximum busi- ness efficiency, providers need the right product mix. You should look for high- quality, high-performance products that are designed specifically to meet a broad range of needs and make the most of the initial investment. With the current rental environment, with extended coverage for the 13-month rental peri- od. Product refurbishment should be modular and easy to complete to maximize ser- vice efficiency. The right retail prod- TED RAQUET ucts are also essential. The boomer demographic has displayed its desire to main- tain an active lifestyle and the willingness to pay out of standard power products must have dura- ble, robust motors and features that pro- tect the most at-risk components from damage. The product warranty and ser- vice options should also be geared to pro- tecting the provider's initial investment pocket to do so. Low-cost, high-quality products that deliver options and acces- sories for up-sale are an excellent way to generate revenue for your business. If you are a rehab provider, maximum efficiency can be found when you work with a company that provides one-stop shopping. When you are getting your power base, seating and positioning components, and drive controls from the same manufacturer, you are streamlining the process and can work more quickly to meet a patient's needs. PAYERS To accomplish your business goals in the challenging reimbursement environment, you must understand and diversify payer sources. Retail sales, Medicaid, private insurance, managed care and workers' compensation are just a few of the many other outlets you can expand into other than Medicare. By diversifying into other pay sources, you won't have all of your eggs in one basket. By understanding the ways you can capitalize on these elements, you can maintain and grow your business. However, all efforts should be made to ensure that Medicare remains in your payer mix. Again, the demographics show that the senior population will likely present the biggest opportunity for your business in the future. By understanding the ways you can capitalize on these three essential ele- ments, you can develop a business plan that will not only help you maintain and grow your business in this challenging environment, but will have you posi- tioned for long-term success. HME Ted Raquet is senior vice president, domestic sales, for Pride Mobility Products.