produces and sells specialized medical equipment and services to physicians and hospitals. The equipment is used to extract and store blood samples from patients. With that in mind, we have to look at what Hemo-Tech has defined as its deliverables. They identified the five units of equipment, 50 boxes of equipment supplies, installation, one-year monitor and test services, and three-year screen and report services as deliverables in the arrangement. This company has done well at outdoing their competitors with their services and prices. Hemo-Tech has the upper hand on its competitors because it has up to date equipment at a reasonable price compared to one of its competitors with outdated equipment and the other that has the same equipment at a higher price. .
As far as deliverables, Hemo-Tech has a good plan in place. The price of their equipment is reasonable (especially compared to the competition); they monitor and test the equipment for the first year with options for an extension, and offer screen and report services for three years. What they have in place already seems ideal and has potential to become better. .
In order to determine a selling price a good option would be to implement vendor-specific objective evidence (VSOE). Meaning that they would base how much they charge each customer based on how much the customer is purchasing. This has the potential to be successful because it can help build a relationship between the producer and the consumer. Some things they can do are offer a future discount program as mentioned in case study. Hemo-Tech is already some steps in front of the competition because they are the only ones that sell the updated replacement parts as it is leaving the competition behind. .
Assuming that the consumers already bought the equipment from Hemo-Tech being the only company that sells the proper replacement equipment gives Hemo-Tech the competitive edge.
