『Three Decisions You Must Win Before the Contract | E.28』のカバーアート

Three Decisions You Must Win Before the Contract | E.28

Three Decisions You Must Win Before the Contract | E.28

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In episode twenty-eight of "Selling to Healthcare," Lisa T. Miller opens with a scene every hospital seller has lived through. You get the meeting, the executive is engaged, she asks thoughtful questions, and she tells you to keep talking. Then it slows. Operations wants more detail, finance wants different numbers, IT raises integration concerns, a clinical leader isn't convinced the workflow holds, and procurement shows up late. The executive is still supportive — but that support never becomes a decision. Lisa returns to the Decision Zone she introduced in her episode on frozen pipelines, and gets specific about what actually has to be won inside it. Her central point: executive interest is not organizational approval. A hospital isn't a single buyer, it's a decision system, and that system has to resolve three things — whether the solution matters now, whether the value can be measured here, and whether the organization can say yes without creating unacceptable risk. These aren't late-stage objections to handle at the end. They sit underneath the entire deal. She walks through each decision with the work that goes with it: priority research instead of title research, a four-question priority hypothesis written before you ask for the meeting, the five elements of a credible business case, testable models with visible assumptions instead of one unsupported ROI claim, and mapping the people whose sign-off makes a yes feel responsible. She also shares the bake-off she proposed while running VIE Healthcare — same small pilot for all three competing firms — which won a five-year health system contract by letting the buyer see the work rather than the presentation. This episode gives healthcare sales professionals a sequencing framework for the middle of the deal, where most hospital revenue gets trapped, and a clear test for whether an opportunity needs more persuasion or better preparation. Highlights of this Episode Include: Executive Interest Is Not Organizational Approval: A hospital is a decision system, not a single buyer. Interest from one leader doesn't move a deal until the system resolves relevance, measurability, and risk.Decision One — Is This Important Enough to Address Now?: Most conversations start too close to the solution. Your job isn't to prove the product works, it's to connect the problem to something the organization has already decided matters.Priority Research Beats Title Research: Titles tell you what a leader generally cares about. Expansion plans, margin pressure, public quality goals, and value-based contracts tell you what this leader is accountable for right now — and a surgical technology that opens a net-new patient population stops being a save-money story and becomes a growth story a CFO can take to the board.Decision Two — Is the Value Real and Measurable Here?: The question executives actually ask is what would have to be true for this result to happen in our organization. Generic ROI claims skip the hospital's current state and cost you credibility.Show a Testable Model, Not a Perfect Number: Two hundred avoidable calls a week at three minutes each is five hundred and twenty hours a year — an assumption the hospital can go verify. Strong business cases show a conservative, expected, and stronger case, and translate the numbers for finance, operations, and clinical leaders differently.Decision Three — Can We Say Yes Without Creating More Risk?: The biggest competitor in most hospital deals is the current way of working. Map the economic sponsor, operational owner, clinical validator, IT and security, finance, and procurement — they aren't obstacles around the buyer, together they are the buyer.Build Pilots as Decision Instruments: A serious pilot has a baseline, a defined population, an accountable owner, a time frame, agreed success measures, and a decision waiting on the other side. Anything less produces activity and no proof. Motion is not progress — complex deals move when you remove uncertainty in the right order. Read the full article: https://www.selltohospitals.com/p/selling-to-hospitals-three-decisions Learn more about Lisa at https://lisatmiller.com/about Book an appointment - https://calendly.com/lisa_t_miller/30min LinkedIn - https://www.linkedin.com/in/lisamiller/ Learn about Lisa's Workshops: https://fluentinhealthcare.com/https://healthcaresalesmasterclass.com/
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