01
Client context
The manufacturer won clinical preference but often lost final purchase decisions.
02
Business challenge
Sales had limited visibility of procurement committees, financing considerations and tender criteria.
03
Research objective & questions
Map decision-making units and criteria by hospital type and recommend sales and service model changes.
- Who is involved in purchase decisions, and what does each stakeholder prioritise?
- How do private, public and trust hospitals differ?
- How important are service, uptime and financing?
- What does a winning proposal look like?
04
Methodology & approach
- Administrator interviews
- Hospital CEOs, COOs and finance heads.
- Biomedical engineering interviews
- Technical evaluation and service expectations.
- Clinician interviews
- Clinical champions' role in decisions.
- Tender document analysis
- Evaluation criteria in public tenders.
05
Sample & geography
- ~20 administrator interviews
- ~10 biomedical engineer interviews
- ~10 clinician interviews
- Geography — India
06
Key findings
- Total cost of ownership and service response times outweighed purchase price.
- Biomedical engineers had effective veto power that sales underestimated.
- Private chains centralised decisions; standalone hospitals relied on owner relationships.
- Flexible financing options influenced smaller hospitals.
07
Business implications
- Engage biomedical teams early with service and uptime commitments.
- Develop financing partnerships for smaller hospitals.
- Tailor proposals by hospital type.
08
Outcome
The manufacturer received decision-unit maps, criteria by hospital type and a revised sales and service playbook.
Example engagement — Shows how Hoog approaches this type of question. Not a specific client project. Findings are directional.