The market for medical equipment is a highly unregulated and diverse environment in terms of reliability, pricing, quality and support. The rapid advance in technology leaves many devices less useful and obsolete. There is therefore a continuous need for updating and adapting to more state of the art innovations. Nevertheless, the high cost and rate of depreciation involved has facilitated a new trend; which is medical device rentals. The following are some insights into such an emerging behavior.
The services of practicing tools can be accessed by either buying or through a rental agreement. It is therefore important to closely analyze the financial and non-financial aspects of both alternatives. One can buy almost any equipment desired, as long as it is within reach and at his disposal. However, equipment for rent may be limited, but the following are often available; MRI machines, computers, surgical systems, imaging and diagnostic facilities, X-ray and ultrasound machines among others.
The first analysis begins with comparing a buy versus rental decision. This is conducted through both financial and non-financial considerations. It is advisable to start with a non-financial analysis, since most devices are not direct generators of revenue. Such machines and appliances are better analyzed based on their attributes. Their decisions are more subjective.
The long term organizational goals and imperatives are important assets as far as the non-financial analysis is concerned. The investment can only be relevant when it is congruent with the outlined plans and objectives. This therefore calls for a review of the project in line with the set goals. For example, a machine cannot be rented at the expense of expanding the business premise, when such an expansion is actually the plan of the organization.
Whether to rent or buy some equipment may also depend on the availability of other lucrative ventures within the practice. The decision must be weighed against other investment opportunities. This comparison ensures that you entrust your focus and financial resources in the most paying project. In case a non-financial analysis implies that renting such an appliance is more promising, then a financial evaluation same is undertaken.
Financial analysis depends on having an ample supply of data. To be able to effectively carry out the exercise, it is recommended to first of all access the relevant information. The information is in fact used to determine whether a particular investment is feasible or not. The viability inherent in a project is evidenced by the incremental cash flows of the investment. The incremental cash flow is equivalent to the additional revenues and expenses. Analyzing the resultant incremental cash flow is a multidimensional approach to the business performance, both at present and in the future.
Narrow down your research in to break even point, payback period and the analysis of net present value. They are the main indicators on the short term, together with the long-term business position with respect to the venture. The time to be taken before recouping the initial cost is also evidenced.
The decision process in acquiring a new medical implement can only be simplified by prior planning and examining the available alternatives. The secret is in securing a venture that is not only beneficial to the practice in the short run, but also in the long run.
The services of practicing tools can be accessed by either buying or through a rental agreement. It is therefore important to closely analyze the financial and non-financial aspects of both alternatives. One can buy almost any equipment desired, as long as it is within reach and at his disposal. However, equipment for rent may be limited, but the following are often available; MRI machines, computers, surgical systems, imaging and diagnostic facilities, X-ray and ultrasound machines among others.
The first analysis begins with comparing a buy versus rental decision. This is conducted through both financial and non-financial considerations. It is advisable to start with a non-financial analysis, since most devices are not direct generators of revenue. Such machines and appliances are better analyzed based on their attributes. Their decisions are more subjective.
The long term organizational goals and imperatives are important assets as far as the non-financial analysis is concerned. The investment can only be relevant when it is congruent with the outlined plans and objectives. This therefore calls for a review of the project in line with the set goals. For example, a machine cannot be rented at the expense of expanding the business premise, when such an expansion is actually the plan of the organization.
Whether to rent or buy some equipment may also depend on the availability of other lucrative ventures within the practice. The decision must be weighed against other investment opportunities. This comparison ensures that you entrust your focus and financial resources in the most paying project. In case a non-financial analysis implies that renting such an appliance is more promising, then a financial evaluation same is undertaken.
Financial analysis depends on having an ample supply of data. To be able to effectively carry out the exercise, it is recommended to first of all access the relevant information. The information is in fact used to determine whether a particular investment is feasible or not. The viability inherent in a project is evidenced by the incremental cash flows of the investment. The incremental cash flow is equivalent to the additional revenues and expenses. Analyzing the resultant incremental cash flow is a multidimensional approach to the business performance, both at present and in the future.
Narrow down your research in to break even point, payback period and the analysis of net present value. They are the main indicators on the short term, together with the long-term business position with respect to the venture. The time to be taken before recouping the initial cost is also evidenced.
The decision process in acquiring a new medical implement can only be simplified by prior planning and examining the available alternatives. The secret is in securing a venture that is not only beneficial to the practice in the short run, but also in the long run.
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