Mediquip – College Essay Example
Mediquip – College Essay Example

Mediquip – College Essay Example

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  • Pages: 2 (507 words)
  • Published: March 23, 2017
  • Type: Case Study
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Mediquip Case Analysis

What started with promise of a sure sale for Mediquip’s latest CT scanner technologies quickly dissolved after five months of client interaction. Kurt Thaldorf began losing client interest initially with a high starting price in June, which snowballed into even more client resentment through September. Even though he offered the CT scanner at a competitive DM 2,370,000, on September 29th, this number was already beyond consideration due to competitors’ early low offerings.
The client, Lohmann University Hospital, had many players involved with reviewing the potential sale and began having internal disconnect when Thaldorf was forced to meet with them individually and share only certain information with each.

Despite being a common occurrence in University Hospital settings, the dismissal of Thaldorf’s chances was primarily caused by General Director Carl Hartman on June 1st, without in

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volving other key decision makers Rufer and Steinborn. Thaldorf’s efforts from that point onwards were unproductive, and the limited conversation he had with Steinborn, who personally contacted Mediquip, resulted in a failed sales relationship. Nonetheless, the possibility of a successful sale remained open until December 18th. Thaldorf could have enhanced his chances for a successful sale by initially engaging in more comprehensive client discussions.

In May, Steinborn should have contacted Thaldorf to schedule a presentation for all key decision makers. It would have been beneficial to come with a more attractive price point, as this would have immediately captured everyone's attention and conveyed Mediquip's eagerness to sell to the hospital. Additionally, regular group meetings and negotiations could have been arranged, establishing Mediquip and Thaldorf as top contenders and maintaining a consistent presence. While Thaldorf was responsible for the sale, the allowable price

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he could offer was determined by Mediquip's regional manager and managing director.

If Lohnmann University Hospital had reduced that number on June 30th instead of waiting until September, they would likely have accepted the offer. Additionally, Thaldorf, who was in charge of client contact, faced various obstacles, such as working through secretaries and scheduling around vacations. Had Hartmann, Steinborn, and Rufer been more actively involved and given equal opportunities to participate, the sale might have been successful. However, hospital politics interfered and ultimately caused the sale to collapse for Thaldorf. Thaldorf had the responsibility to bring both his company management and the hospital management together in a successful sales relationship, but ultimately failed. Despite obstacles from both sides hindering his ability to make the sale, he possessed all the necessary tools and knowledge to foster a successful collaboration.

The hospital's frustration with Mediquip should have made him realize that he needed to negotiate a better price. Additionally, he should have recognized that Mediquip's marketing and sales management processes were hindering his personal performance. If Mediquip were to invite customers to visit their Paris plant and provide clear user specifications, communicate the locations of working machines across the country, and offer competitive pricing, their sales team, including Thaldorf, could generate higher returns and sell more CT scanners to both large and small clients.

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